【正文】 然而，這一發(fā)現(xiàn)僅來自三個技術(shù)型服務(wù)行業(yè)。這項研究表明，兩者之間的匹配與企業(yè)績效假設(shè)的正面關(guān)系在一些特定行業(yè)有積極作用，但并不見得在所有行業(yè)都有這種作用。換句話說，當(dāng)一個公司的技術(shù)變革不是那么迅速的時候 ,創(chuàng)新戰(zhàn)略與薪酬水平之間的匹配可能不會導(dǎo)致更高的經(jīng)濟(jì)回報。此外，這個行業(yè)公司的競爭優(yōu)勢主要是技術(shù)，這主要是引入了符合條件的員工（王先生等人， 2020）。一個企業(yè)的研究開發(fā)支出可以提高其知識應(yīng)用水平，從而增加其競爭優(yōu)勢（宋先生等人， 2020）。因此，為了與以前的研究在同一水平線上，此項研究使用企業(yè)價值增值來衡量公司業(yè)績。 研究方法 變量定義和措施 企業(yè)績效。這項研究的結(jié)果將讓大部分人力資源專家和臺灣人力資源研究人員，特別是人力資源經(jīng)理感興趣。因此，這項結(jié)果是這一領(lǐng)域令人感興趣的調(diào)查。首先，獲得有技能的勞動力，是一個服務(wù)公司努力提高其競爭優(yōu)勢的重要組成部分。盡管薪酬策略被視為影響員工行為和提高公司績效至關(guān)重要的人力資源杠桿（麥克拉根和內(nèi)爾， 1995 年 。賴斯等人， 1990），保留機(jī)制（霍爾澤， 1990；巴伯和布雷茨， 2020），及績效（尼爾， 1993；列文， 1993；特雷弗等人， 1997）這些問題之間的聯(lián)系有所收獲。這是基本合理的戰(zhàn)略人力資源管理（ SHRM）。 Ziedonis, 2020). By contrast, a more stable technological environment has alternative avenues, such as market orientation, to gaining a petitive advantage (Jaworski and Kohli, 1993). Thus, the advantage arising from innovation activities may no longer be guaranteed to the extent such alternative avenues exist. In other words, while technological change facing a firm is not rapid, the match between innovation strategy and pay level may not lead to higher economic returns. So Previously mentioned reports and studies show that the IC design service industry in Taiwan has been typified as a technology innovator among high tech sectors. Thus, this may justify the inconsistent statistical findings of crossindustry interactions. These findings have several implications for academic research and mercial practice. First, previous research argues for the effect which pay policy bined with business strategy has on firm performance, and suggests this perspective could be applied in all industries (Montemayor, 1996。 Tsai and Wang, 2020). Thus, in line with these past studies, this research uses value added to measure firm performance. Here value added is a dollar based measure (in NT millions dollar) constructed by the difference between the revenues of a firm and the cost of its material inputs。 Carroll,1987). In addition, a few recent studies discuss the impact of business strategy on pensation (Singh and Agarwal, 1999。中文 3827 字 本科畢業(yè)論文（設(shè)計） 外文翻譯 外文出處 Personnel Review, 2020（ 3） :300316 外文作者 KuenHung Tsai， Christine Chou， MingYi Chen 原文 Does matching pay policy with innovation strategy really improve firm performance? Introduction In a fastmoving and globalized world, a firm must maintain its petitive advantage to constantly improve its performance and pete with its petitors. The petitive advantage concept includes the capabilities, resources, relationships, and decisions that permit a firm to capitalize on opportunities and avoid threats within its industry (Hofer and Schendel, 1978). Porter (1985) argued that human resourcemanagement (HRM) helps a firm obtain a petitive advantage by lowering costs, increasing product sourcing and service differentiation, or both. However, achieving a petitive advantage through human resources requires a strategic management perspective (Jackson and Schuler, 1995). This is the basic rationale of strategic human resource management (SHRM). Recent studies have examined SHRM as a means of enhancing organizational petitive advantage, which improves overall firm performance (Arthur, 1994。 Yanadori and Marler, 2020). Although previous studies address the strategic perspective of pay policy, only a few empirical investigations were conducted (. Balkin and GomezMejia, 1990。 Pay policy. An organization often formally or informally establishes a pay policy that determines whether it will be a pay leader, a pay follower, or merely hold an average position in the labor market (Klaas and McClendon, 1996). This study measures the pay policy of a firm by its pay levels, paring a firm’s pay with that of