本研究以2010至2017年共1314家台灣上市(櫃)企業為研究對象，共計 10512筆觀察值，分析台灣企業董事會性別多元化與企業績效的關聯性，並以組織人力裁減策略為中介變項、CEO雙重性為調節變項，進一步探討對企業績效表現是否具有調節式中介效果。實證結果顯示，當單純探討組織人力裁減策略對董事會性別多元化與企業績效的中介作用時，其效果並不顯著；而再加入CEO雙重性作為調節變項後，女性董事透過人力精簡策略提升企業績效的正面效果就能顯著的呈現，說明女性董事的領導風格和價值觀確實能影響董事會，使其更加考量利害關係人觀點，並顯示出性別多元化程度較高的公司更傾向於減少人力裁減措施，這種人才保留策略對於企業績效是有益的。然而，本研究也發現，董事會性別多元化藉由人力裁減策略對企業績效產生的正向效果僅存在於企業不具備CEO雙重性的情形。因此，若台灣企業希望可以透過董事會中女性董事的參與來影響人力資源措施，進而獲得更高的企業績效，那麼該如何強化傳統公司治理中管理權與監督權分離的情況，讓多元化效果得以彰顯以達到人才流失問題的緩和，其因應而生的配套措施將至關重要。

This study collects data of Taiwanese 1314 companies from 2010 to 2017, including 10512 observations. It analyzes the relationship between board gender diversity and firm performance, and uses employment downsizing as a mediator and CEO duality as a moderator to examine whether the downsizing strategies and CEO duality affect the impact of board gender diversity on firm performance. The empirical results indicate that when only discussing whether the downsizing strategies mediate board gender diversity on firm performance, the effect is not significant; after adding CEO duality as a moderator, the positive effects of female directors on firm performance through downsizing strategies appear significantly. However, we also found that women on boards can be leveraged for higher firm performance through their involvement in employment downsizing only if the firm have a CEO non-duality structure. The implication is that if Taiwanese firms want to influence human resource strategy through the participation of women on boards of directors, and thereby achieve higher firm performance, how to strengthen the policy of separating management power and supervisory power in corporate governance to realize the diversification effect is a crucial task.

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