本研究採用內容分析(content analysis)來探討鴻海精密工業股份有限公司，在跨入電動汽車這一個新市場類別(new market category)的時候，如何為自身建立起身份認同。本研究釐清與發現鴻海在跨入電動汽車的新市場類別之後，會傾向與新興企業(new entrants)來進行互動，藉此為自身建立起與其它企業皆是隸屬於電動汽車新市場類別的協作性身份認同(collective identity)。接著，鴻海除了持續與新興企業進行互動來維持自身的協作性身份認同之外，亦會加強與傳統企業(incumbents)的互動來提高自身與其它企業有所不同的個體性身份認同(individual identity)，藉此強調自身得以在電動汽車新市場類別中創造價值的能力。過去的多數研究指出傳統企業與新興企業彼此之間的互動關係，大多是因為雙方具有資源互補性，較少是從身份認同的觀點來加以論述。本研究的主要理論貢獻在於提供了一個框架，能夠讓我們理解傳統企業在進行水平多角化的時候，得以思考要如何與哪些企業建立起身份認同。

This study utilizes content analysis to examine how Hon Hai Precision Industry Co., Ltd. (Foxconn) establishes its identity upon entering the new market category of electric vehicles. The research clarifies and discovers that, after stepping into the electric vehicle market, Foxconn tends to interact with new entrants to construct a collective identity that aligns with other companies within the electric vehicle market. Furthermore, in addition to maintaining its collective identity through ongoing interactions with new entrants, Foxconn also intensifies its interactions with incumbents to enhance its individual identity, thereby emphasizing its ability to create value within the electric vehicle market. Most past studies have highlighted the interaction between incumbents and new entrants mainly from the perspective of resource complementarity, with less discussion on identity. The primary theoretical contribution of this study is providing a framework that helps understand how incumbents can contemplate establishing identity affiliations with other firms when diversifying latterly into a new market category

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