The Effects of Balanced Scorecard on the Strategic Linkage and Business Performance: The Example of Taiwan Banks

• Main Author: 郭雅鳳
• Other Authors: 李東峰
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/12294507422583773553

碩士 === 國立彰化師範大學 === 會計學系 === 96 === This research investigates the effects of balanced scorecard (hereafter BSC)implementation on strategic linkage and ultimately the business performance of banking industry in Taiwan. Empirical data of 158 responses form senior managers in domestic banks are collected with a self-administrated survey and the sample banks are grouped by whether a BSC system is adopted or not. After controlling the influences of size and bank type, the research model explains 45.9% variance of business performance. Although, this study confirms that the bank type, size and the business strategy do affect the business performance, the adoption of BSC systems is a more powerful promoter for business performance in banking industry. The analysis finds that the adoption of BSC systems facilitates the strategic linkage and ultimately improves the business performance. These results support the argument of Kaplan and Norton (2006) about the positive effects of BSC systems on organizational strategic alignment and performance. The analysis also reveals that banks in prospector strategy group adopted BSC systems actively than their counterparts in other strategic groups. The exploratory analysis finds the fine difference of relative weights in the four dimensions in a BSC system, can make the business performance within a same business strategy group significantly different. These results imply that the adoption of the BSC systems is an effective management tool but not a panacea. A sophisticated designing of the relative weights in different dimensions is need for effective implementation of a BSC system. The proposed research model to explain the effects of the BSC systems implementation is one of the major theoretical contributions of this research. Some important managerial implications could be derived form the empirical finds as well. Further more, the limitations and future directions are also discussed. Keywords：Business strategy, Balanced scorecard, Strategic linkage / alignment,Business performance