目前平衡計分卡為公認最具效力之管理工具，近年來在國內亦開始受到企業界之注意。本研究以國內一被動元件製造商做為研究對象，利用個案研究之方式，探討平衡計分卡制度導入初期之過程。
本研究將導入過程分為「導入前評估」、「實施計畫及進度規劃」、「策略形成」、「策略圖架構」、「衡量指標設計」、「行動方案規劃」等六大部分，再加上「推行過程所面臨之問題及解決之道」。簡而言之，本研究顯示企業如何利用平衡計分卡，有效整合其策略管理及績效評估系統，此研究結果俾作為個案公司及後續企業採用平衡計分卡時之參考。 / In recent years, balanced scorecard has become the most powerful management system. This thesis conducts a case study of an EMI components designer and manufacturer implementing the balanced scorecard.
The steps of implementing the balanced scorecard include analyzing demand, planning project, forming strategy, instituting strategy map, designing KPI, and scheduling actions. Furthermore, the problems and difficulties encountered and suggestions related are proposed in this thesis as well. Shortly, it demonstrates how an organization can use balanced scorecard to integrate its strategic management and performance measurement system efficiently. The results and findings of this case study may be as the references to other companies for adopting the balanced scorecard.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0095932411 |
| Creators | 羅鵬程, Lo, Peng Chen |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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