Abstract
The main purpose of this study is to investigate the development of the performance indicators of sustainable management in the Taiwanese bicycle industry and to perform an importance analysis. Based on the Balanced Scorecard concept, the framework of sustainable management is added. Ten experts evaluated the performance indicators of a sustainable Balanced Scorecard in the Taiwanese bicycle industry using five major categories: (1) Financial, (2) Customer, (3) Internal Business Processes, (4) Learning and Growth, and (5) Sustainable Development, and a total of 21 performance indicators were used. The analytic network process (ANP) was used to perform an importance analysis of the various performance indicators. Most of the experts suggested that for the introduction of a sustainable management strategy into the bicycle industry in Taiwan, it is necessary to include the definition of sustainable management and to improve five performance indicators: innovation process, customer satisfaction, operations process, after-sales service, and market share. According to the analysis results, this study proposed relevant management definitions and suggestions to be used as important references for decision-makers to understand the introduction of sustainable management strategies to the current bicycle industry in Taiwan.
Highlights
In today’s complex and changing business environment, enterprises must carefully develop their business strategies to gain a competitive advantage over the long term
(1) This study attempted to adjust and modify the traditional Balanced Scorecard framework and used an expert questionnaire to confirm that the introduction of sustainable management strategy into the bicycle industry should be from five major categories: Financial, Customer, Internal Business Processes, Learning and Growth, and Sustainable Development
These five dimensions can be regarded as the core of the bicycle industry’s adaptation to sustainable management strategies, and according to the 21 key projects, the performance indicators are set correspondingly to measure the effectiveness of the adaptation of sustainable management strategies
Summary
In today’s complex and changing business environment, enterprises must carefully develop their business strategies to gain a competitive advantage over the long term. How to plan and formulate strategies for enterprises plays a decisive role. With the development of environmental awareness and sustainability, market value is no longer dominated by a single performance indicator; instead, the triple bottom line (TBL) framework integrates economic, environmental, and social performance [1,2]. It has become an international focus to actively implement environmental protection and social responsibility. The implementation of a new strategy in response to this trend is necessary for enterprises to remain competitive. The issue of how to effectively integrate existing and future strategies to enhance competitiveness is an important issue that enterprises must consider
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