臺灣博碩士論文加值系統

許多管理理論之失敗或無效﹐係因績效目標不清楚﹐或未與終極之價值創造目標互相調準所致。調準的意義在使企業各方面都與其系統性分析能力﹑管理流程及主要價值動因等互相匹配。本研究基於銀行產業之經營及企業內資訊科技之應用等有關知識之文獻探討﹐以某一本國商業銀行為個案﹐依據研究者本身之經驗﹑觀察及資料分析等﹐引用前人所提出之策略調準模式﹐針對其於轉型及運作兩層面之策略﹐探討其調準情形﹐並就其內涵逐一提出調準之建議。蓋銀行若耽溺於現在的成就﹐而不做任何轉變以為未來做準備﹐則難免沉淪於退潮之中。故本研究對策略架構之探討係由產業一貫的價值結構分析切入﹐試圖在變動環境中﹐抓住適合時代脈動的新思維﹐理出合宜的經營策略﹐強化其持續競爭能力。
有些適用於過去並創造成功歷史的策略﹐未必適用於現在；有些現在似乎行進穩健的策略﹐或許對於進入未來恰是羈絆。企業為了生存卻必須在保有既存核心優勢之同時﹐還要培養未來發展所需的能力﹐兩者兼顧之必要﹐正反應了策略調準的精神︰要在軌道上行進而奔向未來─所有的現在作為都向未來目標調準﹐並且維持現在的安全。倘若企業內部不能獲得策略知見之共識﹐則資源即無法集中於最關鍵之處﹐企業前奔之力乃必煥散。
本研究的結果發現﹐執行經營策略與IT策略調準的第一步就是確定企業對市場的價值創造模式﹐建立以價值為基礎的策略意圖﹐然後﹐依據不同的策略動因及目的﹐選擇不同的調準方向。一旦確立調準方向﹐開始利用調準模型自我檢驗及調準時﹐經營者自會仔細發展其策略邏輯。而為了確保企業策略被有效實行﹐必須同時調準轉型型策略與運作型策略之目標﹐亦即策略除了指示方向以外﹐更有兼及組織架構﹑制度流程﹑相關技能等之功能整合任務。為此﹐企業必須重建績效評估之概念﹐以促使組織內所有活動均一致向策略意圖調準。當然﹐行進中﹐路況是隨時變動的﹐內部的震盪也是不曾停止的﹐故調準並非一朝一夕之單一事件﹐它是動態而持續的。企業盡力追求業務與IT兩層面互達策略配適之餘﹐仍應隨時再觀察﹑再定位。這樣才能確保企業永續發展。

This study is to discuss Strategic Alignment between Business and Information Technology Strategies in the Information Age: A case study on a local commercial bank in Taiwan
The inability to carry out many management theories is due to the ambiguous performance objectives or the lack of alignment between these objectives and the business value configuration. The meaning of alignment is to make sure the organizational capabilities integrate its systematic analytical abilities, management processes with business value drivers. Basing on many previous research reports about banking industry coupled with dramatic technological change, the author, standing on industrial experiences, field observations, and information analyses, chose a local commercial bank in Taiwan to do case study on strategic alignment between business strategy and IT strategy.
This study deliberates what strategic alignment perspective would be proper to the Bank and gives consideration to operational strategy and transformational strategy to examine the strategic fitness, whereupon proposes profound alignment suggestions to the Bank. To establish the strategic architecture, we starting with the value configuration that consists in the evolution of banking industry, and tried to grasp every new insights in current changing environment; therefore, we figured out dependable business strategies and organizational infrastructure to consolidate the sustainable competitive competency.
Seeking to survive, an enterprise has to uphold its core competency; moreover, it has to build vital capabilities for the future competition. This reflects the essence of strategic alignment, i.e. running to the future at full speed — align current operations with future objectives without sacrificing safety. If the enterprise fail to reach consensus of its strategic vision, the allocation of business resources would probably to be inefficient, then the competitiveness would be impeded.
This study said that the first step to align business strategy and IT strategy is to identify the business value configuration and to create a value-based strategic intent. Then basing on value drivers the executive should adopt a suitable alignment perspective. Once the perspective has anchored, the executive would be able to stand on the strategic alignment model to develop his own strategic logic to examine the strategic fit and the functional integration. To assure effective implementation, the executive should look both sides of transformational strategy and operational strategy, i.e. a strategy not only indicates intents but also carries administrative infrastructure, processes and skills. Thus the executive must redesign the performance measurement mechanism to catalyze all activities of the organization to align with the strategic intent.
We have known that the business landscape is changing constantly in nature. The strategic alignment is a dynamic and endless process. For the business going concern, the executive must keep watching around the business landscape and realign his strategy for good.

