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    Title: SO計分卡、平衡計分卡及作業價值管理之結合 -以L家居用品公司為例
    The Integration of SO Scorecard, Balanced Scorecard and Activity Value Management -A Case Study of L Homeware Company
    Authors: 胡風池
    Hu, Feng-Chi
    Contributors: 吳安妮
    Wu, An-Ne
    胡風池
    Hu, Feng-Chi
    Keywords: 策略形成
    策略執行
    作業管理
    價值管理
    Strategy Formation
    Strategy Execution
    Activity Management
    Value Management
    Date: 2021
    Issue Date: 2021-07-01 17:04:49 (UTC+8)
    Abstract: 策略形成、策略執行、作業管理及價值管理是近期備受矚目的管理議題,本研究為了解該等議題的實際內容及結合內容,以個案研究的方式進行本研究。
    策略的好壞與否將決定企業的長期發展,為清楚地了解企業內部優勢及外部機會,本研究以SO計分卡作為策略形成的工具。
    擁有一優良的策略後,如何有效率且有效果地執行策略也是企業成敗的關鍵,而平衡計分卡是邏輯最清晰且因果關係最強烈的策略執行工具,因此本研究採用平衡計分卡作為企業的策略執行工具。
    作業是企業行動的最小單位,若想有效地執行策略,作業管理及價值管理是必須面對的課題,故本研究將導入並實施作業價值管理。
    綜上所述,本研究將導入SO計分卡、平衡計分卡及作業價值管理於個案中,並探討三項系統各自及結合的設計內容。
    Strategy formation, strategy execution, operation management and value management are recent management topics that have attracted attention. In order to understand the actual content and combined content of these topics, this study will be conducted in the form of a case study.
      The quality of the strategy will determine the long-term development of the enterprise. In order to clearly understand the internal advantages and external opportunities of the enterprise, this study will use the SO scorecard as a tool for strategy formation.
      After having a good strategy, how to execute the strategy efficiently and effectively is also the key to the success or failure of an enterprise. The Balanced Scorecard (BSC) is the strategy execution tool with the clearest logic and the strongest causality. Therefore, this research will adopt the Balanced Scorecard. As an enterprise`s strategy execution tool.
      Activity is the smallest unit of an enterprise’s actions. If you want to implement strategies effectively, Activity management and value management must be faced, so this research will introduce Activity Value Management (AVM).
      In summary, this research will introduce SO scorecard, Balanced Scorecard and Activity Value Management into the case, and discuss the design content of each and integration of those three systems.
    Reference: 中文部分
    書籍部分
    吳安妮,(2018)。策略形成及執行:以BSC為核心,為企業創造「利」和「力」。台北市:城邦文化事業股份有限公司。
    吳安妮,(2019)。企業策略的終極答案:用「作業價值管理AVM」破除成本迷思,掌握正確因果資訊,做對決策賺到「管理財」。台北市:城邦文化事業股份有限公司。
    吳思華,(2000)。策略九說:策略思考的本質,台北市:城邦文化事業股份有限公司。
    陳李綢,(1991)。個案研究。台北市:心理出版社股份有限公司。
    陳李綢,(2005)。個案研究:理論與實務。台北市:心理出版社股份有限公司。
    Kaplan, R. S., and D. P. Norton. 1996 The Balanced Scorecard:Translating strategy into action,中譯名:平衡計分卡:資訊時代的策略管理工具。朱道凱譯(1999)。台北市:城邦文化事業股份有限公司。
    Kaplan, R. S., and D. P. Norton. 2003 Strategy Maps: Converting intangible assets into tangible outcomes,中譯名:策略地圖:串聯組織策略從形成到徹底實施的動態管理工具。陳正平(2004)。台北市:城邦文化事業股份有限公司。
    Turney, P. B. B. 2005 Common cents: How to succeed with Activity-Based Costing and Activity-Based Management,中譯名:作業基礎成本管理的第一本書:減少無附加價值作業及成本,提高企業資源利用效率與獲利。陳儀(2006)。台北市:美商麥格羅‧希爾國際股份有限公司。

    期刊論文
    吳安妮,(2011)。以一貫之的管理-整合性策略價值管理系統(ISVMS)。會計研究月刊,第312期,第106-120頁。
    吳安妮,(2015)。管理會計技術商品化:以ABC為核心之作業價值管理系統(AVMS)為。會計研究月刊,第359期,第20-24頁。

    網際網路
    工業總會服務網,家居用品產業透視,上網日期:2020年10月28日,檢字:http://60.248.11.110/kmportal/front/bin/ptdetail.phtml?Category=100056&Part=9207-1
    行政院主計總處,行業標準分類檢索系統,上網日期:2021年3月20日,檢字:https://mobile.stat.gov.tw/StandardIndustrialClassification.aspx
    台灣區家居用品工業同業公會,台灣家居用品進出口報告,上網日期:2020年11月15日,檢字:http://www.tfma.org.tw/report/2019
    經濟部商業司,公司行業營業項目檢索系統,上網日期:2021年1月5日,檢字:https://gcis.nat.gov.tw/cod/

    英文部分
    書籍部分
    Kaplan, R. S., and D. P. Norton. 1996. The Balanced Scorecard:Translating strategy into Action. Harvard Business School Press.
    Kaplan, R. S., and D. P. Norton. 2003. Strategy Maps: Converting intangible assets into tangible outcomes. Harvard Business School Press.
    Turney, P. B. B. 2005. Common cents: How to succeed with Activity-Based Costing and Activity-Based Management. McGraw-Hill Education.

    期刊論文
    Bashar, A., I. Ahmad, and M. Wasiq, (2012). Effectiveness of social media as a marketing tool: An empirical study, International Journal of Marketing, Financial Services & Management Research 11 (1), 88-99.
    Cardoş, I. R., and V. D. Cardoş, (2014). Measuring customer profitability with Activity-Based Costing and Balanced Scorecard, Annales Universitatis Apulensis Series Oeconomica 16 (1), 52-60.
    Islami, X., N. Mustafa, and M. T. Latkovikj, (2020). Linking Porter’s generic strategies to firm performance, Future Business Journal 6 (3), 1-15.
    Lee, K., J. Song, and J. Kwak, (2015). An exploratory study on the transition from OEM to OBM: case studies of SMEs in Korea, Industry and Innovation 22 (5), 423-442.
    Liberatore M. J., and T. Miller, (1998). A framework for integrating Activity-Based Costing and Balanced Scorecard into the logistics strategy development and monitoring process, Journal of Business Logistics 19 (2), 131-138.
    Lin S., Y. Yamakawa, and J. Li, (2019). Emergent learning and change in strategy: empirical study of Chinese serial entrepreneurs with failure experience, International Entrepreneurship and Management Journal15 (1), 773-792.
    Maiga, A. S., and F. A. Jacobs, (2003). Balanced Scorecard, Activity-Based Costing and company performance: An empirical analysis, Journal of Managerial Issues 3 (15), 283-301.
    Mohammadzadeh M., S. M. Aarabi, and J. Salamzadeh, (2013). Organizational performance, marketing strategy, and financial strategic alignment: An empirical study on Iranian pharmaceutical firms, DARU Journal of Pharmaceutical Sciences 21 (1), 65-71.
    Description: 碩士
    國立政治大學
    會計學系
    108353039
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0108353039
    Data Type: thesis
    DOI: 10.6814/NCCU202100613
    Appears in Collections:[Department of Accounting] Theses

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