This study aims to construct performance evaluation indicators for the public museums in Taiwan. The findings reveal that the Balanced Scorecard can be a useful instrument for connecting the museum’s visions and strategic goals and evaluating its performance. It can assist the pubic museums in operating optimally as the management provides a holistic approach. To adapt to environmental change and organizational goal, the BSC can be modified for use in public museums by rearranging the scorecard structure. Besides, Delphi and AHP can provide sufficient expert knowledge in rating the possible impact of each indicator. Finally, the paper suggests a BSC evaluation framework for public museums, including 5 perspectives, 14 strategic objectives and 60 indicators with different appropriateness and priority in application. Due to the uniqueness of each museum, it can choose or develop the performance indicators that best reflect the nature and need of the museum. This study seems to highlight the strategic management and the importance of the vision of the museum to guide the selection of the PIs. The findings also reveal that human resources should be covered in the learning and growth perspective and community indicators are included in the internal process perspective. It is not surprising to note that the customer measures are still important as the core measure of success, especially about the service improvement. The study also appears that the financial perspective and PIs are not afforded much importance as they should be. Another fact is that professional innovation is given high priority that may lead to achievement of competitive advantage, especially for the central public museums. Furthermore, the relative unimportance of technology application may be interpreted that public museums are lacking the competency of information technology.
英文關鍵字
Public Museum, Evaluation Indicators, Balanced Scorecard