目 錄
謝 詞………………………………………………………一
中文摘要………………………………………………………三
英文摘要………………………………………………………四
目 錄………………………………………………………六
表 次………………………………………………………八
圖 次…………………………………………………………九
第 一 章緒論……………………………………………………1
第一節研究動機………………………………………………1
第二節研究目的………………………………………………2
第三節研究範圍………………………………………………3
第四節論文架構………………………………………………4
第 二 章文獻探討…….………………………………………5
第一節企業經營策略的定義及策略釐訂……………………5
第二節資訊科技策略擬訂方法………………………………13
第三節資訊時代的銀行經營策略……………………………22
第四節策略調準有關之思維…………………………………47
第 三 章研究方法………………………………………………61
第 四 章個案研究………………………………………………63
第一節個案銀行背景資料……………………………………63
一﹑營運及基礎設施架構…………………………………63
二﹑業務發展軌跡…………………………………………73
第二節策略配適度之檢驗及調準……………………………82
一﹑企業經營策略與資訊時代外部期望之調準…………82
二﹑組織基礎設施及流程與經營策略之調準……………88
三﹑IT基礎設施及流程與組織基礎設施及流程之調準…96
第 五 章結論與建議……………………………………………104
第一節研究結論………………………………………………104
第二節研究限制及後續研究之建議…………………………108
參考文獻…………………………………………………………110
附 錄︰個案銀行之知識管理導入經驗………………………115

一﹑中文部分
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Hamel,Gary/李田樹﹑李芳齡譯﹐”Leading the Revolution/啟動革命”﹐第一版﹐天下文化﹐民國89年12月。
Hill, Charles W. L. & Gareth R. Jones/黃營杉譯﹐”Strategic Management Theory/策略管理”﹐第四版﹐華泰﹐民國88年5月。
Hronec, Steven M./勤業管理顧問公司譯﹐”Vital Signs/非常訊號”﹐初版二刷﹐聯經﹐民國89年5月。
Gibb, Gregory/計葵生﹐”台灣銀行業面臨流動性問題”,經濟日報專訪,民國90年6月18日。
Mayer, Marin/溫蒂雅譯﹐”The Bankers︰The Nest Generation(1997)/大銀行家”﹐初版﹐商業周刊出版﹐民國88年4月。
Toffler, Alvin/吳迎春﹑傅凌譯﹐”Power Shift/大未來”﹐初版﹐時報文化﹐民國80年1月。
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謝清佳﹐吳琮璠﹐資訊管理理論與實務﹐第四版﹐智勝﹐民國89年5月。
蔡友才﹐”台灣將驗證市場經濟發展宿命”﹐今日合庫﹐313﹐民國90年1月﹐9-16。
二﹑英文部分
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表 次
表2-1-1︰不同價值創造模式之概觀……………………………6
表2-2-1︰資訊科科技三個年代之演進︰………………………16
表2-2-2︰三種關鍵資訊有關角色對組織內IT策略之責任……19
表2-2-3︰各種IT投資型態可獲報酬之機率表列………………20
表2-2-4︰組織運用科技的三種類型……………………………21
表2-3-1︰近十餘年來重要金融指標之變化……………………22
表2-3-2︰本國銀行營運績效表…………………………………24
表2-3-3︰本國銀行與在台外商銀行獲利能力比較表…………23
表2-3-4︰通路管理模式選擇考量表……………………………29
表2-4-1︰不同價值前提下之經營價策略與IT策略……………47
表2-4-2︰委外策略的抉擇………………………………………52
表2-4-3︰委外合約應含項目……………………………………53
表2-4-4︰高績效IT的實踐原則…………………………………54
表2-4-5︰組織模態與策略互不調準之典型癥兆………………59
表4-1-1︰個案銀行績效在本國銀行地位………………………63
表4-1-2︰80/20法則之分析─活期性存款 ……………………79
表4-2-1︰經營策略與外部期望之調準檢驗表…………………83
表4-2-2︰組織基礎設施及流程與經營策略之調準檢驗表……89
表4-2-3︰IT對組織兩者間基礎設施及流程之調準檢驗表……96
表5-1-1︰個案策略調準檢驗彙整表……………………………105
圖 次
圖2-1-1︰零售銀行業在網絡價值模式下之活動圖解………… 8
圖2-2-1︰資訊科技架構………………………………………… 17
圖2-2-2︰IT投資價值的衡量…………………………………… 18
圖2-3-1︰中介…………………………………………………… 25
圖2-3-2︰53家銀行之相對規模及生產力分布圖……………… 36
附圖2-3-2.1︰淨值370億以下之銀行相對規模及生產力圖…… 37
圖2-4-1︰IT組織型式……………………………………………49
圖2-4-2︰委外考量清單…………………………………………51
圖2-4-3︰策略調準模型…………………………………………56
圖4-1-1︰個案銀行IT 架構………………………………………65
圖4-1-2︰個案銀行交易處理系統之軟體架構…………………67
圖4-1-3.1﹐圖4-1-3.2﹐圖4-1-3.3﹐圖4-1-3.4︰網路架構圖70
圖4-1-4︰個案銀行各項指標成長率……………………………76
圖4-2-1︰導入安全架構之程序…………………………………98