本研究旨在探討銀行分行之經營效率，並將分行依業務範圍、存款量、區位分成不同群組研究經營效率是否有所差異，研究期間為2007上半年及2008上半年，以個案銀行123家分行為研究對象，透過三階段資料包絡分析法﹝Data Envelopment Analysis，DEA﹞調整環境因素與隨機干擾因素後得出的各項效率值，了解分行之經營概況，並以Malmquist生產力指數分析了解分行生產力變動情形，研究結果發現：
1.經由環境因素與隨機干擾因素的調整後，效率值在第一階段與第三階段存在顯著的差異性，而造成個案銀行經營無效率的原因主要均為規模無效率，且大部分的分行均處於規模報酬遞增階段。因此個案銀行管理階層有必要重新檢視各分行的營運規模、人力結構、業務策略，並協助分行經理作調整。
2.在業務範圍上，以貸款、財富管理業務並重之分行經營效率優於僅以財富管理業務為主之分行。
3.在存款量上，存款量愈大經營效率愈好。
4.在區位上，區位不同對經營效率無顯著差異。

In this study, we have applied a three-stage data envelopment analysis (DEA) to evaluate the performance of 123 branches of a case bank in Taiwan in the upper half of years 2007 and 2008. Also, we have applied Malmquist Productivity Index to evaluate the performance change. The empirical results show four conclusions. (1) After adjusting input use for the separate impacts of the environmental effects and statistical noise, the considerable differences between our Stage 1 DEA results and our Stage 3 DEA results are revealed. The technical inefficiency of the case bank is mainly due to the scale inefficiency, in which most of branches are under the situation of increasing returns to scale. Thus, the supervisor of the case bank does need to review or/and to evaluate the branch's business scale, manpower allocation, and marketing strategy to guide branch managers to improve efficiency. (2) Those branches with mortgage and wealth management averagely perform better in technical efficiency than branches with wealth management only. (3) Those branches with more deposit balance perform better in technical efficiency than branches with less deposit balance. (4) There is no significant difference in efficiency among four locations.

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