The purpose of this thesis is to propose a standard strategic control model for the Technology Parks(TP) in Korea. The standard strategic control model basically consists of Balanced Scorecard(BSC) which clearly communicate mission, core value, vision, and strategy throughout the entire organization. This thesis also presents the standard strategy map which corresponds to BSC.
We gather survey data and information about the outcomes and performance of 17 technology parks(TP) all over the country. The data and information are analyzed on the basis of the five guiding principles for organizational change, which are proposed by Kaplan and Norton(2001). The five principles are necessary for the "Strategy Focused Organization(SFO) for strategic enterprise management".
The five principles are as follows;
1. embodiment of mission and vision of the organization, and development of strategy maps aligned with vision and strategy
2. creation of synergetic effects through alignment of strategy by cascading of strategy for the entire organization
3. strategic awareness by all members of the organization through personal BSC and balanced paychecks(incentive compensation based on BSC key performance measures)
4. strategic learning and analysis of strategy in continuous fashion by linking budgets and strategies
5. Incessant innovation and organizational change by the leadership of CEO.
The analyses of the data show that almost all of seventeen TPs are not managed in accordance with the above mentioned five principles. For example, the number of TPs that follow the first principle is small. Only three TPs have mission statement. But sixteen TPs set up vision and core strategy in rudimentary fashion. Only one TP sets up full strategy map to delineate her vision and strategy. With respect to the principle 2 through 5, none of seventeen TPs developed systems suitable for the implementation of the principle 2 through 5.
In the model developed in this thesis, mission that is put on the top of strategy map is set up as "The promotion of local economy by strengthening competitiveness of local industry". With respect to the core values, we propose justice, service, and cooperation. The vision is defined as a local innovation center with a global competitiveness through the collaboration between companies, universities, R&D institutes, and local government. Three perspectives are proposed to reflect the nonprofit characteristics of the institutes. They are "Result perspective", "Service perspective", and "Learning and growth perspective". In view of "Result perspective" that combines "Financial perspective" and "Customer perspective", the strategic objectives are divided into (1) strengthening industry competitiveness for regional economy and (2) financial independence of TP. "Internal business process perspective" is named as "Service perspective." In oder to highlight the meaning of Service perspective, four strategic objectives are suggested, which include expanding R&D support for the regional firms, acceleration of commercialization of innovation, stimulation of investment, enforcement of collaboration networks, and broadening of supporting infrastructure. Finally "Learning and growth perspective" include four strategic objectives; Education of creative brains, management system for internal resources, and efficient management of human resources.