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Over the past century, capitalism has dominated as the socioeconomic system. While profit-centric companies drive global innovation, they often focus on short-term profits, disregarding the broader context. Research suggests that proactive quality improvement, coupled with precise goal setting, enhances corporate performance and aligns strategies within the company. This study explores methods for enhancing goal setting within a medium-sized Swedish firm, offering a blueprint for implementation. The study has a normative approach and utilizes qualitative semi-structured interviews alongside quantitative elements. Insights from interviews underscored the need for enhanced communication, modified goal setting at departmental and individual levels, and clearly defined, measurable KPIs to ensure efforts towards clear objectives. The Balanced Scorecard appears as a valuable tool for translating vision and strategy into actionable objectives and KPIs. The Balanced Scorecard can monitor across financial, customer, process, and learning perspectives, all connected to the organization's vision and strategy. / Under det senaste århundradet har kapitalism dominerat som det socioekonomiska systemet. Även om företag med vinstintresse bidrar till den globala innovationskraften, så fokuserar de ofta på kortsiktiga resultat, i stället för att fokusera på den holistiska bilden, företagets aktiviteter eller systemkomponenterna. Studier visar att implementering av offensiv kvalitetsutveckling med en tydlig måldelning ökar företagsprestanda och hjälper företag förankra målsättningarna med företagets strategi och affärsplan. Fallstudien undersöker därför hur ett svenskt medelstort företag kan förbättra sin måldelning. Dessutom presenteras ett implementeringsförslag till fallstudieobjektet som de kan använda som inspiration för att initiera dialog. Metoden applicerar ett normativt förhållningssätt, vilket innebär att studien är vägledande och datainsamlingsmetoden inriktade sig på kvalitativa semistrukturerade intervjuer, med kvantitativa inslag, med en hög grad av standardisering.  Intervjumaterialet motiverade bland annat att det finns en önskan om förbättrad kommunikation, tydligare och mer anpassade mål på avdelnings- och individnivå, samt bättre definierade och mätbara nyckeltal. Detta för att garantera att hela organisationen arbetar mot gemensamma övergripande mål. Ett verktyg som skulle kunna hjälpa till att bryta ner vision och strategi till målsättningar och nyckeltal är balanserade styrkort. Styrkort utvecklar, visualiserar och tillser nyckeltal i måldelningsprocessen. Balanserade styrkort används för att styra verksamheten genom att mäta prestationer inom fyra olika områden: det finansiella perspektivet, kundperspektivet, processperspektivet och lärandeperspektivet. Dessa perspektiv är sammanlänkade genom att de alla baseras på organisationens vision och strategi.

Yes / Corporations in the 21st play a decisive role in the future of society. Their power and influence in world affairs often seems devoid of ethics and seems to exceed the reach and the means of many nations. As a result, the strategic positions they take towards value creation and ethics affects every individual on the planet. This paper explores strategic routes that organisations could apply to facilitate economic growth while ensuring their ecological integrity and ensuring social enhancement generating benefits to a wider scope of organisational stakeholders. By conducting a critical analysis and clarifying common misconceptions between Corporate Social Responsibility (CSR), Creating Shared Value (CSV) and Sustainability, it is possible to determine how these interrelated strategic approaches have evolved. This article argues the importance of transforming the purpose of organisations to encapsulate stakeholder value creation as the main reason for their existence.

No / This paper seeks to contribute to the existing business strategy and the environment literature by examining the effect of governance structures on environmental performance within a unique context of improving environmental governance, policies, regulations and management. Specifically, we investigate the extent to which corporate board gender diversity, including the proportion, age and level of education of female directors, affect environmental performance of Chinese publicly listed corporations. Using one of the largest Chinese datasets to-date, consisting of a sample of 383 listed A-shares from 2011 to 2015 (i.e., observations of 1,674), our findings are three-fold. First, we find that the proportion and age of female directors have a positive effect on the overall corporate environmental performance. Second, our findings indicate that the proportion and age of female directors also have a positive effect on the three individual environmental performance components, namely environmental (i) strategy, (ii) implementation and (iii) disclosure, respectively. Finally, and by contrast, we do not find any evidence that suggests that the level of education of female directors has any impact on environmental performance, neither the overall environmental performance measure nor its individual components. Our findings have important implication for regulators and policy-makers. Our evidence is robust to controlling for alternative measures, other governance and firm-level control variables, and possible endogeneities. We interpret our findings within a multi-theoretical framework that draws insights from agency, legitimacy, neo-institutional, resource dependence, stakeholder, and tokenism theoretical perspectives.

