| Summary: | 碩士 === 元智大學 === 工業工程與管理學系 === 98 === The objective of this paper is to develop a benchmarking-based business excellence model (BEM). BEM is a management tool which is used by managers to assess their enterprises and to perform the organizational change to purist business excellence. The use of BEM becomes popular in the last two decades. As we know self-assessment is crucial to be success in the implementation of BEM. The empirical evidence revealed that it is usually overrating the performance which is so-called ‘overconfidence phenomenon’ in behavioral science. It will cause a serious consequence in management if the phenomenon is ignored. In this study, a three-stage model is developed by incorporating benchmarking management in the BEM. The three-stage model includes ‘total performance benchmarking’, ‘process performance benchmarking’, and ‘process benchmarking’. A non-empirical case study is conducted to demonstrate how the three-stage model is performed. Based on the case study, it is found that the proposed model can be used as a tool for enterprises to achieve business excellence due to its incorporation of the benchmarking from not only the outcome perspective but also the process perspective. The implications are further illustrated in the following.
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