為因應全球化趨勢，以及在顧客需求變化愈來愈大且產品生命週期越來越短的經營環境之下取得經濟利益與優勢，組織已由以往的一間公司大規模的垂直整合(vertical integration)轉為選擇垂直虛擬整合(vertical virtual integration)，如此一方面可以只專注於自己擅長的核心領域即可，減少公司風險外也可增強核心能力，一方面突顯出和上游或下游的買賣交易與供應鏈管理的重要性。供應鏈成員透過密切的協同合作與資訊分享以期獲得供應鏈管理績效並建立長期合作關係，探討供應鏈跨組織資訊分享與夥伴關係將是本研究的研究重點。 在組織尋求獲利之下，透過降低成本、擁有具競爭力的資源(resource)與能力(capability)取得持續競爭優勢(sustained competitive advantage)，為公司創造利潤與成長。資訊科技能力(IT capability)可視為組織的能力，是實作供應鏈垂直整合的工具；商業流程特用性可視為組織為某段交易投入的資源，兩者都能幫助資訊的流通，為供應鏈帶來能見度(visibility)以達成上下游的協作(collaboration)。接著探討夥伴的權力以及知識式信任如何影響合作的意願與程度。本研究的目的將致力於找出影響「供應鏈上跨組織資訊分享」的可能因素，以及資訊分享能為組織帶來何種效益。 本研究的研究工具為問卷，樣本發放對象為天下雜誌1000大製造業公司，為符合研究探討內容與方向，故鎖定問卷填答者(informant)為業務部主管。總共郵寄出1000份，回收140份，其中1份因為填答不完整屬於無效問卷，回收率為14%，其中有效問卷139份，有效回收率為13.9%。實徵研究結果發現：(1) 夥伴的權力對組織的商業流程特用性無顯著正向影響。(2) 組織的資訊科技能力會正向影響跨組織資訊分享。(3) 組織的商業流程特用性會正向影響跨組織資訊分享。(4) 組織與合作夥伴之間的資訊分享會正向影響作業性利益。(5) 組織與合作夥伴之間的資訊分享會正向影響策略性利益。(6) 夥伴的權力與商業流程特用性的關係會受資訊科技能力的調節。(7) 組織投入的商業流程特用性與跨組織資訊分享的關係會受組織對夥伴的知識式信任的調節。 Organizations have gradually switched large-scale vertical integration into vertical virtual integration as a result of globalization and outsourcing. Facing varying customers’ changing demands and shorter product life cycle, a company can focus on its core domain to reduce the risk and enhance its core advantage, in collaboration with its supply chain partners. As such, the importance of trading with upstream or downstream partners becomes critical to its competitiveness. SCM partners may enjoy excellent SCM performance and long-term cooperative relationship through close collaboration and information sharing. Organizations obtain sustained competitive advantage by lowing costs, having competitive resource and capability for the sake of its profit and growth. Moreover, IT capability can be regarded as the ability of a company and a necessary condition in supply chain collaboration. In addition, business-process specificity can be regarded as the source for a good collaborative relationship. These can support the information flow and enhance supply chain visibility to improve collaborations among upstream and downstream partners. Under this background, this study attempts to look into how partner’s power and knowledge-based trust affect the desire and extent towards working together. A self administered research was conducted. Samples in this study were the top 1000 companies in manufacturing in Taiwan. Sales executives in these companies were invited as the respondents. Empirical results reveal that: (1) both organizations’ IT capability and organizations’ business-process specificity positively affect inter-organizational information sharing; (2) information sharing between an organization and its partners positively affects operational benefits; (3) information sharing between a organization and its partners positively affects strategic benefits; (4) the relationship between partner’s power and business-process specificity is moderated by the ability of IT; (5) the relationship between organizations’ business-process specificity and inter-organizational information sharing is moderated by organizations’ knowledge-based trust towards their partners.
