2000 年全球電訊產業由盛而衰，期間反轉的速度令人驚訝，許多電訊公司在一夕之間進入破產法保護之列，許多執行長及高階主管在此波風潮中黯然失色，輕則聲望受挫，下台負責、重則違法入獄，產業大幅裁員也造成數十萬的電訊從業人員失去工作，還有為數眾多的投資大眾因為電訊產業的崩盤而蒙受巨大的損失，等待解套之殷望，至今仍遙遙無期。這些現象的發生與產業泡沫化的形成、破裂，在人類文明進程中所留下來的產業發展史與經濟史中，皆有許多前例可供殷鑑，然而類似的事情卻一再發生，其中必有留給高階主管回顧及省思之處。
產業高階主管普為社會菁英賢達之人，須能深思熟慮、繼往開來，資方及勞方必定也委以重任，他們也無不全力以赴，以追求公司、個人及社會三贏之局面，但是 2000 年許多跨國電訊公司執行長及高階主管卻鮮少能帶領公司豁免於危機之境，反而加速公司傾頹之勢，考其原因，無非是其決策行為錯誤所致，而背後的因素與高階主管的群羊行為，加上因公司最高職務所伴隨而生的人格特質有莫大的關聯。
高階主管身處知識經濟時代中，資訊雖隨手可得，然而重要的是在建立系統性的概念能力的同時，也需建立抽象性的思維能力，再以「膽」與「識」貫徹心中定見，方能做出卓然出眾的決策，引領公司邁向榮景，古云「胸中自有百萬兵甲」、「決勝於千里之外」，正是如此。
本研究以電訊產業興衰為背景題材，將當時指標性的執行長與產業要角，在當時所採取的決策行為模式加以整理，期能提供企業高階主管決策時之參考。

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