The Research of Balanced Scorecard – Taiwan Water Supply Corporation (TWSC) Case Study

• Main Authors: Chao-Shih Lin, 林昭仕
• Other Authors: Edward K Hwang
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/52886233541663144034

碩士 === 中華大學 === 經營管理研究所 === 95 === Abstract Taiwan Water Supply Corporation provides water to the public and business corporations for more than 30 years, and it really helps the societal and economic developments. In general, TWSC is one of the state-run companies which are responsible for their earned revenues. However, TWSC must fulfill some policy goals for the state. For example, TWSC should provide water to urgent water users and isolated areas no matter how much it costs. Anyway, the purpose of TWSC is different from the private companies which only concerned with costs and benefits. Therefore, how to create innovative plans for performance management, how to integrate the company’s resource, how to encourage its employees, how to strengthen the competitiveness power of the company, and how to improve the managing performance is an important issue for the TWSC. This reach would like to apply the “Balanced Scorecard” and “Strategy Maps” to improve the managing capacity for the TWSC. The “Balanced Scorecard” mainly describes how to measure the strategic goals for the organizations by using multiple dimensions. The “Strategy Maps” tends to apply the cause-effect objective systems model in order to create concrete and visible vision as well as missions for the organizations. The purposes of this study are to evaluate the feasibility of the “System of Job Responsibility” of the TWSC, to design the strategic indicators of the “Balanced Scorecard” for the TWSC, and to analysis the results of the survey and an interview to provide some suggestions to improve the operational performance for the TWSC. The research methods include qualitative and quantitative ones: literature review, case study, interview and survey to enrich the contents of this thesis. 1500 questionnaires were delivered and 1239 came back in May, 2006, so the response rate is 82.6%. By subtracting the useless 199 questionnaires, the total useful questionnaires are 1040, so it is 83.9% for the returning percentage. The sampling error rate is between ±3.10% at the confident level 95%. The data analyses include descriptive statistic analysis, credibility analysis, factor analysis, t testing, ANOVA, Schaffe’s testing etc. The results show as the following: in term of the System of job responsibility of the TWSC, “it can achieve the company’s vision and missions” is the most popular, and “it can encourage the employees” is the less popular. By factor analysis, this research induces 48 strategic indicators. There are 15 strategic indicators for the Learning and Growth Perspective; the explained variance is 18.620%. The Financial Perspective has 12 strategic indicators; the explained variance is 14.879%. The Internal Processes Perspective has 11 strategic indicators; the explained variance is 14.362%. The Customer Perspective includes 10 strategic indicators; the explained variance is 12.308%. All in all, the total explained variance is 60.169%, and the Eigenvalues for the 4 perspectives are 8.938, 7.142, 6.894, and 5.908 respectively. Finally, “Learning and Growth Perspective” induces 2 strategic indicators: “encouraging the employees” and “constructing the most efficient team.” The “Internal Processes Perspective” has 1 Strategic dimension: “strengthening the MBO for the operations.” The “Financial Perspective” has 2 strategic dimensions: “well-managing finances to increase revenue” and “saving costs and well-use for the resource.” The “Customer Perspective” has 2 strategic dimensions: “promoting the effectiveness of customer service” and “creating a good service environment.”