The main idea of strategy map is to compensate for the exceedingly static balance scorecard and to have the four frameworks more logically arranged. Strategic action is a dynamic system existing in the four frameworks of balance scorecard. Policymakers tend to pay too much attention to the variations of the short-time measurements than the long-term structural effect of system. Through time delay and the effect of negative feedback loops, strategic actions may cause the change of loops, leading to some side effects or counterintuition. As a result, managers may fail to correctly analyze situations and make appropriate decisions, have a complete strategic planning, and have the strategic goal expectably achieved. Public Television Service is a nonprofit corporation with properties of wireless television corporation and nonprofit organization simultaneously. Based on article 2 of the law of PTS, governmental donations of foundations for which a budget is prepared in accordance with this Law shall be reduced by ten percent each year until the third fiscal year; according to article 41, the station may not broadcast business commercials¡K This clause brings about an innate problem that it prevents PTS from raising money by dealing with commercial pursuits. With governmental donations barely increased, improving funds-raising ability has become an important object of PTS. With limited financial resource, PTS requires a dynamic managerial tool to keep its balance between the object of public welfare and the budget. The purpose of this article is to discuss the dynamic relations among strategic themes, actions and measurements on the strategy map of PTS, and to map the management system by qualitative and quantitative system dynamics. According to the result of secondary data analysis and the interviews, this research constitutes the strategy map of PTS based on strategic themes of four frameworks, modeling each sub-system. After testing, basic simulating and policy simulating, we can then explore the interaction among all sub-systems. Based on the theory of improving the dynamic alignment of balance scorecard strategy in system dynamics, this research models the system of PTS by intuitional and systematically-thinking methods separately. The results shows: 1. In the systems constructed by BSC and strategy map, dynamic relations exist in each component. Strategies may turn out to be counter-intuitional owing to time delay, and the effects of positive and negative loops. 2. Policy laboratory made by system dynamics can be used to simulate the policies. Leading and lag index of BSC also have dynamic properties. Therefore, when setting strategy goals or KPI, managers have to consider the influence caused by loops and time delay. In addition, the outcome of policy and case simulation reveals: 1. If the quality of TV programs does not progress in company with its service, the system will fall into the crisis of growth limit. 2. Improving service quality one-sidedly may lead to an effect disappointing or being detected after a long time because of time delay. 3. When executing the strategy to improve the quality of TV programs (to increase the budget of TV programs), PTS should manage to raise service capacity and satisfaction to reduce the force of negative feedback loops and maintain the policy effect.

Problem Deciding where to spend the information system investment budget with respect to strategic priorities is important for companies, but it is far from every company that does it. There is no consesus in the literature on how information system investment decisions should be assessed. This case study is conducted on Alpha AB. The company consists of several departments that each require different kind of information to support, improve and facilitate their area of operation. They are in the process of deciding where to spend their investment budgets. Purpose The Purpose of this thesis is to identify the processes that will be improved by a new information system and display how it affects the overall goal of Alpha AB, using the strategy map and the balanced scorecard. This will enable decision makers to make better decisions regarding information system investments. Theoretical Framework In order to fulfill the purpose have a review of how information systems improve companies been done, furthermore have investment issues been discussed. In order to display the effects of the intended investment will the strategy map be used, the balanced scorecard will be introduced for performance measurement. Empirical Findings The empirical findings are collected from four high level employees at Alpha AB. Through unstructured and semi-structured interviews have information about the company, its goals, customers, the internal processes and their hopes for the new information system been collected. Analysis The empirical findings have been compiled on the strategy map with the intension to show the causal relationship that the intended investment will have on the company. In order to quantify the targets on which the investment is supposed to cause its effects, have the empirical findings also been compiled on to a balanced scorecard Conclusion The strategy map and the balanced scorecard display the intended effects that the investment causes. The decision makers at Alpha AB can with a holistic view follow the causal relationship from the expectations of the investment and see  which of them will be a priority to invest in.

Strategy Maps and Balance Scorecard are linear thinking which can not express what kind of the feedback strategy, it is difficult to analysis and answer the problems from the events delay too. Through the Balanced Scorecard¡¦s four dimensions, strategy maps make many of performance activities. The boss or manager can understand the enterprise strategy execution result simply. This study concentrate on a securities corporation, use Strategy Map and Balanced Scorecard view the destinations of the business, give them into Key Performance Index as possible destinations. Then use System Dynamics to built the relationship between different element, use simulation to experiment the model, wish for find the decisive element which will be answer to the securities corporation.The conclusions of this study are presented as follows: System dynamics establish the model that will be able to find the relationship among the element. System dynamics model will aid enterprise to find their lead index in the enterprise, and will be able to find antintuition event. By planning, vision, Balanced Scorecard and Strategy Map will aid enterprise create much workable goals.

