Return to search

A Study on Synergies of Balanced Scorecard Applied Between Corporate Headquarter and Strategic Business Units --- with C Telecom Company as an Example

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).

Identiferoai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0826108-022329
Date26 August 2008
CreatorsLin, I-Sheng
ContributorsMing-rea Kao, Tsuang Kuo, Pei-how Huang
PublisherNSYSU
Source SetsNSYSU Electronic Thesis and Dissertation Archive
LanguageCholon
Detected LanguageEnglish
Typetext
Formatapplication/pdf
Sourcehttp://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0826108-022329
Rightsoff_campus_withheld, Copyright information available at source archive

Page generated in 0.0016 seconds