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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 曾智揚 | zh_TW |
| dc.contributor.advisor | Chih-Yang Tseng | en |
| dc.contributor.author | 陳怡蓁 | zh_TW |
| dc.contributor.author | I-Chen Chen | en |
| dc.date.accessioned | 2023-05-05T17:30:00Z | - |
| dc.date.available | 2023-11-09 | - |
| dc.date.copyright | 2023-05-05 | - |
| dc.date.issued | 2023 | - |
| dc.date.submitted | 2023-02-10 | - |
| dc.identifier.citation | Bartram, S. M., Brown, G. W., & Fehle, F. R. (2009). International Evidence on Financial Derivatives Usage. Financial management, 38(1), pp. 185-206. doi:https://doi.org/10.1111/j.1755-053X.2009.01033.x
Belghitar, Y., Clark , E., & Judge, A. (2008). The value effects of foreign currency and interest rate hedging: The UK evidence. International Journal of Business, 13(1),43. Retrieved from https://www.proquest.com/docview/198012489/794E832557D74B24PQ/1?accountid=14229 Berkman, H., Bradbury, M. E., & Magan, S. (1997). An International Comparison of Derivatives Use. Financial Management, pp. 69-73. doi:https://doi.org/10.2307/3666128 Bessembinder, H. (2009, 4 6). Forward Contracts and Firm Value: Investment Incentive and Contracting Effects. Journal of Financial and quantitative Analysis, 26(4), pp. 519-532. Retrieved from https://www.cambridge.org/core/journals/journal-of-financial-and-quantitative-analysis/article/abs/forward-contracts-and-firm-value-investment-incentive-and-contracting-effects/5A91AC04C165D8B3D2C2F7DAFC53326D Bodnar, G. M., & Gebhardt, G. (2002, 12 16). Derivatives Usage in Risk Management by US and German Non-Financial Firms: A Comparative Survey. Journal of International, pp. 153-187. doi:https://doi.org/10.1111/1467-646X.00049 Cokins, G. (2010, 2 22). The promise and perils of the balanced scorecard. Journal of, pp. 19-28. doi:https://doi.org/10.1002/jcaf.20576 Commission, F. S. (2022). Banking Statistics. Retrieved from Banking Bureau: https://www.banking.gov.tw/ch/home.jsp?id=157&parentpath=0,4 Copeland, T. E., & Joshi, Y. (1996). Why derivatives don't reduce FX risk. Mckinsey, pp. 66-79. Retrieved from https://www.proquest.com/docview/224543752?pq-origsite=gscholar&fromopenview=true Cummins , D. J., Phillips, R. D., & Smith, S. (2013, 1 14). Corporate Hedging in the Insurance Industry. The Use of Financial Derivatives by U.S. Insurers, pp. 13-40. doi:https://doi.org/10.1080/10920277.1997.10595582 DeMarzo, P. M., & Duffie , D. (1995, 7). Corporate Incentives for Hedging and Hedge Accounting. The Review of Financial Studies, Volume 8, Issue 3, pp. 743–771. doi:https://doi.org/10.1093/rfs/8.3.743 DeMarzoM.Peter , & Duffie Darrell . (1991). Corporate financial hedging with proprietary information. Journal of Economic theory, 53(2), 頁 261-286. doi:https://doi.org/10.1080/10920277.1997.10595582 El‐Masry, A. A. (137-159, 2 2). Derivatives use and risk management practices by UK. Managerial Finance, 32(2), pp. 137-159. doi:https://doi.org/10.1108/0307435061064191 End Users Seeing Fragmentation, Reduced Liquidity and Higher Costs for Derivatives. (2015). Retrieved from ISDA: https://www.isda.org/2015/04/23/end-users-seeing-fragmentation- Froot, K. A., Scharfstein, D. S., & Stein, J. C. (1993, 12). Risk Management: Coordinating Corporate Investment and Financing Policies. the Journal of Finance, 48(5), pp. 1629-1658. doi:https://doi.org/10.1111/j.1540-6261.1993.tb05123.x Graham, J. R., & Rogers, D. A. (2002, 12 17). Do Firms Hedge in Response to Tax Incentives? The Journal of finance, 57(2), pp. 815-839. doi:https://doi.org/10.1111/1540-6261.00443 Grant, K., & Marshall, A. P. (2008, 6 28). Large UK Companies and Derivatives. European Financial Management, 3(2), pp. 191-208. doi:https://doi.org/10.1111/1468-036X.00039 Hagelin, N., & Pramborg, B. (2004, 1 6). Hedging Foreign Exchange Exposure: Risk Reduction from Transaction and Translation Hedging. Journal of International Financial Management & Accounting, 15(1), pp. 1-20. doi:https://doi.org/10.1111/j.1467-646X.2004.00099.x Jalilvand, A. (2009, 4 8). Why Firms Use Derivatives: Evidence from Canada. