組織變革中導入EIP之研究－ 以互動性鑽石模型為基礎;A study of Implementing EIP during Organization Change - Based on Diamond Model

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題名:	組織變革中導入EIP之研究－以互動性鑽石模型為基礎;A study of Implementing EIP during Organization Change - Based on Diamond Model
作者:	洪雅蘋;Hung,Ya-Ping
貢獻者:	資訊管理學系碩士在職專班
關鍵詞:	企業資訊入口網站;鑽石模型;Enterprise Information Portal;diamond model
日期:	2012-07-03
上傳時間:	2012-09-11 19:13:05 (UTC+8)
出版者:	國立中央大學
摘要:	企業資訊入口網站（Enterprise Information Portal,EIP），是企業為解決龐大組織內，員工需依各種情況與條件，花費大量的時間至各系統尋找所需的資訊，所提出一個標準化的資訊共享平台。很多企業在建置EIP系統時，低估導入前階段的組織活動的配合，導致導入後EIP成效不彰，這是企業不了解導入EIP系統涉及組織整體層面，必須全面針對企業流程、人、資訊技術進行調整，而造成EIP上線後無法符合當初所訂定的專案願景而前功盡棄。故企業必須瞭解導入EIP後的狀況，以建立未來導入EIP時的因應能力。本研究應用Leavitt（1965）鑽石模型為研究分析基礎，透過個案公司二階段導入的多重個案研究方法，深入瞭解企業導入EIP的狀況，並且比較企業導入EIP的經驗，再說明EIP上線前所面臨的問題如何影響EIP上線後階段。不僅可以讓企業更加瞭解EIP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。本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EIP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EIP成功，讓EIP系統效益符合當初所設想的願景，在不同的導入階段都必須謹慎調整資源的分配與改變任務、人員、技術及組織結構，降低導入風險。Enterprise Information Portal （EIP）, is a standardized information sharing platform, which is to resolve employees spending too much time to find the information they need within a huge organization by a variety of situations and conditions.Lots of enterprises underestimated the cooperation between organization activities before the implementing stage of EIP, and lead to the ineffectiveness of EIP system after implementing, this is because enterprises do not understand the implementation of the EIP is involved with organization-wide level, it must be completely adjusted for business processing flows, staffs and information technology, thus caused the EIP cannot meet the original target of the project after it go live, and all efforts wasted. So enterprises need to understand the status after implementing EIP, able to get responsive ability to implement EIP in the future.This study utilizes Diamond model of Leavitt （1965） as a basis for researching and analyzing, through example company's 2-stage multiple case study approach, to gain an in-depth understanding of enterprises EIP implementation, to compare the experiences, and to describe how the problems occurred before will affect the system after EIP going live. Not only can make enterprises understand more about the implications of the issue after the EIP implementation, but also learn how to mitigate the risks arising from these issues.The results of this study verify the affection of each other between the four dimensions of tasks, personnel, technology and organization in the Diamond model. The factors affecting implementation of EIP not only affect each other, but even causing chain reactions. Therefore, enterprises would like to ensure the EIP successful, let the EIP system benefits in line with original target, they need to be careful to adjust resource allocation, tasks changing, personnel, technology and organizational structure in different stages, thus reduce the risk.
顯示於類別:	[資訊管理學系碩士在職專班 ] 博碩士論文

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