運用平衡計分卡探討計程車車隊公司數位轉型之研究

近幾年，全球產業開始掀起數位轉型的浪潮，目前國內企業數位轉型尚處於起步階段，許多企業缺乏管理和衡量數位轉型目標績效的相關知識與方法。因此，本研究透過文獻回顧、模糊德菲法和專家問卷等嚴謹的研究流程，希望建構數位轉型平衡計分卡之評估架構，並以T大眾運輸公司為例進行探討，期望可以做為企業進行數位轉型時之績效評估依據。本研究結果顯示：1. 顧客數位服務構面為數位轉型平衡計分卡相對重要構面；2. 投資策略為財務數位轉型構面中相對重要指標；3. 顧客滿意度是顧客數位服務構面中相對重要指標；4. 企業數位化專責部門建立是內部流程數位化構面中相對重要指標；5. 在數位學習與成長構面並無特別突出之指標。本研究基於分析與探討結果，提出數位轉型平衡計分卡，做為企業規劃與執行數位轉型之參考與建議。

關鍵字

數位轉型；平衡計分卡；模糊德菲法；專家問卷

並列摘要

In recent years, the global industries have begun to set off a wave of digital transformation. At present, the digital transformation of domestic companies is still in its infancy. Many companies lack the relevant knowledge and methods to manage and measure the performance of digital transformation goals. Therefore, through the rigorous research process of literature review, fuzzy Delphi technique, and expert questionnaires, this research hopes to construct the evaluation structure of the digital transformation balanced scorecard, and discusses it with T Mass Transit Company as an example to build performance evaluation basis for digital transformation. This research shows the results as follows. 1. The customer digital service dimension is a relatively important dimension of the digital transformation balanced scorecard. 2. Investment strategy is the relatively important indicator of the financial digital transformation dimension; 3. Customer satisfaction is the relatively important indicator of the customer digital service dimension; 4. The establishment of specialized departments for enterprise digitization is the relatively important indicator in the internal process digitization dimension; 5. There are no outstanding indicators in the digital learning and growth dimension. Based on the results of analysis and discussion, this research proposes a balanced scorecard for digital transformation as a reference and suggestion for enterprises planning and implementing digital transformation.