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences del'Administration, 16(3), pp. 213-228. doi:https://doi.org/10.1111/j.1936-4490.1999.tb00197.x Kaplan , R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic. Retrieved from https://d1wqtxts1xzle7.cloudfront.net/32320664/Kaplan_Norton_Balanced_Scorecard_-_3_articles-libre.pdf?1391518296=&response-content-disposition=inline%3B+filename%3DPutting_the_Balanced_Scorecard_to_Work.pdf&Expires=1675818738&Signature=NetbLL5CC4XbEuPIkk Kaplan , R. S., & Norton, D. P. (2004). Strategy maps: Converting intangible assets into tangible outcomes. Harvard Business Press. Knopf, J. D., Nam, J., & Thornton Jr., J. H. (2002, 12 17). The Volatility and Price Sensitivities of Managerial Stock Option Portfolios and Corporate Hedging. The Journal of Finance, 57(2), pp. 801-813. doi:https://doi.org/10.1111/1540-6261.00442 Leland, H. E. (2002, 12 17). Agency Costs, Risk Management, and Capital Structure. The Journal of Finance, 53(4), pp. 1213-1243. doi:https://doi.org/10.1111/0022-1082.00051 Liu, Q. (2021, 4 4). Interest Rates and the Duration Matching of Life Insurance Companies. Georgia State University. Retrieved from https://www.efmaefm.org/0EFMAMEETINGS/EFMA%20ANNUAL%20MEETINGS/2021-Leeds/papers/EFMA%202021_stage-2049_question-Full%20Paper_id-351.pdf Miloș , M. C., & Miloș , L. R. (2022, 10 27). Use of Derivatives and Market Valuation of the Banking Sector: Evidence from the European Union. Journal of Risk and Financial Management, 15(11), p. 501. doi:https://doi.org/10.3390/jrfm15110501 Porter, M. E. (1980). Competitive Strategy. New York, NY: Free Press. Ross, M. P. (1998). Corporate hedging: What, why and how? Institute of Business and Economic Research. Shiu, Y.-M., Wang, C.-F., Adams, A., & Shin, Y.-C. (2012). On the Determinants of Derivative Hedging by Insurance Companies: Evidence from Taiwan. Asian Economic and Financial Review, 2(4), pp. 538-552. Retrieved from https://www.proquest.com/docview/1417584726/56917DB71E464AC0PQ/1?accountid=14229 Smith, C. W., & Stulz, R. M. (1985). The Determinants of Firms' Hedging Policies. Journal of financial and quantitative analysis. ,Vol.20(4), p. 391. doi:https://doi.org/10.2307/2330757 Stulz, R. M. (1996, 3). Does the cost of capital differ across countries? An agency perspective. European Financial Management, 2(1), pp. 11-22. doi:https://doi.org/10.1111/j.1468-036X.1996.tb00026.x Stulz, R. M. (2004). Should We Fear Derivatives? Journal of Economic perspectives, 18(3), pp. 173-192. doi:https://doi.org/10.1257/0895330042162359 Stulz, R. M. (2005). Financial derivatives. The Milken Institute Review, pp. 20-31. Retrieved from https://bpb-us-w2.wpmucdn.com/u.osu.edu/dist/0/30211/files/2019/07/Demystifying-Financial-Derivatives.pdf Takao, A., & Lantara, I. N. (2009, 10 27). The Determinants of the Use of Derivatives in Japanese Insurance Companies. The Determinants of the Use of Derivatives in Japanese Insurance Companies. | - |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/87098 | - |
| dc.description.abstract | none | zh_TW |
