| dc.contributor.advisor | 林宛瑩 | zh_TW |
| dc.contributor.author (Authors) | 吳政蓉 | zh_TW |
| dc.creator (作者) | 吳政蓉 | zh_TW |
| dc.date (日期) | 2005 | en_US |
| dc.date.accessioned | 18-Sep-2009 15:00:26 (UTC+8) | - |
| dc.date.available | 18-Sep-2009 15:00:26 (UTC+8) | - |
| dc.date.issued (上傳時間) | 18-Sep-2009 15:00:26 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0093932302 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/35430 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 經營管理碩士學程(EMBA) | zh_TW |
| dc.description (描述) | 93932302 | zh_TW |
| dc.description (描述) | 94 | zh_TW |
| dc.description.abstract (摘要) | 面對競爭激烈的經營環境，如何以優質的企業決策及執行力獲取競爭優勢，成為經營管理層重要的管理議題。本研究以國內某公司為個案研究對象，透過(1)檢視個案公司的策略內容，了解企業本身之策略形態(條件、環境與目標)、功能政策、組織方式與結構以及各項行動方案與績效衡量等之關聯性，(2)策略點態勢分析及平衡計分卡，診斷企業管理缺口並發展未來的策略方向及行動方案。(3)透過策略地圖與平衡計分卡之概念，將願景、策略內容與目標及衡量指標之因果關係轉化成策略執行的架構，以達成策略執行及目標績效管理的整合效果，協助個案公司建立一套有效的策略管理制度。(4)以相關係數分析驗證績效指標與策略目標間之關聯性，以作為未來改善之基礎。本研究之主要研究結論包括：ㄧ、經由分析個案公司的現行策略與經營形貌，體認在缺乏明確的公司願景及目標下，有限資源的分配順序無法產生共識，造成企業內部溝通成本過高及組織績效不彰的問題，個案公司有必要進一步釐清策略定位並規劃長期性的目標，將事業單位之目標與公司整體目標相聯結，以增進績效指標與策略目標之達成。二、以策略形態之分析結果提供個案公司各單位主要主管對話之基礎，並經由內部整合會議之溝通討論，基於個案公司之核心能力及優勢，決議短期內將公司定位為產品追隨者，將企業目標聚焦於核心產業，長期則將以全方位方案解決提供者為企業目標，在事業與總體策略上，強調品牌業務經營之強化及快速擴大專案代工規模以獲得製造之規模經濟，並強化功能性產品與機械之開發能力，適度調整功能性架構，以強化橫向溝通及資源之整合綜效。在網絡定位策略上形成之共識包括增加價值鏈項目活動與深化專案代工業務之核心競爭力，增強在產業中的主導實力。 三、在建置組織績效管理架構上，則初步建構出組織績效各構面之衡量指標，並採用相關分析驗證現行績效指標與策略目標間之關聯程度，以作為個案公司日後進行策略管理之建議與未來持續改善之基礎。相關係數分析顯示，聯結程度不顯著之績效指標充分反映個案公司經由策略整合分析後，決議強調之策略發展方向。 | zh_TW |
| dc.description.abstract (摘要) | Obtaining a competitive advantage via a well thought out strategy and its execution for value creation is one of the most important tasks for executives in today`s cutthroat market place. A listed Taiwanese enterprise was chosen as the subject company for this study. Focused efforts were directed to analyze the relationship between the subject company`s strategy and its actions in pursue as well as to diagnose its overall management performance. The results of this study were summarized in hope to provide the firm an organized framework for refining and mapping its strategic plans and developing its performance measuring system. The approach of this study is guided in four sequential steps:1. Examine the subject company`s strategic insight to understand the firms strategic posture (capability, environment, goal), functional policy, organization structure, and relationship between its action plans and measuring system; 2. Diagnose, by applying the methodology of Strategic Posture Analysis, the subject company`s performance management system and identify gaps between actions and its strategic direction for the corporate and its individual business units; 3. Develop the subject company’s strategy map and translate the mission and strategy of corporate and individual business units into a set of measuring build around the four perspectives within the framework of the Balanced Scorecard (BSC) as a template for investigating the subject company`s performance in relationship to its objectives; and 4. Test empirically the correlation between the key performance drivers and its strategic objectives to provide a gap analysis as the basis for its improvement planning. The major findings and results from the study are summarized as follows: 1. The assessment on the subject company`s current strategies and its actual operations in practice revealed that its vision and mission have not been clearly communicated and consensus was lacking on priority of resource deployment among its executives. As a result, the subject company suffers from high communication cost and lagged performance. It is imperative that the subject company clarify its corporate vision and mission statement and long term strategic objectives to realign individual business units` actions to corporate long term strategic postures. 