215 /302
215
臺大管理論叢
第
28
卷第
2
期
risk of operational changes resulting from variations in laws or employees”; and “D1.
Management risk is the risk caused by failure to fully communicate expectations regarding
performance, to establish relevant operational indicators, and to reach an agreement on
performance management.” Clear definitions help participants circumvent conceptual
disagreement for each criterion. Afterward, a diverse range of information was included
for conducting in-depth interviews on risk assessment and management in current FHCs in
Taiwan. The BSC was the basis of these interviews, which were designed for identifying
the criteria of an RM-BSC framework that is appropriate for the financial holding industry
(Suwignjo, Bititci, and Carrie, 2000).
This study involved interviewing eight senior managers with an average experience
of more than 10 years (Table 2) in Taiwan’s FHCs and subsidiary corporations to acquire
in-depth knowledge regarding their perception of professional capabilities. Because these
interviews involved reciprocal communication of verbal and nonverbal information
between the researchers and interviewees, we gathered information regarding
interviewees’ cognition, thoughts, feelings, and opinions by listening, observing, and
constructing the meanings for phenomena and actions. The interviews were semi-
structured. These interviewer-centered interviews were aided by interview guides.
Through open-ended questions and open dialogue, a high degree of conversational
flexibility was permitted for senior managers to express their personal perspectives and
relevant experiences. The semi-structured in-depth interview guide is shown as follows:
1. How does your department determine the overall risk limits?
2. What kind of professional skills are required in your department?
3. Continuing from the previous question, which one is the most important
professional skill?
4. Is your department involved in the decision process of a subsidiary’s new
product(s)?
5. How does your department evaluate its own overall performance?
6. In addition to the BSC’s four dimensions, is your company concerned with any
other dimensions?
7. In addition to the 21 criteria, is your company concerned with any other risk
criteria?
8. What is the degree of risk concerning the subsidiaries of your FHC?
9. How does your risk manager systematically manage multidimensional risk?