| dc.description.abstract | The financial industry differs from other industries in that it only deals with financial products and requires a license to comply with laws and regulations. Companies need banks as business partners to enter cross-border markets as they connect their upstream and downstream supply chains. Furthermore, because Taiwan is a country that relies heavily on exports and imports, changes in exchange rates have a significant impact on corporate profits. Interest rate risk also has an impact on a company's net profit because paying interest on bank loans and other types of debt financing costs money. Market risk is a critical component of how a company manages its income. Banks can provide more services than just deposit and loan services. Banks, for example, can offer derivatives hedging solutions to help businesses manage market risks. Banks have many different types of customers, each of whom is distinctive and has different needs. This study divides banks' institutional customers into two groups: non-financial wholesale institutional counterparties and financial institution counterparties, and attempts to determine what is different and what is the same between two different counterparties' strategy maps in terms of learning and growth, internal business process, customers, and finance, in order to assist Bank T’s financial derivatives department in meeting its long-term goals of sustainable growth, based on the balanced scorecard. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2023-05-05T17:30:00Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2023-05-05T17:30:00Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | Acknowledgement II
Abstract III Table of Contents IV List of Figure VI List of Table VII Chapter 1. Introduction 1 1.1. Motivation 1 1.2. Purposes of The Case Study 2 Chapter 2. Literature Review 4 2.1. Financial Derivatives 4 2.2. Hedge 6 2.2.1. Derivatives hedging for institutional counterparty 6 2.2.2. Derivatives hedging for life insurance company 8 2.3. The Balanced Scorecard and Strategy Maps 10 Chapter 3. Methodology 15 Chapter 4. Case Analysis 17 4.1. Development of The Banking Industry 17 4.2. Banking Industry in Taiwan 18 4.3. Porter’s Five Forces Analysis 22 4.4. Case Background 24 4.4.1. Provide customers with value 27 4.4.2 Assist customers in identifying risks 28 4.5. Strategy Maps 35 4.5.1. A strategy map of Bank T’s financial derivatives business for non-financial wholesale institutional counterparty 35 4.5.2. A strategy map of Bank T’s financial derivatives business for financial institution counterparty 39 4.5.3 Comparison 42 Chapter 5. Conclusion 44 References 46 | - |
| dc.language.iso | en | - |
| dc.subject | none | zh_TW |
| dc.subject | strategy maps | en |
| dc.subject | derivatives | en |
| dc.subject | hedging | en |
| dc.subject | balanced scorecard | en |
| dc.title | 金融市場業務之策略地圖：以T銀行為例 | zh_TW |
| dc.title | Strategy Maps for Financial Market Business: The Case of T Bank | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 111-1 | - |
| dc.description.degree | 碩士 | - |
| dc.contributor.oralexamcommittee | 廖芝嫻;林姿婷 | zh_TW |
| dc.contributor.oralexamcommittee | Chih-Hsien Liao;Tzu-Ting Lin | en |
| dc.subject.keyword | none, | zh_TW |
| dc.subject.keyword | derivatives,hedging,balanced scorecard,strategy maps, | en |
| dc.relation.page | 50 | - |
| dc.identifier.doi | 10.6342/NTU202300373 | - |
| dc.rights.note | 未授權 | - |
| dc.date.accepted | 2023-02-13 | - |
| dc.contributor.author-college | 管理學院 | - |
| dc.contributor.author-dept | 企業管理碩士專班 | - |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
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|---|---|---|---|
| ntu-111-1.pdf 未授權公開取用 | 1.75 MB | Adobe PDF |
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