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研究生:沈欣毅
研究生(外文):Hsin Y i-Shen
論文名稱:運用麥肯錫模式分析工業五金行競爭力
論文名稱(外文):運用麥肯錫模式分析工業五金行競爭力
指導教授:林宏澤林宏澤引用關係
指導教授(外文):Hung-Tso Lin
學位類別:碩士
校院名稱:國立勤益科技大學
系所名稱:流通管理系
學門:商業及管理學門
學類:行銷與流通學類
論文種類:學術論文
論文出版年:2016
畢業學年度:104
語文別:中文
論文頁數:61
中文關鍵詞:五金產業平衡計分卡麥肯錫7S模式
外文關鍵詞:hardware industrybalanced scorecardMcKinsey 7S Model
相關次數:
  • 被引用被引用:4
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  • 下載下載:28
  • 收藏至我的研究室書目清單書目收藏:0
台灣五金產業在全球環境普遍不景氣的情形下仍有亮眼的表現,具備世界一流的實力,而中台灣五金產業供應鏈緊密,從上游到下游皆有精密分工的廠商,為台灣五金產業的重鎮。
本研究以平衡計分卡之各構面發展問卷進行調查,其後以麥肯錫7S模式分析工業五金行較弱的經營層面,由合作的個案公司邀請同業填答,計105份有效問卷。研究結果發現,平衡計分卡各構面指標平均數之分析,以顧客構面為最高,代表受訪者對於此構面的認同程度是最高的,而所有指標的分數以工業五金行員工平均服務年資為最低,代表受訪者對於此指標的認同程度是最低的。應用麥肯錫7S模式分析平均分數較低的4個題項,研擬的改進方向朝著,結構要素為「單一功能性強的組織體系」,策略要素為「使用大量專業的工具之國際終端使用者」,系統要素為「穩定成長運作流程」,風格要素為「平安健康的組織文化」,人員要素為「低知識程度之人力素質」,技能要素為「具有多功能手工具開發的技術」,共享價值觀要素為「成為隱形冠軍」。

Despite the general downturn in global market, Taiwan’s hardware industry has an outstanding performance and is with world-class capability. The relationship of supply chain of hardware industry is close in central Taiwan, which means there are suppliers with precise work division from upstream to downstream and hence Central Taiwan is the center of Taiwan hardware industry.
This study is conducted with questionnaire investigation based on the development of each perspective of balanced scorecards. Next, the business process perspective, which is relatively weaker in hardware industry, is then analyzed with McKinsey 7S model. Case company of this study invites fellow companies to take questionnaire survey; and there are 105 questionnaires valid. The result of this study shows that customer perspective is the highest among the analysis of average indicators of each perspective, indicating that the respondents have the highest level of identification in this indicator. The lowest score among all indicators is the average length of service of employees in hardware industry, indicating that the respondents have the lowest degree of identification in this indicator. For the four indicators with the lowest average scores reached from the application of McKinsey 7S model analysis, the elaboration of improvement should be toward: “one single highly functional organization system” for the structure element; “international end-users who use large amount of professional tools” for the strategy element; “operational process with stable growth” for the system element; “safe and healthy organizational culture” for the style element; “manpower qualities with low level knowledge” for the staff element; “skills to develop multi-function hand tools” in the skill element; and “becoming the invisible champion” for the shared values element.

摘要 I
Abstract ii
目錄 ii
表目錄 ii
圖目錄 ii
第一章 緒論 2
1.1 研究背景與動機 2
1.2研究目的 2
1.3 研究流程與架構 2
第二章 文獻探討 2
2.1 策略相關理論 2
2.3 麥肯錫模式相關理論 2
2.3 平衡計分卡相關理論 2
第三章 研究設計 2
3.1 研究方法 2
3.2 研究架構 2
3.3 問卷題項 2
第四章 分析結果 2
4.1 個案公司之簡介 2
4.2 產業發展概況 2
4.3 平衡計分卡分析 2
4.4 麥肯錫模式分析 2
4.5 擬定競爭策略 2
第五章 結論與建議 2
5.1結論 2
5.2 建議 2
參考文獻 2