The following study about the economic performance of the Johannesburg’s small Internet service providers investigates the economic performance of the small Internet providers against the backdrop of regulatory conditions. The study departs from the view point that reports about previous studies have not given particular attention to the economic performance of the small Internet service providers and other impacting factors. The study employed the qualitative research approach with an aim of obtaining deeper understanding and internal view as reiterated by the respondents. The analysis presented follows a guide by Neuman (2006) which departs from the premises of themes or concepts. The results of this study provide a perspective of respondents and the conclusions drawn by the researcher. The study ends by providing suggestions and recommendations for future studies. Suggestions and recommendations provided at the end have been prompted by the results and experiences encountered during the study. / M.A. (Communication Science)

Organisations do not know how to effectively employ information systems to their benefit because business and information system(IS) decisions are not aligned and due to a lack of understanding of the different types of IS decisions. The objectives of the study were stated as follows: • To confirm the existence of a relationship between business and information system decisions. A review of the literature supported the notion that IS decisions need to be aligned with business decisions. • To clarify the link between IS strategy and structural decisions. The study introduced a framework that suggested that to facilitate the link between business and IS decisions the respective strategy components need to be linked and that IS structural components will primarily be determined by IS strategy components. Information systems have become a strategic resource for all organisations and, not only is it perceived a very important competitive factor, but the importance will increase in the years to come. Organisations spend large amounts of money on information "':> systems. There is also the expectation that IS should CQ!ltribute_ to the achieve,£1:enμi, business goals and the overall financial performance of the company. Most senior executives believe that the amount of money invested in information systems and technology cannot be justified based on it's perceived contribution to the achievement of organisational objectives! Considerable effort was made to identify the relevant business strategy, IS strategy, and IS structural components. The business strategy components identified were selected specifically for their competitive focus. The population selected included the top companies in South Africa based on financial performance. The basis for the decision was that successful companies would link business and IS decisions and they would understand the intrinsic differences between IS strategy and structure components. / Business Leadership / D. B. L. (Business Leadership)

Although empirical research has shown that a clearly defined information system (IS) strategy has a positive impact to a firm’s performance and a poorly defined IS strategy has a negative impact to a firms’ performance, firms still develop poorly defined IS strategies. Further compounding the problem, research has revealed that 87% of the business executives believe information systems are a critical enabler to their firms' strategic realization, yet only 33% of business executives involve the Chief Information Officer (CIO) in their firm’s business strategy development. The main goal of this research study is to empirically identify factors which impact development of an IS strategy. This research analyzed the relationship of factors which included organizational mindfulness, CIO and senior management team relationship, and CIO capability to the firm’s level of IS strategy definition. A total of 80 senior leaders completed a web-based survey instrument containing previously validated and refined questions. The questions were answered using a five-point Likert scale. The survey results were analyzed using statistical methods including Pearson’s Correlation, Cronbach’s alpha and linear regression. The statistical results revealed that the factors accounted for 50% of the variance in the level of information system strategy definition. Further, this research study identified five variables which include CIO knowledge of the business, communication ability, informal interaction, trust, and top management support that potentially predict the levels of IS strategy definition. Six variables which include openness, extraversion, political savvy, Top Management Team (TMT) knowledge of IS, formal interaction and reluctance to simplify interpretations were not identified as potential predictors of levels of IS strategy definition. This research study discusses the methodology; data collection and analysis; results of the three research questions and overarching question; and the conclusions, implications, and recommendations. Several future studies are required to provide additional qualitative and quantities findings to better understand the results of this study.