ABSTRACT With Balance Score Card and Strategy Map is it construct organization, linking and constructing to the financial affairs finally, its structure is causality that each perspectives with straightforward thinking . However, the operation of organizing is a system with complicated trends , have characteristic of non-linear , causal feedback , time delay between all strategy goal, use the method of System Dynamic, contribute to distinguishing the causal feedback of the complicated system, combine it with BSC, very auxiliary BSC foundation of causality under index, this has contribution to the using effectively of BSC very much, namely systematic dynamics is a handy tool that auxiliary enterprises drafted and carried out the strategy. Purpose that this paper studies: (a)Use the system dynamics method, the Strategy Map of learning and growth perspective key element the characteristic of nonlinearity , time delay in simulation, find out the staff and does not admit that learning and growth perspective the reason why the strategy carry out the activity , offer a policymaker to consult . (b)Inspecting the strategy map, the ones that probe into learning and growth perspective the strategy and internal business process are linked with the merger situation, do the basis of the strategy in order to revise and improve learning and growth. (c)Negative feedback loop produced with the dynamics method experiment simulation system operation of the system, offer a whole system to a administrator to think , make the right and best decision . Through the system dynamics method experiment simulation result: (a)By the question that negative feedback loop produces, forced learning and growth the strategy of perspectives , it is limited to benefit what has been organized the performance, strengthen learning and growth the way where the strategy of perspectives do not solve the system problem . (b)The strategy map of construction organized, but by using the system dynamics method, in imitating the course of the dynamic mechanism of the strategy map , give consideration to the strategy map other perspectives close linking (alignment ) and combining (integration ) wholly, reduce wrong decision, avoid wasting and organize resources to consume manpower time emptily. (c)Learning and growth strategy should carry out by department determine with perspective execution track casing that performance link closely while being other independently each to learn , prevent the staff at the basic level from regarding learning and growth the execution activity that perspective as surplusly, become a mere formality.

The franchising business in Taiwan has become a war zone during past few years. Many international brands invaded this market with great capital, know-now, training and strong management. These competitions had brought a heavy challenge to the existing franchising business in Taiwan. Many of the original franchising business believe by expanding their location rapidly, it will help them maintain their profit and market share, even keep these competitions at bay. However, many of these franchising are lack of proper evaluation system to help them analysis expanding strategy, instead only relaying on the leader instinct and rough figures from past to make these decisions. Little did these business understand rapid expanding bring series of dynamic disadvantages which will only slowly merge in the future and can not be foreseen by traditional strategy thinking. Therefore this study focus on the dynamic approach to franchising business, using Balanced Scorecard and Strategy Map to over view the goals of the business, extend them into Key Performance Index as feasible goals. Finally defined their boundaries and using System Dynamics approach to create a model, construct the casual relation between different elements, using simulation on scenarios to test these models, hoping to find the critical elements which will be key success to franchising business. This study has the following conclusions: All business starts with a goal, but these goals are hard to define, using a series of Balanced Scorecard and Strategy Map will help business create much feasible targets.Using system dynamics model business will be able to look for anti intuition result which usually interference with best decision making.Using system dynamics model to simulate the scenarios will help business to find their leading index element in the business.Using system dynamics model to simulate the scenarios will help business to find the causal relationship between the key elements.

