自1992年Kaplan與Norton開始提倡平衡計分卡（Balanced scorecard, BSC）以來，學術與實務上對於平衡計分卡之重視與日俱增，其主要功能從解決績效衡量問題轉變成執行策略之最佳工具；時至今日，平衡計分卡已成為一套協助組織溝統與整合、著重策略管理與執行的系統。平衡計分卡制度的創新，使其成為學術界積極探討的議題。然綜觀國內外相關文獻後，本研究發現有關平衡計分卡之溝通系統與組織文化變革間之關係僅止於觀念性的敘述與推導，故本研究欲採行質性與實證兩種方式，雙管齊下地探討平衡計分卡之策略溝通功能對於組織文化之影響。
本研究以國內一推行平衡計分卡之特用化學公司為研究對象，在初步了解個案公司實行平衡計分卡之情況後，即對個案公司成員進行問卷施測；並於2007年1月間，前往個案公司位於中國上海與東莞地區之事業處進行實地訪談與觀察，以深入了解個案公司利用平衡計分卡溝通策略之情形，對於員工之策略認知與平衡計分卡主要內容認知之影響，以及推行平衡計分卡後，組織文化轉變之實況，藉以豐富國內相關研究，並作為個案公司及後續企業推行平衡計分卡時之參考與評估依據。 / More and more people have placed importance on the balanced scorecard（BSC） academically and practically since Kaplan and Norton advocated it in 1992. The major function of BSC changed from the answer of performance measurement before to the tool of strategic implement now. At present, BSC has been a system that combine communication and integration of an organization and management and implement of organization’s strategy. Since previous researches on communication system, organization culture, and their relationship about BSC emphasize only the construction and concept, this study adopted qualitative and quantitative researches simultaneously to investigate the effect between the strategy communication device of BSC and the organization culture.
This study conducts a chemical company for case study. The study use the method of qualitative, such as observation and interview to understand the implement process of BSC. Also, the study use questionnaires to investigate whether the employees understand the strategy according to BSC, and the comprehension on BSC how to affect the change of organization culture. The results of this study may be considered by the companies adopting or preparing adopting BSC.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0094353031 |
| Creators | 謝旻欣, Hsieh, Min Hsin |
| 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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