中文摘要 我國銀行業自民國79年推行金融自由化並陸續開放16家新銀行設立後，由於各銀行之產品同質性高，為追求業績成長競相採取價格競爭策略爭取客戶;加上銀行間有不當擴張客戶信用，導致銀行出現利差下降、逾放增加、授信品質惡化、營運績效大不如前的不利現象。銀行如何提供創新或差異化產品或服務以區隔市場，或者如何做好授信風險控管等皆是未來影響銀行營運優劣的重要課題。 銀行業除面臨以上的問題外，由於係屬使用資訊密集之產業，對資訊科技仰賴甚深;尤以Internet興起後，銀行更可藉此提供打破時空限制之線上服務(諸如:網路銀行或電子商務)，更對銀行的經營模式與經營管理產生重大衝擊與影響。在經營環境生態改變以及資訊科技的衝擊下，如何配合企業經營策略擬定合適的資訊策略，建構有利的資訊架構與資訊系統，以導引資訊化的有效發展，進而有助於銀行降低成本、提高營運管理績效、提升服務品質與創造競爭優勢，實是值得研究。 為奠定本研究根基，本研究從銀行業經營面臨挑戰、企業策略與實務運用、資訊科技架構及銀行資訊科技應用、資訊策略等方面進行文獻探討，得到如下資料： 企業策略對企業的經營、競爭等營運績效影響甚鉅。正確的資訊策略將有助於企業策略之達成，故對企業的營運績效同具密切影響力。IT在不同企業會顯示出不同的策略角色，擬定資訊策略者要先了解企業策略，再者要清楚了解IT在組織中的角色，方可適切擬定資訊策略。同時企業要清楚採用何種資訊策略後，方有助企業的營運定位與資源分配，並可避免失敗，進而提升營運績效。 本研究的研究架構係以企業策略、資訊策略、資訊架構、企業實務等四個構面來探討其相互關連性,並導引出資訊策略與其他構面之主從關係，以及不同資訊策略之作法與影響。 而研究方法主要採行文獻探討與個案研究的方式。所選的個案公司，乃因其具有營運的特殊性、時間的洽當性、資訊的客觀性，故而以其研究主體。研究工具，以深入訪談、資料分析為主軸。 對個案公司的研究，先從公司的相關資料的整理著手、次而探討公司制定資訊策略相關構面，最後作綜合分析並提出如下的結論與建議： （一）結論：個案公司具有如下營運與資訊策略議題： 1.營運應考量，如何有效改善目前資訊系統僅作為業務支援性的角色; 同時由現有的資訊影響結構圖可知:其資訊策略、資訊架構及企業策略都僅著眼目前問題的解決；其實應著眼未來的定位、經營方向與策略的確立，以為未來企業發展與資訊發展的依循。 2.資訊策略議題，應注意有效連結企業策略、改變現有支援型資訊策略為策略型資訊策略、不同系統間整合、加強網路化及整合性服務提供、如何改變資訊部門角色與地位等之議題。 （二）建議：個案公司訂定資訊策略應考量如下幾點： 1.掌握資訊化契機 2.執行資訊策略實務工作的建議: (1)作業流程流線化，節省處理時間及成本。 (2)有效整合多方繁雜的現有系統。 (3)將資訊部門角色由過去的系統開發與維護改變成捕獲外在 策略資源、資訊資源分配、資訊管理之推廣與教育訓練等。 (4)建立資訊長之職責與資訊政策。 (5)建立以平衡計分卡為基礎之資訊開發專案管理制度。 關鍵詞 資訊策略、資訊架構、企業策略、企業實務、競爭策略、銀行 / Abstract Since the banking industry in our country implemented financial liberalization in 1990, sixteen new banks have been gradually established. Because the products of each bank are very similar, the banks compete with pricing strategies in order to seek for business growth and gain clients. In addition, some banks improperly expand client credit, leading to unfavorable results such as: dropping the profit spread of banks, increasing the amount of overdue loans, worsening of credit quality and declining performance. Several important issues need to be considered which can influence the success of the bank's operation in the future. Firstly, how can the innovation or differentiation of products or services to segment market be achieved; and how can better credit risk control be achieved? In addition to facing the problems mentioned above, the banking industry is one that mainly relies on information technology. Especially, since the introduction of Internet banking, banks can provide online services to break through space and time limitations via Internet banking or electronic commerce. These new creations have had a great impact upon the business model and operating management. Under the impact of information technology and the change of operating environment, several points need to be investigated: 1. How to set up a suitable information strategy to match the business strategy for enterprises? 2. How to establish favorable information framework and system to induce efficient development of information? in order to reduce costs for banks, to increase operation management performance and to improve the quality of service and to create competitive advantage. In order to establish foundation of this research, this research searched literature review from the operational challenges facing the banking industry, the need for practical application, business strategies, IT framework and application, resulting in the collection of the following data: 1. Business strategy largely influences the performance of operation and competition. 2. Correct information strategy will be helpful in achieving business strategy so as to influence operating performance. Information technology will demonstrate different strategic roles in different businesses. The planner of information strategies should understand business strategy and further clearly understand the role of information technology within the organization so that the suitable information strategy can be planned and implemented. In the meantime, businesses need to understand which information strategies should be applied in order to help the positioning of business operation and resource allocation not only to avoid failure but also to increase operating performance. The structure of this research is based on business strategy, information strategy, and information framework and business practice. There are four components whose interrelationships need to be discussed and which induce subordinate and lesser relationships between information strategy and the other components, and the application and impact of different information strategies. Research method mainly utilizes literature review and case studies. Selected case study companies were chosen for their operation characteristics and suitability of timing and objectiveness of information. Study tool mainly uses extensive interview and data analysis as the main focus. The starting point for researching the case study company was the arrangement of relevant data of this company. The next step was to study the company's setup of related components of information strategy. Finally, a summary analysis was made and the proposed conclusions and suggestions are as follows: A. A case study company has the following operation and information strategy issues: 1. With regards to operations, it should be considered how to effectively improve the current information system only as a supporting role. In the meantime, from the structure graph of the current influence of information, it is understood that information strategy, information framework and business strategy all emphasize upon solving current problems. Actually, it should focus on how to position future business direction and strategy establishment for the guidance of future business development and information development. 2. Information strategy issue should include effective linking with business strategy, changing the currently supporting information strategy into strategic information strategy, integrating different systems, strengthening network formalization and providing integrated services and changing the role and position of the information department. B. Suggestions: The case study company wishing to set up information strategy should consider the following: 1. Take the opportunity of information transformation. 2. Suggestion of information strategy implementation into practice: a) Streamlining of operation workflow to save cost and time of processing b) Effectively integrating many currently used complicated systems c) Changing information department from the previous functions of system development and maintenance into capturing strategic resources, allocating information resources, promoting information management and educational training d) Establishing the responsibility of the CIO of information and policies of information e) Establishing information development project management system based on Balanced Score Card Keywords: Information strategy; information framework; business strategy; business practice; competition strategy; bank

