| Summary: | 碩士 === 長庚大學 === 企業管理研究所 === 96 === Balanced Scorecard (BSC), proposed by Norton & Kaplan, has been regarded as the major management tools since 1990s. BSC not only measures short-term financial firm performance but also the overall long term firm performance. It covers four performance measurements - financial goals, internal processes, learning and growth, and customers - that could be linked with long-term and short-term operating strategies. Therefore, it enables firms to create their long-term competitive advantages.
The implementation of BSC involves time-lag factors because of the chain linkages among strategies, strategic action plans and measurement indicators. The causal relationship of dimensions thus has become the focus point by researchers but still has been ignored by practical users. Therefore, the main purpose of this paper is to conduct an empirical study on causal relationships of BSC through collecting data from a commercial bank which has implemented BSC for several years. The major findings are as follows.
1. Learning and growth has negative impact on internal processes in the same year.
2. Internal processes have negative impact on financial dimension in the short-term period (within one year) but have positive impact on financial dimension since the second year.
3. Risks have negative impact on customers in the short-term period but have positive impact since the second year.
4. Customers have positive impact on financial goals.
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