中文部份
1.于泳泓、陳依蘋(2004),平衡計分卡完全教戰守策,台北市:梅霖文化
2.司徒達賢(2005),策略管理新論—觀念架構與分析方法。台北:智勝文化事業有限公司。
3.吳安妮(2002),淺談平衡計分卡成功實施之經髓概念,會計研究月刊,第198期,頁26-32。
4.吳品清譯,Nils-goran Olve,Jan Roy,Magnus Wetter著,平衡計分卡實戰指南:提升績效的12堂必修課,(2005),台北市:麗勤管理顧問
5.林建煌(2003),策略管理,台北:智勝文化出版社。
6.金屬手工具製造產業研發聯盟(2011),金屬手工具製造產業研發聯盟結案報告,高雄:金屬手工具製造產業研發聯盟。
7.財團法人金屬工業研究發展中心(2015),金屬中心ITIS 計畫,台北:經濟部。
8.許士軍(1980) , 管理學,十版,台北:東華。
9.陳正平等譯,Robert S. Kaplan,David P. Norton著(2004),策略地圖:串連組織策略從形成到徹底實施的動態管理工具,台北市:臉譜出版:城邦文化發行
10.彭雅惠(2002),醫療產業實施平衡計分卡的問題探討,醫務管理期刊,第3卷第1期,26-36頁。
11.蘇裕惠(2000)。實施平衡計分卡的七大迷思與三大要點。會計研究月刊,179,29-34。
12.朱道凱譯 The Balanced Scorecard :Translating Strategy into Action Kaplan & Norton著作 2008.02。
13.資料來源:網路,麥肯錫7S模式-台灣Word
14.資料來源:網路,DiGiTime鐘聖雄2008.11.14

英文部份
1.Chandler, A. D.(1962).Strategy and structure.Cambridge, MA:MIT Press.
2.David P. Norton. and Robert S. Kaplan 1999. The balanced scorecard: Translating strategy into action. Harvard Business School Press.
3.Eccles, R.G. and N. Nohria (1992), 〝Beyond the hype— Rediscovering the essence of management. 〞Boston, MA: Harvard Business School Press.
4.Hofer, C. W. and D. Schendel(1978),“Strategy Formulation : Analytical Concept,” New York : West Publishing Co.
5.Ittner, C. D., and D. F. Larcker.(1998). ” Innovations in performance measurement: trends and research implications”. Journal of Management Accounting Research (September/October): 143-47.
6.Kaplan, R. S., & Norton, D. P. (2001). The strategy-focused organization: How balanced scorecard companies thrive in the new business environment. Harvard Business Press.
7.Kaplan, Robert S. & David P. Norton. 1992. The Balanced Scorecard- Measures That Drive Performance. Harvard Business Review. January-February 1992.
8.Kaplan, Robert S. & David P. Norton. 2000. Having Trouble with Your Strategy? Then Map It, Harvard Business Review. September-October 2000. 78(5):167-76, 202.
9.Kaplan,R.S.,& Norton D.P.(1996),”Using the Balanced Scorecard as a Strategic Management System”, Harvard Business Review,Vol.74(1),pp.75-85.
10.Lingle, J. H., and W. Schiemann. (1996). ”From balanced scorecard to strategic gauges: Is measurement worth it? ”. Management Review (March): 56-61.
11.Manas, T. M.,Graham, M. D.(2003).Creating a total rewards strategy: A toolkit for designing business-based plans. New York: AMACOM Div American Mgmt Assn.
12.Meliones, J. (2000). Saving Money, Saving Lives. Harvard Business Review, November-December, 57-65.
13.Niven R. Paul (2002),Balanced Scorecard Step by Step:Maximizing Performance and Maintaining Results,New York:John Wiley & Sons.
14.Olve, N., Ror,J., wetter,M. and Stockholm,(1998),Performance Drivers: A Practical Guide to Using the Balance Scorecard, John Wiley & Son Ltd.
15.Porter, M. E. (1980).Competitive strategy: Techniques for analyzing industries and competitor. New York: Free Press.
16.Rousseau, Y., and P. Rousseau (2000),Turning Strategy into Action in Financial Services. CMA Management (December/January): 25-29.
17.Thomas J. Peters and Robert H. Waterman, Jr., (2001). In Search of Excellence ,New York: Harper & Row..
18.Wright P., M. Kroll,and J. A. Parnell(1998),Strategic Management: Concepts ,Upper Saddle River,NJ: PrenticeHall.
19.Yin, P. K. (1994). Case study research. Newbury Park, CA: Sage.


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