| dc.contributor.advisor | 吳安妮 | zh_TW |
| dc.contributor.advisor | Wu, Anne | en_US |
| dc.contributor.author (Authors) | 呂詩涵 | zh_TW |
| dc.contributor.author (Authors) | Lu, Shih Han | en_US |
| dc.creator (作者) | 呂詩涵 | zh_TW |
| dc.creator (作者) | Lu, Shih Han | en_US |
| dc.date (日期) | 2015 | en_US |
| dc.date.accessioned | 17-Aug-2015 14:05:44 (UTC+8) | - |
| dc.date.available | 17-Aug-2015 14:05:44 (UTC+8) | - |
| dc.date.issued (上傳時間) | 17-Aug-2015 14:05:44 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0103363065 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/77543 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 企業管理研究所 | zh_TW |
| dc.description (描述) | 103363065 | zh_TW |
| dc.description.abstract (摘要) | 企業經營管理，最重要的是將策略一以貫之的落實與執行。藉由「整合性策略價值管理系統」將各種管理制度整合，用一以貫之的策略將使得企業上下異體同心，有了明確的策略方向形成，亦有正確且清楚的策略執行方案，透過衡量指標準確地評估績效，並且形成一種良性循環的回饋機制，協助組織落實策略，提升價值及競爭力。本研究以個案研究的方式，透過整合性策略價值管理系統中的策略形成系統和策略執行系統，探討工業4.0為主軸之新創事業如何將策略聚焦，在策略形成系統中藉著使命、願景和價值觀之討論，並利用SWOT計分卡釐清方向以形成策略；再進入策略執行系統，以平衡計分卡將策略轉化為具體之行動，使得策略可以徹底落實於全體員工。 | zh_TW |
| dc.description.abstract (摘要) | The most important thing in business management is completing implementation and accomplishing achievement with one strategy from top to bottom in a company. “The integrative strategic value management system” is integrated with many kinds of management systems from top to bottom through one strategy. It does not only fulfill strategy formations and clear strategic action plans, but also accurately evaluates performance. Then, it becomes an excellent feedback system and helps companies to strengthen values and competitive advantage.The research was adopted in case-study method which uses industry 4.0 as a new venture. By integrating the strategy forming system and the strategy implementation system, the strategy forming system establishes missions, visions, and values. The system uses SWOT scorecard to build recognition; then, develops strategies. Later, the actions are implemented by the balanced scorecard. Therefore, the strategies become policies, and can be implemented by staff properly. | 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 研究問題 2第三節 研究貢獻 3第四節 論文架構 4第二章 文獻探討 6第一節 新創事業相關文獻 6第二節 策略管理相關文獻 16第三節 平衡計分卡相關文獻 27第四節 工業4.0相關文獻 40第五節 研究延伸 48第三章 研究方法 51第一節 研究架構 51第二節 個案研究方法 52第四章 個案公司介紹 56第一節 工業4.0及產業分析 56第二節 個案公司介紹 59第五章 工業4.0下新創事業之策略形成與策略執行系統 63第一節 策略形成系統：以SWOT計分卡分析 64第二節 策略執行系統：以平衡計分卡分析 70第六章 結論與建議 82第一節 研究結論 82第二節 研究限制 85第三節 研究建議 86參考文獻 88 | zh_TW |
| dc.format.extent | 1347533 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0103363065 | en_US |
| dc.subject (關鍵詞) | 新創公司 | zh_TW |
| dc.subject (關鍵詞) | 策略 | zh_TW |
| dc.subject (關鍵詞) | 平衡計分卡 | zh_TW |
| dc.title (題名) | 新創公司下之策略形成及平衡計分卡之設計及實施—以個案公司為例 | zh_TW |
| dc.title (題名) | The Strategy Formation, the Design and Implementation of Balanced Scorecard in New Venture－A Case Study | en_US |
| dc.type (資料類型) | thesis | en |
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