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系統識別號 U0026-0812200914051969
論文名稱(中文) 化平衡計分卡為行動 - 引台達電子為例
論文名稱(英文) Translating the Balance Scorecard into Action - Use the Application Case in Delta Electronics Incorporation
校院名稱 成功大學
系所名稱(中) 國際經營管理研究所碩士在職專班
系所名稱(英) Institute of International Management (IIMBA--Master)(on the job class)
學年度 96
學期 1
出版年 97
研究生(中文) 賴智君
研究生(英文) Chih-jun Lai
學號 ra792103
學位類別 碩士
語文別 英文
論文頁數 140頁
口試委員 召集委員-吳清在
口試委員-吳萬益
口試委員-陳正忠
指導教授-潘浙楠
中文關鍵字 平衡計分卡  台達電子 
英文關鍵字 Likert Scale  i-BEAT  Non-parametric Test Method  Balanced Scorecard (BSC) 
學科別分類
中文摘要 本文目的是去探究平衡計分卡與台達電子 i-BEAT方案中的相關性及實施前後的結果與成效分析, 將來以供其他業界公司的參考或指標.
英文摘要 The purpose of this study is to explore the relationship between Balanced Scorecard (BSC) and Delta’s “i-BEAT” Program, and to examine their common success factors. This study will also point out critical issues for implementing a BSC program. Three common non-parametric methods are used to conduct the survey questionnaire survey. They include the Likert Scale and open questions. Having experience and knowledge in implementing both BSC and Delta’s “i-BEAT” Program, thirty well-known management employees at Delta were selected to participate in this survey.
The data analysis results suggests that the implementation experience of Delta’s “i-BEAT” Program will help to launch BSC in other companies. On the other hand, the results indicate that the number of years taken to implement the “i-BEAT” Program has no significant impact on launching a BSC. Moreover, the successful implementation of Delta’s “i-BEAT” Program may serve as a useful reference and Standard Operating Procedure (SOP) for creating an effective BSC action plan in other companies.
論文目次 ACKNOWLEDGEMENTS I
ABSTRACT II
TABLE OF CONTENTS III
LIST OF TABLES VI
LIST OF FIGURES VIII
CHAPTER ONE INTRODUCTION 1
1.1 Research Background 1
1.2 Research Motivations 2
1.3 Research Objectives 3
1.4 Research Procedure 4
1.5 Research Structure 5
CHAPTER TWO LITERATURE REVIEW 7
2.1 The Balanced Scorecard (BSC) 7
2.1.1 What is The Balanced Scorecard (BSC). 7
2.1.2 Financial Perspective 8
2.1.3 Customer Perspective 10
2.1.4 Internal-Business-Process Perspective 12
2.1.5 Growth and Learning Perspective 13
2.1.6 Interrelationships among the BSC’s Four Perspectives 16
2.2 The Strategy-Focused Organization in BSC Application 18
2.2.1 Conceptual Structure Introduction 18
2.2.2 A Summary of Successful Cases in BSC Application 19
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 23
3.1 The Relationship of Balanced Scorecard and Delta’s i-BEAT Program 23
3.2 The Research Framework 23
3.2.1 The Framework of This Research 27
3.3 Establishment of Performance Measures 27
3.4 Questionnaire Design and Sampling Method 28
3.5 Data Analysis Methods 30
3.5.1 Summary of Descriptive Statistics Method 30
3.5.2 Likert Technique and Non-parametric Method 30
3.6 Data Analysis Procedures 33
CHAPTER FOUR INTRODUCTION OF DELTA ELECTRONICS INCORPORATION 34
4.1 Overview of Delta Group 34
4.1.1 Their Corporate Culture 35
4.1.2 The Organization and Structure of Delta Group 36
4.1.3 Delta’s Worldwide Revenue and Performance 39
4.1.4 Delta’s Strategy Development and Other Management System 40
4.1.5 The Delta’s Milestones 43
4.2 Strategies and Goals of Business Units and Groups 45
4.3 Introduction of the “i-BEAT” Program 48
4.3.1 Background of the “i-BEAT” Program in Delta Electronics Inc. 48
4.3.2 Implementation of i-BEAT 52
4.4 Strategic Goals and the “i-BEAT” Program Implementation 56
4.4.1 The Propaganda Stage (2001.6 ~ 2001.12) 56
4.4.2 The 1st Trial Stage (2002.01 ~ 2002.12)& 2nd Trial Stage (2003.01 ~ 2003.12) 57
4.4.3 The Real Implementation Stage (2004.01 ~ till now) 57
4.4.4 Self-assessment and Review of the “i-BEAT” Program’s Implementation 57
CHAPTER FIVE DATA AND RESULT ANALYSIS 59
5.1 Data Analysis and Questionnairres 59
5.1.1 The Respondents’ Background and Descriptive Analysis of Section I 59
5.1.2 The Data Analysis and Results for Section II 61
5.1.3 The Data Analysis and Result for Section III 82
5.2 Data Analysis Results from the Open Questions 94
CHAPTER SIX CONCLUSIONS AND SUGGESTIONS 98
6.1 Research Conclusions 98
6.2 Research Contributions 100
6.3 Research Restrictions 101
6.4 Research Suggestions 101
REFERENCES 103
APPENDIX I 106
APPENDIX II. 108
APPENDIX III 112
APPENDIX V 120
APPENDIX VI 132
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