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題名 平衡計分卡對員工認知及行為之影響-以服務部門(SSU)為探討對象
作者 萬柏洲
貢獻者 吳安妮
萬柏洲
關鍵詞 平衡計分卡
服務部門
員工認知與行為
the balanced scorecard
the service department
the effects of employees’cognition and behavior
日期 2007
上傳時間 11-Sep-2009 17:28:47 (UTC+8)
摘要 平衡計分卡目前已成功的推行於各類型的組織中,且亦有越來越多組織透過將平衡計分卡進一步推展至共用服務單位的方式,讓總公司、各策略性事業單位及共用服務單位能有效的加以整合,進而將全組織的資源聚焦於策略執行上。
      本研究之主要目的是希望探討當組織服務部門於推行平衡計分卡後,對其員工的認知與行為可能產生影響,並基於個案公司兩種不同類型的服務部門特色,希望進一步探討不同類型(即有無產生外部收入)之服務部門,在推行平衡計分卡後,對其員工認知與行為的影響是否會產生差異。
      本研究實證結果發現:個案公司的服務部門員工普遍皆能認知到平衡計分卡對其自身所帶來的影響與改變,但目前仍尚未將其對平衡計分卡的認知轉化為具體的行動。此外,本研究亦發現有產生外部收入之服務部門,在推行平衡計分卡後,對其員工的認知與行為的影響程度會較未產生外部收入的服務部門更深。
The balanced scorecard has been implemented successfully in all types of organizations. In order to integrate the corporate headquarters, strategic business units (SBUs) and shared service units (SSUs) effectively and therefore focus all resources on implementing companies’strategies, more and more organizations apply balanced scorecard to their shared service units.
      The main purpose of this study is to discuss the possible effects on employees’cognition and behavior after organizations’service departments put balanced scorecard into practice. Furthermore, based on the case company which have applied balanced scorecard to their two different featured service apartments, further study will discuss whether there are differences on employees’ cognition and behavior between departments with/without external revenues.
      The study shows that most employees in the case company’s service departments can sense the influences and changes toward themselves after the departments applying balanced scorecard, yet they still have not transferred cognition into concrete behavior. In addition, the study also finds out the employees of the service department with external revenues have deeper influences on their cognition and behavior than those in the non-external revenue service departments.
參考文獻 中文部分
吳安妮,2003,平衡計分卡之精髓、範疇及整合(上),會計研究月刊,第211期(6月):45-54。
______,2003,平衡計分卡之精髓、範疇及整合(下),會計研究月刊,第212期(7月):78-93。
吳安妮與劉俊儒,2001,員工面、內部營運面及顧客面對財務績效影響之實證研究,台灣管理學刊,第1卷第1期(8月):125-150。
吳佩霙,2004,推行平衡計分卡對組織、員工及績效影響之研究-以某個案公司為例,國立政治大學會計學系碩士論文。
林雅婷,2006,實施平衡計分卡對員工認知評價與組織績效影響,國立政治大學會計學系碩士論文。
周齊武、Haddad、吳安妮與施能錠,2001,探索實施平衡計分卡可能遭遇之問題,會計研究月刊,第183期(2月):63-74。
周齊武、Haddad、吳安妮與李惠娟,2002,平衡計分卡於服務部門之應用-以資訊部門為例(三),會計研究月刊,第194期(1月):85-90。
丁淑華,2000,民營化變革認知與離職意願關係之研究-以中華電信員工為例,國立中山大學人力資源管理研究所碩士論文。
杜新偉,1999,組織變革中員工反應態度的調查研究-以中華電信公司民營化為例,國立中山大學人力資源管理研究所碩士論文。
林東清與羅世輝,1994,使用者抗拒資訊系統的多層模式研究,管理學報,第11卷第2期:183-205。
劉世南與許友耕,2001,組織變革歷程干預行動與員工反應改變之縱貫研究,「生活社會新視界理論與實踐的對話」學術研討會。
李蔚局,2007,台灣原廠汽車維修產業研究與事業經營策略分析,國立中央大學管理學院高階主管企管碩士班碩士論文。
于泳泓,2002,平衡計分卡導入與企業變革管理,會計研究月刊,第200期(7月):126-136。
龍芳,2005,影響平衡計分卡運作評價之相關因素研究-以台北某醫學中心為例,台北醫學大學醫務管理學研究所碩士論文。
英文部分
Butler, A., S. R. Letza, and B. Neale. 1997. Linking the balanced scorecard to strategy. Long Range Planning (April): 242-253.
Chow, C. W., K. M. Haddad, and J. E. Williamson. 1997. Applying the balanced scorecard to small companies. Management Accounting (August): 21-27.
