The Effectiveness of The Implementation of Balanced Scorecard- A Case Study of a Electronic Company

• Main Authors: Chia-Chi Liu, 劉家齊
• Other Authors: Me-Lien Wu
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/09322137089774635028

碩士 === 中原大學 === 企業管理研究所 === 91 === Abstract The balanced scorecard (BSC) was developed as a new approach of strategic perfomace management in the early 1990''s by Robert Kaplan and David Norton Recognizing some of the weaknesses and limitation of traditional management approaches, the balanced scorecard approach enables companies to clarify their vision and strategy and translate them into action. And It provides feedback around both the internal business processes and external outcomes to continuously improve strategic performance and results. By conducting a case study of a famous electronic company in Taiwan, the purpose of this research focuses on the following topics： 1. To understand how the case company established its own balanced scorecard, including its background, purpose, procedure, problems, key successful factors and benefits. 2. By analyzing BSC theory and the case study, this research try to help the case company to improve its BSC system and to provide a reference example for other companies which wants to implement BSC. The main conclusions of this research are followed: 1.The employees of the case company generally were short of strategic concept of BSC. Meanwhile, the management levels didn’t clarify their strategy. and neither did they communicate with their empolyees frequentiy. In additional, the case company didn’t develop the strategy map of BSC that made the performance indicators lacked of caused-and-effect relationship. 2.The main problems of conducting BSC project of the case company are followed: (1)It’s difficult to collect related data for the employees, because there is no proper IT tool to feedback the information. (2)Abstract and intangible data is difficult to measure. (3)The case company didn’t give first priority to BSC project. (4)The BSC didn’t yet link with other management control system. (5)Top Management and employees all felt disappointed about the benefits of their BSC project due to no instant result. (6)It spent too much time and effort to implement BSC project, and the cost will outweigh the benefits. (7)The employees opposed the BSC project. Caused by mental reaction. (8)The case company developed strategies out of focus. 3.The employees didn’t recognize the benefits of BSC, but they still believed the BSC improved the efficiency of management. 4.The case company actually followed the procedure of BSC theory to implement their BSC project. 5.The case company recognized the key success factors of implementation of BSC are followed: (1). The top management needs to be fully involved and support it. (2). To clarify and deploy corporate vision, mission and strategy very clear. (3). To give first priority to BSC project. (4). To succeed to convert strategy into action plan. (5). To completely link with other management l system (ex. performance appraisal and reward system etc.). (6). To Build up a proper IT system to collect data. (7). To change the mindset of the employees. (8). To totally follow the concept and principles of BSC. (9). With efficient internal communication and training.