本研究調查台灣地區高科技製造商，參與導入ERP系統專案成員彼此對公司向心力與離心力的因素，是否會影響代理問題與導入專案的成功與否。本研究主要探討一些容易被忽略的非技術性因素，依據專案成員的實際導入經驗，分析離心力與向心力之間是否會影響代理問題（擁有私自資訊、逃避責任）。研究結果發現專案成員參與ERP專案後，若公司採用集權式領導與不讓專案成員接觸資訊，將容易造成專案成員擁有私自資訊的代理問題。另外，研究發現專案成員接觸公司事務，與公司員工有所互動，反而降低專案成員逃避責任的代理問題。因此，本研究認為具有保守特質的專案團隊，專案成員容易產生代理現象。 此外，專案經理的專業能力將影響專案成功與否，本研究顯示專案經理的專業能力會凝聚專案團隊的向心力，進而提升專案成功的機率。而擁有私自資訊的專案成員卻會降低專案成功機率；因此，專案的資訊透明度將有助提高專案的成功機率。最後，本研究認為企業若能在專案成員的向心力與離心力之間取得一個平衡關係，將有助於降低代理問題及成功地導入ERP系統。 The present study strives to analyze the actual practice of ERP implementation in Taiwanese high-tech manufacturers with a special focus on non-technical factors that have so far escaped the attention of many project members. The study performs one of the first empirical researches to examine the agency problems (privately-held information, shirking) caught between the centrifugal and centripetal forces influencing ERP project management. In addition to knowing whether agency theory can accurately describe the behavior of an ERP project team in situations related to privately-held information, organizations would like to know if behavior is conditioned by other considerations. The project team collecting extensive information on ERP systems tends to be more capable of solving agency problems. The research examines a new context: the centrifugal forces characteristic of an ERP project team and how these forces are related to the agency problems that influence the outcome of an ERP implementation project.