Clinton, D. B., and C. H. Ko. 1997. JIT and the balanced scorecard: Linking manufacturing control to the management control. Management Accounting (September): 18-24.
Epstein, M. J., and J. F. Manzoni. 1997. Translating strategy into action. Management Accounting (August): 28-36.
Epstein, M. J., and P. S. Wisner. 2001. Using a balanced scorecard to implement sustainability. Environmental Quality Management 11: 1-10.
Eccles, R. G., and N. Nohria. 1992. Beyond the hype-rediscovering the essence of management. Boston, MA: Harvard Business School Press.
Inamdar, N., R. S. Kaplan, and K. Reynolds. 2002. Applying the balanced scorecard in healthcare provider organizations. Journal of Healthcare Management 47 (May): 179-195.
Kaplan, R. S. 1988. The importance of field research. Management Accounting (April): 26.
Kaplan, R. S., and D. P. Norton. 1992. The balanced scorecard-measures the drive performance. Harvard Business Review 70: 71-79.
________, and ________.1996. The Balanced Scorecard: Translating strategy into action. Boston, MA: Harvard Business School Press.
________, and ________. 2001. The Strategy-Focused Organization. Boston, MA: Harvard Business School Press.
________, and ________. 2003. Strategy Maps: Converting intangible assets into tangible outcomes. Boston, MA: Harvard Business School Press.
________, and ________. 2006. Alignment: Using the balanced scorecard to create corporate synergies. Boston, MA: Harvard Business School Press.
Kotter, J. P., and L. A. Schlesinger. 1979. Choosing strategies for change. Harvard Business Review 57: 106-114.
Kerr, D. 2003. Accountability by numbers-how the Lone Star State,s auditor introduced a balanced scorecard management system. Journal of Accountancy 195(June): 61.
McGowan, S. A. 1998. Perceived benefits of ABCM implementation. Accounting horizons 12(March): 30-51.
Martinsons, M., R. Davison, and D. Tse. 1999. The balanced scorecard: A foundation for the strategic management of information systems. Decision Support Systems 25: 71-88.
Malina, M. A., and F. H. Selto. 2001. Communicating and controlling strategy: an empirical study of the effectiveness of the balanced scorecard. Journal of Management Accounting Research 13: 47-90.
Niven, R. P. 2002. Balanced scorecard step by step: Maximizing performance and maintaining results. New York, NY: John Wiley & Sons.
Nunnally, J. 1978. Psychometric Theory. New York, NY: McGraw-Hill.
Oliveira, J. 2001. The Balanced Scorecard: An integrative approach to performance evaluation. Healthcare financial management (May): 42-46.
Salterio, S., and A. Webb. 2003. The balanced scorecard-rhetoric versus research: A properly implemented program can help articulate and communicate strategy. CA Magazine 136 (August): 39.
描述 碩士
國立政治大學
會計研究所
95353021
96
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0095353021
資料類型 thesis
dc.contributor.advisor 吳安妮zh_TW
dc.contributor.author (Authors) 萬柏洲zh_TW
dc.creator (作者) 萬柏洲zh_TW
dc.date (日期) 2007en_US
dc.date.accessioned 11-Sep-2009 17:28:47 (UTC+8)-
dc.date.available 11-Sep-2009 17:28:47 (UTC+8)-
dc.date.issued (上傳時間) 11-Sep-2009 17:28:47 (UTC+8)-
dc.identifier (Other Identifiers) G0095353021en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/30220-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 會計研究所zh_TW
dc.description (描述) 95353021zh_TW
dc.description (描述) 96zh_TW
dc.description.abstract (摘要) 平衡計分卡目前已成功的推行於各類型的組織中,且亦有越來越多組織透過將平衡計分卡進一步推展至共用服務單位的方式,讓總公司、各策略性事業單位及共用服務單位能有效的加以整合,進而將全組織的資源聚焦於策略執行上。
      本研究之主要目的是希望探討當組織服務部門於推行平衡計分卡後,對其員工的認知與行為可能產生影響,並基於個案公司兩種不同類型的服務部門特色,希望進一步探討不同類型(即有無產生外部收入)之服務部門,在推行平衡計分卡後,對其員工認知與行為的影響是否會產生差異。
      本研究實證結果發現:個案公司的服務部門員工普遍皆能認知到平衡計分卡對其自身所帶來的影響與改變,但目前仍尚未將其對平衡計分卡的認知轉化為具體的行動。此外,本研究亦發現有產生外部收入之服務部門,在推行平衡計分卡後,對其員工的認知與行為的影響程度會較未產生外部收入的服務部門更深。
zh_TW
dc.description.abstract (摘要) The balanced scorecard has been implemented successfully in all types of organizations. In order to integrate the corporate headquarters, strategic business units (SBUs) and shared service units (SSUs) effectively and therefore focus all resources on implementing companies’strategies, more and more organizations apply balanced scorecard to their shared service units.
