發(fā)布時(shí)間：2018-05-03 05:07

  本文選題：平衡計(jì)分卡 + 戰(zhàn)略執(zhí)行系統(tǒng)模型�。� 參考：《廣西大學(xué)》2017年碩士論文

【摘要】：平衡計(jì)分卡(Balance Scorecard)是用來(lái)設(shè)計(jì)戰(zhàn)略、執(zhí)行戰(zhàn)略、管理戰(zhàn)略的戰(zhàn)略管理工具之一,在國(guó)內(nèi)外企業(yè)已得到廣泛應(yīng)用。自1996年引入我國(guó)以來(lái),平衡計(jì)分卡在本土企業(yè)實(shí)踐應(yīng)用中帶來(lái)突破性的成果。本研究運(yùn)用平衡計(jì)分卡的經(jīng)典理論思想和戰(zhàn)略執(zhí)行的實(shí)踐研究成果,吸收國(guó)內(nèi)外優(yōu)秀企業(yè)應(yīng)用平衡計(jì)分卡的戰(zhàn)略選擇成功經(jīng)驗(yàn),以SK集團(tuán)為對(duì)象進(jìn)行實(shí)證研究,試圖設(shè)計(jì)適合于SK集團(tuán)自身的計(jì)分卡戰(zhàn)略執(zhí)行系統(tǒng)模型,來(lái)提高SK集團(tuán)的戰(zhàn)略管理水平及戰(zhàn)略執(zhí)行力。SK集團(tuán)經(jīng)過(guò)近二十多年的發(fā)展,正處在規(guī)模擴(kuò)大化的關(guān)鍵轉(zhuǎn)折期,把握這個(gè)機(jī)遇對(duì)于SK集團(tuán)是至關(guān)重要的階段。確保五年發(fā)展戰(zhàn)略目標(biāo)的實(shí)現(xiàn),這對(duì)戰(zhàn)略管理工具的選擇至關(guān)重要。本文以SK集團(tuán)戰(zhàn)略執(zhí)行方面存在問(wèn)題為研究背景,整合應(yīng)用平衡計(jì)分卡、戰(zhàn)略執(zhí)行經(jīng)典理論思想,論證SK集團(tuán)導(dǎo)入平衡計(jì)分卡的必要性,對(duì)SK內(nèi)部關(guān)鍵因素、外部行業(yè)環(huán)境和競(jìng)爭(zhēng)環(huán)境進(jìn)行分析,并列舉SK集團(tuán)典型戰(zhàn)略主題指標(biāo)做量化分析,開(kāi)發(fā)集團(tuán)、部門(mén)、員工層面的四維度計(jì)分卡執(zhí)行體系,最終對(duì)計(jì)分卡戰(zhàn)略執(zhí)行系統(tǒng)的效果進(jìn)行可信度評(píng)估檢驗(yàn),來(lái)確保整體戰(zhàn)略執(zhí)行體系的可操作性。本研究有助于我們深入理解集團(tuán)型企業(yè)在實(shí)施平衡計(jì)分卡構(gòu)建戰(zhàn)略執(zhí)行體系所具備的內(nèi)部關(guān)鍵必要性因素和在外部行業(yè)競(jìng)爭(zhēng)環(huán)境條件的“戰(zhàn)略平衡”問(wèn)題,從公司治理結(jié)構(gòu)、內(nèi)部風(fēng)險(xiǎn)控制、戰(zhàn)略人力資源管理、IT信息化管理系統(tǒng)等不同視角下的平衡計(jì)分卡應(yīng)用系統(tǒng)研究,試圖設(shè)計(jì)一個(gè)計(jì)分卡戰(zhàn)略執(zhí)行系統(tǒng)理論框架模型,來(lái)解決集團(tuán)型企業(yè)面臨的戰(zhàn)略執(zhí)行的問(wèn)題,并提供方向性的借鑒和指導(dǎo)。另一方面,本研究可以創(chuàng)新和拓展戰(zhàn)略執(zhí)行、平衡計(jì)分卡實(shí)踐方面的研究。
[Abstract]:Balance Scorecard is one of the strategic management tools used to design, execute and manage strategy, which has been widely used in domestic and foreign enterprises. Since its introduction into China in 1996, balanced Scorecard (BSC) has brought breakthrough results in the practical application of local enterprises. Based on the classical theory of balanced scorecard and the practical research results of strategy implementation, this study absorbs the successful experience of applying balanced scorecard in domestic and foreign enterprises, and takes SK Group as the object of empirical research. This paper attempts to design a strategy execution system model suitable for SK Group, in order to improve the strategic management level and strategic execution of SK Group. After more than 20 years of development, Sok Group is in the critical transition period of scale expansion. Seizing this opportunity is a critical stage for SK Group. Ensuring the achievement of five-year development strategy objectives is critical to the choice of strategic management tools. Based on the research background of SK Group's strategic implementation problems, this paper integrates the application of balanced Scorecard and the classical theory of strategic execution, demonstrates the necessity of SK Group's introduction of balanced Scorecard, and points out the key factors within SK. The external industry environment and competition environment are analyzed, and the typical strategic thematic indicators of SK Group are listed to do quantitative analysis, development group, department, staff level of the four-dimensional scorecard implementation system, Finally, the effectiveness of the scorecard strategy implementation system is evaluated and tested to ensure the maneuverability of the overall strategy implementation system. This study is helpful for us to deeply understand the internal key necessity factors in the implementation of balanced Scorecard and the "strategic balance" of the competitive environment conditions in the external industry, from the perspective of corporate governance structure. Internal risk control, strategic human resources management, IT information management system and other different perspectives of balanced scorecard application system research, trying to design a scorecard strategic implementation system theoretical framework model, To solve the strategic implementation problems faced by group enterprises, and provide directional reference and guidance. On the other hand, this study can innovate and expand the implementation of strategy, balanced Scorecard practice research.
【學(xué)位授予單位】：廣西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F49

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本文編號(hào)：1837088