| 摘要: | 用方案的方式(Program-based Approach)管理多個相關的資訊科技專案以達成組織的目標─近幾年來受到學術界和實務界之關注。然而，中階主管在執行組織高層所設定的目標時，往往產生一些衝突情況。因此，組織高層設定的目標與資訊科技方案的目標如何達成配適是值得關切的。本研究基於策略共識理論(Strategy Consensus Theory)，探討資訊科技方案之目標共識是如何影響方案導入的過程以及最終的結果。本研究採用質性訪談及量化調查法深入暸解資訊科技方案導入過程中關鍵成員(方案總負責人、專案經理和資訊科技經理)之目標共識情況。具體來說，本研究包括以下二個研究：第一個研究基於策略共識理論(Strategic Consensus Theory)以及現實團體衝突理論(Realistic Group Conflict Theory)，採用實證個案研究(Positivist Case Study)，探討關鍵成員的在資訊科技方案導入時，認知的目標結構對於協調合作以及衝突解決之影響。第二個研究基於策略共識理論和第一個研究的訪談結果，探討目標共識和目標承諾的共同效益是如何影響資訊科技方案導入的結果。本研究在問卷收集採用多受測者(方案負責人、專案經驗以及資訊科技經理)填答方式以避免測量工具所造成的誤差。個案訪談和實徵結果顯示，方案導入成功與否在於關鍵成員除了對於整個方案目標有共同理解之外，此導入目標需對他們產生的利益。在二者兼具的情況下，會使導入過程中所產生的衝突被滿意的解決以及更願意彼此協調合作。此外，也會產生關鍵成員對於目標承諾的投入，進而促進他們除了在自己的專案付出心力之外也會對於整個方案導入的目標付出額外的心力。本研究對於學術上之貢獻在於發展一個適用於方案導入的理論-方案目標共識理論(Program Goal Consensus Theory)，解釋在資訊科技方案導入過程中主要成員的合作互動行為；對於實務界而言，本研究亦提供組織在導入資訊科技方案時之具體建議。The objective of this dissertation is to examine, via the lens of Strategic Consensus Theory(SCT), how the Information Technology (IT) program management approach would lead affectprogram implementation processes and final outcomes. Both qualitative and quantitativemethodologies are employed to examine the relationships between goal consensus among keyprogram members (i.e., program managers, project managers, and IT managers) and programefficiency and system outcomes of the Extended Enterprise Resource Planning (ERP II)implementations. Two specific studies are conducted in this dissertation.The first positivist case study, based upon the SCT and the Realistic Group Conflict Theory(RGCT), tests the relationship between the perceived ERP II implementation goals among keyIT program members and the satisfactory conflict resolution and coordination during theprogram implementation. The second survey study, based on the SCT, examines how jointeffects of goal consensus and goal commitment would impact ERP II program implementationsuccess and final system outcomes. A qualified observation consists of responses from threeinformants - one program manager, one project manager, and one IT manager within theprogram to avoid Common Method Variance (CMV). The contributions of this dissertationinclude:(1) The results of the qualitative case study provide insights into how the goals perceived by thekey program members would impact the IT program implementation process and its finaloutcomes. It suggested that the Top Management Team (TMT) must create compellingprogram goals for all the projects involved in the program to generate the neededcommitment and efforts for successfully program implementation.(2) The results of the quantitative survey suggest that key program members’ understanding ofprogram goals, instead of goal agreement as suggested in the existing SCT, as well as theircommitment toward program goals are critical to the IT program efficiency and IT enabled business functions. Furthermore, it also show that individual teams’ effort toward overallgoal accomplishment and their coordination for facilitating the goal accomplishment otherteams are key success factors of program implementation processes. In addition to the newtheoretical insights toward our understanding of SCT, this study also provides the firstempirical evidence in the IT literature that documents the positive relationship betweenprogram management and final system outcomes. The results suggest that a programmanagement approach is critical in facilitating IT deliveries to meet business objectives.Both studies of this dissertation, have successfully addressed the research question of “howwould the IT program management approach influence the program implementation processesand, thereby, the final program implementation outcomes?” We propose a new theory –“Program Goal Consensus Theory (PGCT)” – to explain program key members’ cooperativeinteractions phenomena during an IT program implementation process. It concludes thatprogram goals must not only be perceived as superordinate goals by all the key programmembers to generate the needed levels of commitment but also the levels of the sharedunderstanding of the program goals among all the key program members are critical to ITprogram implementation success. Furthermore, for a successful program implementation,each project team with an IT program must devote their effort toward the overall program goalsas well as the needed coordination among project teams to facilitate the other teams to achievetheir goals. |
