The Adaptability Study of the Theory of Balanced Scorecard for Performing Art Organizations

• Main Authors: Chiao-Ting Lin, 林巧婷
• Other Authors: 黃秉德
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/9bf8x8

碩士 === 國立臺北藝術大學 === 藝術行政與管理研究所碩士班 === 97 === This article discusses the association between the management strategy and the performance of the performing art organizations. Reviewing the development of Taiwan performing arts industry, the performing art organizations have received multiple factors influences, including imperfect arts administration education system, natural disaster, economic depression, limited of the public assistance resources. Even though, they have still pulled through difficultly. In these organizations, I chose Ju Percussion Group, Taipei Sinfonietta & Philharmonic Orchestra, Ping-Fong Action Troupe, and Contemporary Legend Theatre to be my research case. By structured interviewing and the secondary source studying, analyze the management strategy and the performance of these performing art organizations In recent years, according to the times changing and the needs of organization transformation, many scholars and company adviser experts have devoted to study the new evaluation system of organizations. One of the most popular performance management methodologies is the Balanced Scorecard. The Balanced Scorecard framework facilitates translating strategy into objectives and initiatives across four perspectives. These perspectives are financial, customer, internal processes, and learning and growth. Therefore, the research is based on the result of structured interviewing and the secondary source studying, then take the Balanced Scorecard as the analysis logical foundation. By analyzes and compares, to confirm that the management strategy including financial, customer, internal processes, and learning and growth perspectives of these four cases have the extremely close association with the achievement of them.