| 摘要: | 近年來，一種提供全公司整合的資訊系統－企業資源規劃系統－普遍成為企業協調跨部門活動和決策的解決方案。然而，由於相關人員的知識鴻溝，潛在地造成系統導入的失敗。因為這些鴻溝不僅可能產生軟體調整錯誤的風險和非必要的客製化，也衍生出相關人員之間的衝突。因此，知識整合在企業資源規劃系統專案中是相當重要的。 本研究的動機是想瞭解專案團隊如何成功地運用知識整合在導入複雜的企業資源規劃系統專案。本研究探討企業資源規劃系統情境中的知識整合觀點，以及影響專案團隊知識整合的重要因素，例如：彈性詮釋、集體詮釋、和知識整合機制。知識整合機制影響企業資源規劃系統成功的各種構面亦加以檢測，如：系統適配程度、系統品質、專案導入成功、以及個人和組織的影響等。這些假說在過去的研究中或許曾被提及，但沒有一項研究將其全部整合在一個理論模型中探討或實徵研究。 本研究採用郵寄問卷調查法，運用多重來源和多重方法進行資料的蒐集。所有外生變數的資料均來自於專案經理的提供，系統成功則由專案經理對專案成效的評估和使用部門經理對系統的評估共同組成。實徵結果發現：專案成員的彈性詮釋和集體詮釋對知識整合機制有正面的影響；藉由專案導入的成功，知識整合機制對系統品質、個人和組織均有正面的影響。本研究延伸資訊系統導入、組織學習、和知識整合等理論基礎並提供理論上的貢獻以及管理企業資源規劃系專案的指引。研究限制和未來研究方向亦有所討論。 In recent years, enterprise resource planning (ERP) systems, by providing firmwide integration, have become a very popular solution for coordinating activities and decisions that span multiple functions. However, knowledge gap between the stakeholders (e.g., end-users, IS department personnel, and the ERP vendor) potentially cause the unsuccessful implementation because this gap raises not only the risks of configuration errors and unnecessary customization, but also the conflicts between the different participants involved. The need for knowledge integration in the ERP project is therefore important. The motivation of this study was to develop an understanding of the factors that enable project teams to rapidly implement complex ERP projects with successful knowledge integration. This knowledge-integration view was operationalized in an ERP context and various factors that influence knowledge integration in project teams were examined. The influence of knowledge integration mechanism on various dimensions of ERP systems success including misfits of delivered system, system quality, project implementation success, and individual and organizational impacts was also tested. Many of these relationships have been assumed but no previous study integrates them into a theoretical model and empirically tests them. Multiple sources and measurement methods were used to minimize common methods bias. A two-source, two-method data collection strategy was deployed. For all exogenous constructs, team member ratings were used. For ERP system success, two different measures are used: (1) team member’s assessments of project implementation success, (2) end-users evaluations of overall system success, including misfit of delivered system, system quality, and individual and organizational impacts. The empirical results confirm that knowledge integration mechanism is improved with higher levels of flexible interpretation and collective interpretation, while the integration mechanism leads to a better system quality and impacts through project implementation success. From a theoretical perspective, this study extends IS implementation, organizational learning, and knowledge integration theory in at least five important ways. The primary contribution of this study is that of investigating the relationship between knowledge integration and ERP project implementation success. Second, a team-level theoretical model for successful knowledge integration and its sources was proposed. Third, three new scales to measure flexible interpretation, collective interpretation, and knowledge integration mechanism at project team level were developed and validated. Fourth, the relationship between technological interpretation and knowledge integration was proposed. Finally, the frame of reference for measuring IS success was extended and a scale (misfit of delivered system) was developed to incorporate the notion of ERP adaptation to organizational requirements into the IS success measure. For managers and practitioners, this study provides guidelines for managing ERP projects. Three key limitations of this study are noteworthy. First, the argument for studying knowledge integration as a group-level phenomenon necessitates using teams as the unit of analysis. Empirical work of this nature will necessarily involve aggregating data to the team level. Second, the project teams that constituted the sample are temporary teams for implementing ERP projects. The nature of these projects is expected to be sufficiently different from those implemented by stable IS units in non-ERP contexts. Finally, further research is needed to understand ERP system quality and the factors that affect it. |
