企業資源規劃(Enterprise Resource Planning, ERP)系統上線是ERP導入第一波和第二波的分界點。很多企業在ERP系統成功上線後，低估導入後階段的重要性，疏不知導入ERP系統涉及組織整體層面，導入後仍然會影響組織變革、企業流程、人、資訊技術等問題，造成ERP上線後無法符合當初所設立的目標而前功盡棄。故企業必須瞭解導入ERP後的狀況，以建立因應能力。 本研究應用Leavitt(1965)鑽石模型為研究分析基礎，透過多重個案研究方法，深入瞭解企業導入ERP的狀況，並且比較企業導入ERP的經驗，再說明ERP上線前所面臨的問題如何影響ERP上線後階段。不僅可以讓企業更加瞭解ERP導入後的問題意涵，而且還可以學習如何減輕這些問題所帶來的風險。 研究結果驗證了鑽石模式的任務、人員、技術與組織結構四大構面之間會有相互影響的關係。影響ERP導入的因素不僅會相互影響，甚至產生連鎖反應，所以，企業要確保ERP成功，讓ERP系統效益顯現出來，在不同的導入階段都必須謹慎調整與改變任務、人員、技術及組織結構，降低導入風險。 Many companies have shifted stand-alone business information systems to integrated enterprise-wide systems, enterprise resource planning (ERP). Not all of companies understand the importance of post-ERP implementation so they wouldn’t manage effectively ERP system. ERP still causes massive changes in post-ERP implementation such as organization change, business process reengineering, agent, technology and so on. Consequently, companies couldn’t achieve the full capabilities and benefits of ERP-enabled process. This study analyzed post-ERP implementation and based on Leavitt’s diamond model(1965). Using multi-cases study methodology to understand the state of ERP implementation in depth, and to compare the experience that companies implemented ERP systems. We explained the problems how the implementation problems influenced post-ERP implementation. The contributions of the study are to find problems in post-ERP implementation stage as well as to lighten the risk that these problems brought. This study has proved that the four constructs in diamond model influence each other, task, agent, technology and structure. In order to realize benefits of ERP, companies must adjust task, agent, technology and structure at ERP journey to reduce the risk of ERP.