      The main purpose of this study is to discuss the possible effects on employees’cognition and behavior after organizations’service departments put balanced scorecard into practice. Furthermore, based on the case company which have applied balanced scorecard to their two different featured service apartments, further study will discuss whether there are differences on employees’ cognition and behavior between departments with/without external revenues.
      The study shows that most employees in the case company’s service departments can sense the influences and changes toward themselves after the departments applying balanced scorecard, yet they still have not transferred cognition into concrete behavior. In addition, the study also finds out the employees of the service department with external revenues have deeper influences on their cognition and behavior than those in the non-external revenue service departments.
en_US
dc.description.tableofcontents 第一章 緒論 1
     第一節 研究動機與目的 1
     第二節 研究問題 3
     第三節 研究貢獻 5
     第四節 研究流程 6
     第二章 文獻回顧 8
     第一節 平衡計分卡在服務部門實施之相關文獻 8
     第二節 服務部門實施平衡計分卡後,對其員工影響之相關文獻 18
     第三節 研究之延伸 24
     第三章 個案公司 28
     第一節 個案公司簡介 28
     第二節 個案公司所處產業之介紹 31
     第三節 個案公司推行平衡計分卡概況 34
     第四章 研究方法 38
     第一節 觀念性架構 38
     第二節 研究方法與設計 39
     第三節 探索性研究假說 40
     第四節 變數衡量 48
     第五節 資料蒐集與樣本處理 52
     第五章 實證分析結果 59
     第一節 服務部門實施平衡計分卡後,對其員工認知影響之分析結果 59
     第二節 服務部門實施平衡計分卡後,對其員工行為影響之分析結果 69
     第六章 研究結論與建議 79
     第一節 研究結論 79
     第二節 研究限制 82
     第三節 研究建議與未來研究方向 83
     參考文獻 87
     附錄一:研究問卷 91
     
     圖 目 錄
     圖1-1 個案研究流程圖 7
     圖2-1 建立共用服務單位連結圖 10
     圖2-2 服務部門之整合流程圖 13
     圖3-1 個案公司組織架構圖 30
     圖3-2 台灣歷年新車銷售趨勢圖 32
     圖4-1 本研究之觀念性架構圖 38
     
     表 目 錄
     表2-1 平衡計分卡在服務部門實施之相關文獻彙總表 15
     表2-2 服務部門實施平衡計分卡後,對其員工影響之相關文獻彙總表 21
     表2-3 本研究之研究延伸彙整表 26
     表3-1 個案公司平衡計分卡推行團隊成員職責表 34
     表4-1 服務部門員工認知影響問項與問卷題項對照表 48
     表4-2 服務部門員工行為影響問項與問卷題項對照表 50
     表4-3 樣本基本資料分析表 53
     表4-4 信度分析表(認知面) 54
     表4-5 信度分析表(行為面) 54
     表4-6 因素分析表(認知面) 56
     表4-7 因素分析表(行為面) 57
     表5-1 平衡計分卡對服務部門員工認知影響變數之敘述性統計 59
     表5-2 平衡計分卡對服務部門員工認知影響之敘述性統計(四大方面) 60
     表5-3 平衡計分卡對服務部門員工認知影響之變數實證結果 61
     表5-4 平衡計分卡對服務部門員工認知影響(單一樣本T檢定結果) 63
     表5-5 平衡計分卡對於不同服務部門員工之認知影響 64
     表5-6 平衡計分卡對於不同服務部門員工之認知影響(四大方面) 66
     表5-7 平衡計分卡對服務部門員工行為影響變數之敘述性統計 69
     表5-8 平衡計分卡對服務部門員工行為影響之敘述性統計(五大方面) 70
     表5-9 平衡計分卡對服務部門員工行為影響之變數實證結果 72
     表5-10 平衡計分卡對服務部門員工行為影響(單一樣本T檢定結果) 73
     表5-11 平衡計分卡對於不同服務部門員工之行為影響 74
     表5-12 平衡計分卡對於不同服務部門員工之行為影響(五大方面) 76
zh_TW
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0095353021en_US
dc.subject (關鍵詞) 平衡計分卡zh_TW
dc.subject (關鍵詞) 服務部門zh_TW
dc.subject (關鍵詞) 員工認知與行為zh_TW
dc.subject (關鍵詞) the balanced scorecarden_US
dc.subject (關鍵詞) the service departmenten_US
dc.subject (關鍵詞) the effects of employees’cognition and behavioren_US
dc.title (題名) 平衡計分卡對員工認知及行為之影響-以服務部門(SSU)為探討對象zh_TW
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 中文部分zh_TW