In recent years, information are digitalized with anything, beside internet, local cable companies are trying to upgrade their existing cables to provide many digital services to give their customers other than watching television. The boundary between traditional Internet Service Provider and local cable company slowly diminished. However, this new market require a huge investment with complex government regulation and face of many new competitors. Therefore it is believe a strong strategy tool will come in handy to help the existing company make better business judgments. This study will intend to use Strategy Map, Balanced Score Card to simulate a dynamic review upon this market of digitalized television market, together will create a system dynamic model capable of evaluate many decisions the company will be making in the future. 1. The decision of this business is often under limited resource in different stages, therefore different strategy will be carefully apply to give their best outcome, this model will tend to analysis these situation and come up with best result. 2. Under government¡¦s new digital television regulation, pay per view policy start to merged and been accepted by the consumers. This model will show how this new trend of consumer habit tend to effect the company¡¦s market decision. The study shows that: 1. Digital competition comes with many hidden factors, a robust entry to this market will result a failure on other segment which fail to follow up, this will eventually brings a chain reaction of total devastating outcome. 2. Human capital is another key factor of this subject, most scenario suggest company will be better taking this matter outside the film by using outsourcing. 3. The whole digitalized network require huge amount of capital, a shortage of capital pool forms a ¡§V¡¨ shape in the time curve, resulting a slowly drop of effeteness, this is adjustable by the different type of strategy company use in this matter. 4. Consumer¡¦s extra spending is the key income to the market, Company will need to provide better service to increase the amount of money customers willing to spend to the television service. 5. The model shows a ¡§pay per view¡¨ system will generate less income in the beginning, but better consumer satisfaction in the long run. Once the consumers are believed in the service, they will willing to try out and spend on other service.

In the era of knowledge-based economy, the competition models in information service and telecom industries have been affected by rivals across the countries, evolutions of cutting-edge technologies and new business models. The competition advantages of traditional cross-industry large firms depend on the capability of vertical or horizontal integrations. The joint operational movements have become one of the core competences of enterprise. The large firm which has several strategic business units (SBUs) often faces complications of beneficial conflicts between its SBUs. In addition, cooperative achievement which should be produced by deploying balanced scorecard (BSC) could be affected due to poor communication and evaluation between headquarter (HQ) and the SBUs. By choosing the C telecom company as a case study, this thesis explores how BSC and strategy map which are deployed inside this company affect HQ and SBUs in operational aspect. By interviewing the senior managers from HQ and SBUs of the C telecom company, we can actually access the status of implementing BSC and the synergies between HQ and SBUs in this firm. Moreover, with Goold & Campbell (1998) as the theory basis, we analyze how BSC affects synergies by reviewing the signs of six synergy types. We found in this thesis that BSC in the C telecom company apparently have created significant effects in three synergy types, such as ¡§shared know-how¡¨, ¡§shared tangible resources¡¨ and ¡§combined business creation¡¨. However, only partial or none of effects have appeared in other synergy types, including ¡§coordinated strategies¡¨, ¡§vertical integration¡¨ and ¡§combined business creation¡¨. In order to produce more significant effects of synergies, we provide the following suggestions to C telecom company while functioning BSC. 1. Reinforce the integration of Key Performance Indicators (KPIs). 2. Maintain the autonomy of SBUs. 3. Enhance the coordination and intervention competences of HQ. 4. Organize the Office of Strategy Management (OSM).

Balanced scorecard is a management system, which can be used for implementing organized strategy. Balanced scorecard, originated in America in 1990, emphasizes four-dimension performance appraising should be measured by strategy and be linked to business compensation and reward system. Likewise, Balanced scorecard is not only a performance measurement system, but also a management system linking with the strategy planning and reward system. This research is positioned as a case study focusing on one stock-published company in Security Industry and trying to analyze industry environment. In this research, Balanced scorecard can be considered as strategy-base carrying out BSC model by interview and case study . The purposes are listed as below: 1. Using Balanced Scorecard system in Security Industry company 2. Planning Key Performance Index in Security Industry company. 3. Discussing the necessity for Security Industry and suggest future direction for case company and researchers.

Based on the theory of improving the dynamic alignment of balance scorecard strategy in system dynamics, to discuss the dynamic relations among strategic themes, actions and measurements on the strategy map of case, and Using system dynamics model to simulate the scenarios, which usually interference with best decision making. may offer decision-makers more information to take their business actions. This research discovers mainly as: Inspect between the element and the element is linked together the causes and effects back coupling relations in the system, and originally strategy design again by Systems Thinking. The dynamic BSC would be a strategic assessment tools to support managers to make decisions in a large and complicated organization. Through time delay and the effect of negative feedback loops, strategic actions may cause the change of loops, leading to some side effects. As a result, managers may fail to correctly analyze situations and make appropriate decisions, have a complete strategic planning, and have the strategic goal expectably achieved. Policymakers tend to pay too much attention to the variations of the short-time measurements than the long-term structural effect of system. When setting KPI, managers have to consider the influence caused by loops and time delay.

This thesis deals with designing systém Balanced Scorecard for the company. In the theoretical part is explained in detail system Balanced Scorecard with some of his analyzes. The practical part of the thesis on the base of these findings demonstrates the explanatory power of non-accounting information within the concept of Balanced Scorecard in a company.