投資人在投資決策之過程中，所分析之資料可分為財務性與非財務性資訊兩大類，然而受限於傳統財務資料格式之不一致，可能需花費額外之財力與物力來處理，甚至浪費精力於資料的重新輸入。另一方面，非財務資訊在投資決策過程中日益重要，但其龐大的資訊揭露量卻往往徒增投資人閱讀與搜尋上之不便，甚至降低了可閱讀性。 有鑑於上述兩大投資分析不便之處，本研究運用文字探勘(Text mining)技術，嘗試處理股東會年報中與企業策略相關之非財務性資訊，以協助閱讀者有效率地分析、整理這些半結構化，甚至是非結構化文字資訊。另一方面，本研究利用可延伸企業報導語言(eXtensible Business Reporting Language, XBRL)不受軟體平台限制，可於網路上自由下載流通等特性，作為財務資訊之資料來源，同時建立一種新的分析模式，透過連結機制之設計以連接非財務性與財務性資訊，並運用ROMC系統分析法與雛型系統設計法完成本企業策略分析決策支援系統，希冀能協助投資人能於短時間內瞭解並印證標的公司之產業發展與競爭策略，提升決策品質。 / There are two main data types in investment decision process: financial and non-financial. Because the inconsistent of data type in traditional financial data, investors may have more additional costs to solve this problem. In addition, non-financial data become more and more important in investment decision process, but huge amount of non-financial disclosure may reduce the readability and increase the difficulty of searching. To solve the above problems, we try to use text mining technology to handle the semi-structured or unstructured non-financial data related to business strategies in the annual reports of public companies effectively and efficiently. In addition, we use XBRL (eXtensible Business Reporting Language) to be our financial data resources because of its interoperability and re-usability. We also develop a new analytic method to link financial and non-financial data together. Finally, we use two system methodologies: R.O.M.C. and prototyping to design and build our business strategy analysis decision support system in order to help investors understand and prove strategies in companies, and improve the decision quality which they make.

土木技師公會係依政府法令規定而由具有執業土木技師資格者為會員組成之社團法人組織，兼具業務服務與非營利組織雙重的特質。由於執業權受環境的影響，土木技師公會自成立以來即不斷與政府法令抗爭，目前收入最大宗的現況鑑定業務，也面臨了激烈的競爭環境。 本論文採Aaker策略市場管理模式，綜合Glueck提出之策略規劃架構，以個案研究方式，選擇台北市土木技師公會作為研究對象，探討個案公會目前面臨問題及可採行之經營策略，獲得結論如下： 1. 土木技師公會現況鑑定業務經營之關鍵成功因素為良好的人脈關係、良好的工作品質、良好的社會形象及良好的價格優勢。 2. 因環境改變，個案公會面臨現況鑑定業務的減少。 3. 外在環境仍讓個案公會會員之執業權受限。 4. 宜要求政府立法成立一專責機構負責推動全國土木建設事宜。 5. 個案公會業務宜採穩定策略，保障執業權宜採擴張策略。 文最後對個案公會可採行策略方案提出建議，另外對土木技師公會面臨問題、政府作法及後續研究方向也提出建議，以供後續研究者參考。