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论文编号：	1649
作者编号：	042253
上传时间：	2010/5/20 8:55:13
中文题目：	企业战略信息管理绩效评价研究
英文题目：	Enterprise Strategic Information Management　Value Chain Analysis　 Balanced Scorecard　Performance Evaluation
指导老师：	王知津
中文关键字：	企业战略信息管理　价值链分析　平衡计分卡　绩效评价
英文关键字：	Enterprise Strategic Information Management　Value Chain Analysis　 Balanced Scorecard　Performance Evaluation
中文摘要：	在日益动荡复杂的市场竞争环境中，用来消除不确定性的信息在企业生产经营和战略决策中占据的地位越来越重要，也日益成为一种战略性资源。一条信息可能会使一家濒临倒闭的企业起死回生，也可能造成一家发展正如日中天的企业在一夜之间陷入万劫不复的境地。因此，信息管理的重要性也随着信息重要性的与日俱增而日益提上战略地位，在信息管理发展史上也出现了“战略信息管理”这一发展阶段。但战略信息管理对企业业绩的提升到底有多大帮助，至今没有一个完整的评价的体系。而且战略信息管理为企业带来的直接和间接经济效益并存的状况，也造成了对企业战略信息管理开展绩效评价的困难。兼顾财务指标和非财务指标、定量指标和定性指标、短期目标和长期目标、内部因素和外部因素的平衡计分卡绩效评价工具，为这一问题的解决提供了一种有效方法。 本文通过分析国际竞争中信息竞争的大环境，以及企业战略管理理论和信息管理理论的发展情况，探讨了企业战略信息管理出现的现实背景和理论背景。从什么是战略信息管理、战略信息管理的作用、战略信息管理规划、战略信息管理实施等几个方面，分析了国外战略信息管理研究状况；从“战略信息管理”一词的两种切分方法：战略／信息管理和战略信息／管理入手，本文分析了国内战略信息管理的研究状况。根据国内外相关的战略信息管理研究，从信息利用的角度出发，为企业战略信息管理做了定义。 平衡计分卡从财务、顾客、内部过程和学习与成长四个方面进行绩效考核，其中内部过程维度实质上就是企业的价值链过程。而价值链既是企业信息的承载体系又是企业信息的运输渠道，是企业信息流的运动空间和路径。同时，价值链又是分析企业竞争优势的有效工具。因此，价值链是开展战略信息管理的一个合适的框架。本文首先为基于价值链开展的企业战略信息管理构建价值链模型，然后利用平衡计分卡构建基于价值链开展的企业战略信息管理的绩效评价体系。对绩效的考核评价，有利于提高企业战略信息管理的效率和效益，始终保持战略信息管理与企业战略目标的一致。
英文摘要：	The turbulence and complexity of the marketplace are increasing. Information used to decrease uncertainty has more and more importance in the corporate management and decision making. Information has been a kind of strategic resources. A piece of information can make an enterprise to be refreshed and can also make a booming enterprise belly-up. Consequently the importance of information management has been upgraded to a strategic level. The phase of “Strategic Information Management” came forth in the history of information management. But how much help can strategic information management do to the improvement of an enterprise’s performance? There is still no evaluating system. Strategic information management gives enterprises both direct and indirect economic benefit. Meanwhile, that put more difficulties to the evaluation of strategic information management performance. Delightfully, the Balanced Scorecard solves the problem, which gives attention to both financial and non-financial indicators, quantitative and qualitative indicators, short-term and long-term goals, internal and external factors. This paper analyzes the state of information competition in the international competition environment and the development of corporate strategy theory and information management theory, probing into the practical and academic backgrounds of strategic information management. From the perspectives of what strategic information management is, the effects of strategic information management, the planning of strategic information management, the implementing of strategic information management and so on, this paper discusses the studying state abroad; from the two kinds of combination of “strategy” “information” “management”, “strategic information+ management” and “strategic + information management”, the paper discusses the studying state in our country. Based on the studying in and abroad, this paper gives a definition for strategic information management from the view of information use. The Balanced Scorecard evaluates performance from the following perspectives: financial accounting, customer, internal business process, and learning and growth. The internal business process is virtually the value chain. The value chain is the carrier system and transmission channel of corporate information flow. Meanwhile, the value chain is an effective tool to analyze the competitive edge of enterprises. So, the value chain is an appropriate framework to implement strategic information management. This paper builds a value chain model for the implementation of enterprise strategic information management, and then designs an evaluation system using the Balanced Scorecard for strategic information management based on value chain. The performance evaluation has much benefit for the improvement of enterprise strategic information management, and can keep strategic information management consistent with enterprise strategy goal.
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