Title page for etd-0621113-192001


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URN etd-0621113-192001
Author Shih tsung
Author's Email Address No Public.
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Department EMBA
Year 2012
Semester 2
Degree Master
Type of Document
Language zh-TW.Big5 Chinese
Title The Enterprise Implemented Balanced Scorecard Before and After Analysis
Date of Defense 2013-07-04
Page Count 79
Keyword
  • strategy maps
  • Balanced scorecard
  • swot model based on grounded theory
  • deming cycle
  • sustainable business value
  • key performance indicators
  • business strategy positioning model
  • Abstract In this study, based on the balanced scorecard, strategy maps, business strategy positioning model, SWOT model, and take from the case company point of view ,basically the case company use the traditional performance measurement, focusing only short-term financial result after that implemented the key performance indicators and balanced scorecard, to extend the performance measures to customers, internal processes, learning and growth surface, such as non-financial information, which together form the four dimensions of the Balanced Scorecard are major architecture and design for operational mechanisms, four dimensions are interaction dependence and support, it can link strategy and action, so that senior management executives to clarify and interpret the vision and strategy, strategic goals through communication and connection and measure key indicators, planning and setting key indicators and correction strategy action plan, and strengthening strategic feedback and learning, the balanced scorecard can efficiently and fast/execute the new strategies ,the use BSC to describe performance measurement management control and policy deployment to achieve corporate organization and management effectiveness and sustainable value to shareholders and to meet customer expectations and service.
    A Case for the empirical study, use grounded theory & Deming Cycle PDCA model to validate the proposed Balanced Scorecard key success factors, Top leaders are determined to lead the transformation of the company, by analyzing over the policy into action programs ,meanwhile the strategy is to use the annual budget as the core integration of organizational resources, the policy implemented in a responsible owner and deploy to the second layer and will become an annual process management to bring organizational effectiveness, and will be helpful for which company implemented Balanced Scorecard and corporate strategy into action programs to enhance the competitive advantage of enterprise performance measurement for Taiwan enterprises
    Advisory Committee
  • Jen-Tsung Huang - chair
  • Lin, Feng-Lee - co-chair
  • Pei-How Huang - advisor
  • Files
  • etd-0621113-192001.pdf
  • Indicate in-campus at 5 year and off-campus access at 99 year.
    Date of Submission 2013-07-22

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