dc.relation.reference (參考文獻) 吳安妮,2003,平衡計分卡之精髓、範疇及整合(上),會計研究月刊,第211期(6月):45-54。zh_TW
dc.relation.reference (參考文獻) ______,2003,平衡計分卡之精髓、範疇及整合(下),會計研究月刊,第212期(7月):78-93。zh_TW
dc.relation.reference (參考文獻) 吳安妮與劉俊儒,2001,員工面、內部營運面及顧客面對財務績效影響之實證研究,台灣管理學刊,第1卷第1期(8月):125-150。zh_TW
dc.relation.reference (參考文獻) 吳佩霙,2004,推行平衡計分卡對組織、員工及績效影響之研究-以某個案公司為例,國立政治大學會計學系碩士論文。zh_TW
dc.relation.reference (參考文獻) 林雅婷,2006,實施平衡計分卡對員工認知評價與組織績效影響,國立政治大學會計學系碩士論文。zh_TW
dc.relation.reference (參考文獻) 周齊武、Haddad、吳安妮與施能錠,2001,探索實施平衡計分卡可能遭遇之問題,會計研究月刊,第183期(2月):63-74。zh_TW
dc.relation.reference (參考文獻) 周齊武、Haddad、吳安妮與李惠娟,2002,平衡計分卡於服務部門之應用-以資訊部門為例(三),會計研究月刊,第194期(1月):85-90。zh_TW
dc.relation.reference (參考文獻) 丁淑華,2000,民營化變革認知與離職意願關係之研究-以中華電信員工為例,國立中山大學人力資源管理研究所碩士論文。zh_TW
dc.relation.reference (參考文獻) 杜新偉,1999,組織變革中員工反應態度的調查研究-以中華電信公司民營化為例,國立中山大學人力資源管理研究所碩士論文。zh_TW
dc.relation.reference (參考文獻) 林東清與羅世輝,1994,使用者抗拒資訊系統的多層模式研究,管理學報,第11卷第2期:183-205。zh_TW
dc.relation.reference (參考文獻) 劉世南與許友耕,2001,組織變革歷程干預行動與員工反應改變之縱貫研究,「生活社會新視界理論與實踐的對話」學術研討會。zh_TW
dc.relation.reference (參考文獻) 李蔚局,2007,台灣原廠汽車維修產業研究與事業經營策略分析,國立中央大學管理學院高階主管企管碩士班碩士論文。zh_TW
dc.relation.reference (參考文獻) 于泳泓,2002,平衡計分卡導入與企業變革管理,會計研究月刊,第200期(7月):126-136。zh_TW
dc.relation.reference (參考文獻) 龍芳,2005,影響平衡計分卡運作評價之相關因素研究-以台北某醫學中心為例,台北醫學大學醫務管理學研究所碩士論文。zh_TW
dc.relation.reference (參考文獻) 英文部分zh_TW
dc.relation.reference (參考文獻) Butler, A., S. R. Letza, and B. Neale. 1997. Linking the balanced scorecard to strategy. Long Range Planning (April): 242-253.zh_TW
dc.relation.reference (參考文獻) Chow, C. W., K. M. Haddad, and J. E. Williamson. 1997. Applying the balanced scorecard to small companies. Management Accounting (August): 21-27.zh_TW
dc.relation.reference (參考文獻) Clinton, D. B., and C. H. Ko. 1997. JIT and the balanced scorecard: Linking manufacturing control to the management control. Management Accounting (September): 18-24.zh_TW
dc.relation.reference (參考文獻) Epstein, M. J., and J. F. Manzoni. 1997. Translating strategy into action. Management Accounting (August): 28-36.zh_TW
dc.relation.reference (參考文獻) Epstein, M. J., and P. S. Wisner. 2001. Using a balanced scorecard to implement sustainability. Environmental Quality Management 11: 1-10.zh_TW
dc.relation.reference (參考文獻) Eccles, R. G., and N. Nohria. 1992. Beyond the hype-rediscovering the essence of management. Boston, MA: Harvard Business School Press.zh_TW
dc.relation.reference (參考文獻) Inamdar, N., R. S. Kaplan, and K. Reynolds. 2002. Applying the balanced scorecard in healthcare provider organizations. Journal of Healthcare Management 47 (May): 179-195.zh_TW
dc.relation.reference (參考文獻) Kaplan, R. S. 1988. The importance of field research. Management Accounting (April): 26.zh_TW
dc.relation.reference (參考文獻) Kaplan, R. S., and D. P. Norton. 1992. The balanced scorecard-measures the drive performance. Harvard Business Review 70: 71-79.zh_TW
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