本研究主要目的，在研究商業模式與經營績效之關係，屬於探索性之研究。 本研究以台灣上市電子公司為主要研究樣本，定義為六大商業模式，並透過理論演繹、統計歸納及例證分析，以找出下列三問題之答案：台灣上市電子公司商業模式之分配比例、商業模式類型與經營績效之關聯性及以國內外個案實例驗證商業模式對企業經營績效之影響。 本研究結論顯示：利基創新型的商業模式在過去五年來雖非營收成長動能最高者，但在利潤的成長動能卻為各型商業模式之冠，而透過例證的分析，證明利基創新型的商業模式定位為專注、利基的策略，可避開與強敵（國際大公司）的不利競爭，作雄霸一方之小巨人，並兼顧低成本與高品質，較其他商業模式通常僅能在價格與品質間被迫作二選一的決擇為佳。另因台灣特殊的地理環境及社會背景，使採用此一商業模式能發揮的成效，較他國為大，所以此型商業模式也為國內如宏碁、友訊等仿效，均展現出不錯的成果，為台灣電子廠商較適合發展的商業模式。 The research objective of this exploratory study is to investigate the relationship between business models and management performances. The sample of studied companies is the stock listed companies in Taiwan. The samples are defined as six business models. The study, through the research method of deduction argument, statistic induction and case study, is to answer the following three questions: (1) the distribution pattern of the business model, (2) the relationship between types of business model and management performances, and (3) the hypothesis in relation to the impact of business model, upheld by the case studies, on the management performance. The research result shows that the niche and innovation business model’s performance is not the best in the past five years but profit growth rate is at the top of all types of business models. Meanwhile, the case studies prove that the niche and innovation model is positioned on focus and niche strategy by which the company can turn away the adverse competition from powerful competitors (like international big companies). The niche and innovation business model concentrates on both low cost and high quality is usually better than those models focus only on either pricing or quality. In addition, with Taiwan’s special geographic location and social background, the niche and innovation business model works more effectively in Taiwan than in other countries. Companies, such as Acer and D-Link, imitate this business model to achieve good operating outcomes. The niche and innovation business model is fit to the need of Taiwan’s electronic companies. The result suggests that the companies’ owners can set up the niche and innovation business model as an operating alternative when facing the turning point to compete for survival.