2. Through multiple interviews with its officers and their participation in analysis of the subject company`s overall strategic posture, consensus on strategies for both short term and long term were eventually achieved. Playing follower to the leading brands in the short term will continue while, in the long run, it will prepare itself to be a total solution provider in its selected markets. Dedicated efforts to strengthen its functional materials and equipment engineering platform as well as to expand its front end customer service capability were suggested. Due to the nature of its diverse business unit operations, the business unit executives agreed on a combined strategy portfolio–focusing branded business activities in value building; expanding OEM business for economies of scale while steering toward ODM; and adding E-Channel to broaden its communication and connection vehicles to the market and consumers. Organization may need to be restructured in such a way as to allow resource sharing and leveraging for better synergy. It was well recognized that increasing activities in the value chain together with enlarged OEM/ODM scale will naturally enhance the subject company`s driving position in its industrial network. 3. A strategy map in the framework of BSC was developed for correlation analysis between the current performance drivers and key strategic objectives. Weak correlations were identified in many of the subject company`s key activities which suggest the needs for further review upon its strategy setting and execution practice before a BSC concept-based strategic performance management system could be applied effectively to integrate performance across organization. | en_US |
| dc.description.tableofcontents | 第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的與方向 3第三節 研究方法與架構 4第二章 策略管理分析及績效衡量探討 5第一節 策略管理的觀念架構與分析方法 5第二節 策略具體行動與策略目標之衡量 9第三章 研究方法 18第一節 觀念性架構 18第二節 個案研究流程 19第四章 個案分析 21第一節 產業環境分析 21第二節 個案公司背景 33第三節 個案公司所面臨之問題 37第五章 個案分析結果 40第一節 個案公司之策略形態分析 40第二節 個案公司之管理診斷及績效管理架構 60第三節 衡量指標間因果關係之檢定 72第六章 結論與建議 81第一節 結論 81第二節 研究限制與後續研究建議 86參考文獻 87 | zh_TW |
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| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0093932302 | en_US |
| dc.subject (關鍵詞) | 策略形態 | zh_TW |
| dc.subject (關鍵詞) | 平衡計分卡 | zh_TW |
| dc.subject (關鍵詞) | 績效管理 | zh_TW |
| dc.subject (關鍵詞) | 績效指標 | zh_TW |
| dc.subject (關鍵詞) | strategic posture | en_US |
| dc.subject (關鍵詞) | Balanced Scorecard | en_US |
| dc.subject (關鍵詞) | performance management | en_US |
| dc.subject (關鍵詞) | performance drivers | en_US |
| dc.title (題名) | 從策略形態分析與策略診斷觀點探討策略管理架構之建構：以某公司為例 | zh_TW |
| dc.type (資料類型) | thesis | en |
| dc.relation.reference (參考文獻) | ㄧ、中文部份 | zh_TW |
| dc.relation.reference (參考文獻) | 1. 專書 | zh_TW |
| dc.relation.reference (參考文獻) | 司徒達賢，2001。策略管理新論－觀念架構與分析方法。智勝文化出版，台北。 | zh_TW |
| dc.relation.reference (參考文獻) | 司徒達賢，2003。策略管理案例解析觀念與實例，智勝文化出版，台北。 | zh_TW |
| dc.relation.reference (參考文獻) | 朱道凱譯，1999。平衡計分卡－資訊時代的策略管理工具，臉譜文化出版，台北。原著R. Kaplan and D. Norton “The Balanced Scorecard—Translating Strategy into Action” (1996)。 | zh_TW |
| dc.relation.reference (參考文獻) | 伍忠賢，1998，實用策略管理：企業求勝之道，遠流出版事業，台北。 | zh_TW |
| dc.relation.reference (參考文獻) | 陳正平等譯，2004。策略地圖。原著R. Kaplan and D. Norton “Strategy Maps－Converting Intangible Assets into Tangible Outcomes” (2003)。 | zh_TW |
| dc.relation.reference (參考文獻) | 黃營杉譯，1999。策略管理，華泰文化事業，台北。原著 Charles W.L. Hill and Gareth R. Jones “Strategic Management Theory－An Integrated Approach” (1998)”。 | zh_TW |
| dc.relation.reference (參考文獻) | 劉珊如譯，2001。策略核心組織，臉譜文化出版，台北。原著R. Kaplan and D. Norton “The Strategy-Focused Organization—How Balanced Scorecard Companies Thrive in the New Business Environment” (2000)。 | zh_TW |
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| dc.relation.reference (參考文獻) | 2. 期刊及論文 | zh_TW |
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| dc.relation.reference (參考文獻) | 于泳泓，2002，平衡計分卡導入的三大步驟要點與手法，會計研究月刋第199期，頁83-92。 | zh_TW |
| dc.relation.reference (參考文獻) | 于泳泓，2002，從台灣企業成功導入平衡計分卡實例談製造業導入之成效、各階段進程與產出，會計研究月刊，第204期，頁 118-129。 | zh_TW |
| dc.relation.reference (參考文獻) | 于泳泓，2002，從台灣企業成功導入平衡計分卡實例談服務業導入之成效、各階段進程與產出，會計研究月刊，第205期，頁 33-42。 | zh_TW |
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| dc.relation.reference (參考文獻) | 吳安妮，2001，策略為焦點的組織—平衡計分卡的公司如何在新企業環境中取勝，會計研究月刊，第189期，頁114-115。 | zh_TW |
| dc.relation.reference (參考文獻) | 吳安妮，2002，淺談平衡計分卡成功實施之精髓概念，會計研究月刊，第198期，頁26-32. | zh_TW |
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