balanced scorecard, bsc vision strategy translate
TRANSCRIPT
1
Balanced Scorecard, BSC
vision strategy
translate
1
2
financel
customers internal process
employee learning and growth perspective
objectives measures
programs monitoring
measurement management
direction setting2
2Mohan Nair Essentials of Balanced Scorecard
2005 21
3
3Peter C. Brinckerhoff Mission-Based Positioning
Your Not- For-Profit in an Increasingly Competitive World 2004 302-304
4
4 Gordon Greenley, “Does Strategic Planning Improve Company Performance？” Long Range
Planning, Vol. 19,No.2（April, 1986）,p.106.
5
5
1-1
73.67 25.90
0.43
1-2
5
6
6
empirical data
1-1
90 131 8,756 18,695
91 135 9,040 20,454
92 138 9,240 22,470
93 147 9,485 24,303
94 156 9,595 26,135
95 164 9,853 28,027
2007 3 8
1-2
90 5,974 2,801 2,098 1,943 2,055 725 576 2,523 18,695
91 6,576 3,169 2,329 2,157 2,122 825 627 2,649 20,454
92 7,300 3,612 2,558 2,406 2,158 947 704 2,785 22,470
93 7,846 4,021 2,779 2,675 2,218 1,062 769 2,933 24,303
94 8,243 4,427 3,002 2,940 2,263 1,184 868 3,208 26,135
95 8,798 4,827 3,307 3,203 2,319 1,299 927 3,347 28,027
2007 3 8
7
documentary research
informational analysis
generalization
7
in-depth interview
key persons
8
A
B
C
7 W. Lawrence Neuman Social Research
Methods Qualitative and Quantitative Approaches 2005 173-203 8 648
8
1-3
1-3
A1 2007 01 12
A2 2007 01 12
A3 2007 01 19
B1 2007 01 26
B2 2007 02 02
B3 2007 02 06
C1 2007 06 11
C2 2007 06 12
C3 2007 06 13
case study
empirical
inquiry
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field research lab experiment survey
research field
experiment case study field study
Yin 1
How Why 2
3
9
Yin
Policy Delphi
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9 R. K. Yin, Case Study Research：Design and Methods（Cincinnati：Sage Publication, 1997）,
pp.259-281. 10
Delphi 1948 Rand Corporation
2003
25-26 7 1 1992
73-78
10
11
11
2003
11
1-1
12
1-1
2001 78
13
strategy-focused organization
strategy map
alignment
joint effect synergy
reflection
KPI
14
budgeting compensation organizational
governance
Balanced
Scorecard, BSC 1992
Robert S. Kaplan David P Norton
The Balanced Scorecard
Measures That Drive Performance
Kaplan Norton
Balanced Scorecard Translating Strategy into Action13
12
Robert S. Kaplan, David P. Norton, the Balanced Scorecard ： Measures That Drive
Performance, Harvard Business Review, 70, 1992 , pp71-79. 13
obert S. Kaplan David P Norton
Balanced Scorecard Translating Strategy into Action 1999
15
The Strategy-Focused
Organization14
Strategy Maps16
Alignment Using the Balanced Scorecard to Create Corporate
Synergies17
joint
effect synergy
14
obert S. Kaplan David P Norton
The Strategy-Focused Organization 2003 15
Robert S. Kaplan, David P. Norton. The Strategy-Focused Organization：How Balanced
Scorecard Companies Thrive in The New Business Environment.（ Boston, Massachusetts：Harvard
Business School Press ,2003）,pp.7-17. 16
obert S. Kaplan David P Norton
Strategy Maps Converting Intangible Assets intoTtangible
Outcomes 2004 17
obert S. Kaplan David P Norton
Alignment Using the Balanced Scorecard to Create Corporate Synergies
2006
16
5
60
1-4
1-4
90 6
91 6
Miles
& Snow 1978
18
2003 15
17
92 1
300
92 6
93
11
94 6
94 1
18
non-government organization, NGO
non-profit organization,
NPO
19
globalization
localization
public interest
19
2002 12
2001 95-120
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strategic management
strategy
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H.Mintzberg 5p
plan ploy
pattern position perspective
22management
23
strategic management
20
21
5 22
H. Mintzberg, Crafting Strategy, Harvard Business Review, 65 4, 1987 , pp.66-75.; H.
Mintzberg, The Strategy Concept Strategy, California Management Review,30
1. 1987 ,pp.11-24. 23
6 24
2002 5-25
20
25
Peter C. Brinkerhoff, Mission-based Management: Leading Your Not-for-profit intoThe 21st Century.
（New York：John Wiley ＆ Sons, Inc. 1994）,pp3-22.
21
100
22
not-for-profit
non-profit27
non-profit
2000
IRS 501(C)(3)
xempt organizations, EOs
26
1999 148-149 27
Brinkerhoff op.cit, p20. 28
23
29
29
30
Hansmann H.B. Hansmann, The Role of Nonprofit
Enterprise , Yale Law Journal, 89 5 1980 , p.838. 31
40
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