| 摘要: | 智慧型手機自2009年快速成長，在2020年已經相當普遍，行動網路的速度也從2G提升至2020年即將推出的5G，智慧型手機的功能及效能逐漸增加，企業間的終端裝置開始從傳統的桌上型或筆記型電腦轉變成可攜度更高的行動裝置，企業除了在營運上不斷提升績效外，如何利用行動化的方式，改善現有的作業流程、加速流程時間，尤其是作業流程愈繁複的工作，更可藉由行動商務來簡化流程，提高效率，節省成本，提升企業競爭力，利用行動化不受地點的限制，增加更多系統導入的彈性。
個案公司為國內航空業之指標公司，面對兩岸直航及廉價航空的競爭，不斷思考運用資訊科技和改善精進內部流程及資訊系統，期望提供全方位的飛行安全及旅客服務。油量控管的流程改善，一直是個案公司亟欲調整的目標，完善的油量控管將能提升飛行安全、降低油量消耗及作業的時間成本，故個案公司決定採取油量行動化系統的導入，以達到油量控管的成效。
本研究以個案公司導入即時油量行動化為研究對象，並採用Leavitt（1965）提出的應用鑽石模型理論做為分析的基礎理論，從組織、任務、技術、人員四個構面進行深入探討，並分析專案導入過程中所面臨之困難及因應方式，最後檢視導入後所帶來之效益，並瞭解其關鍵成功因素。
本研究分析結果發現，即時油量行動化的導入，為個案公司帶來指標性的意義，導入過程中且如鑽石模型所提，在四個構面皆產生互相影響，若企業需以行動化方式解決或改善原有之流程，其初期制訂因應方式及策略時，建議以鑽石模型四大構面進行分析和全面性考量，增加其導入的成功性，最後為企業帶來效益。
關鍵詞：鑽石模型、企業行動化、關鍵成功因素
;Smartphone market has grown rapidly since 2009, and smartphones are pretty widespread today in 2020. The mobile network technology commonly adopted has also changed from 2G to 5G, which is coming in 2020. The functions and performances of smartphones have been increased and improved, and the terminal equipment adopted by enterprises, which used to be conventional PCs and laptops, has also started to be replaced by mobile devices with higher portability. Besides continuous improvement of operating performance, enterprises may also adopt the concept and methods of mobility to improve existed operating procedures and to speed up processing time. Especially for tasks with complicated operating procedures, mobile commerce solutions can be introduced for the simplification of processes, which may improve efficiency, reduce costs and raise competitiveness. By utilizing the strength of being not limited by locations, enterprise mobility helps in improving the flexibility for system introduction.
The case in this study was a company that was indicative in domestic airline industry. Facing the issue of direct cross-strait transport and the competition of low-cost carriers, the case kept thinking about adopting IT technology and improving internal procedures and information system, with the hope to provide comprehensive safe flights and services for passengers. The improvement of oil volume control procedure has always been the target of case which needed to be adjusted. Sound oil volume control can improve aviation safety and reduce the consumption of oil and the time cost for relevant operations. Therefore, the case decided to introduce a mobility system for oil volume control in order to enjoy the effectiveness brought by oil volume control.
In this study, the introduction of real-time oil volume control mobility system by the case was investigated. The applied theory of diamond model proposed by Leavitt （1965） was adopted as the basis for analysis. In-depth investigation was conducted in the aspects of structure, task, technology and people, and the difficulties faced during the process of introduction and the responding measures taken were analyzed. After that, the effectiveness brought by the introduction was reviewed for the determination of the key successful factors in this case.
The results of analysis indicate that the introduction of real-time oil volume control mobility system had an indicative meaning for the case. The process of introduction matched the theory of diamond model, causing interrelated influence among the 4 aspects. If an enterprise would like to improve its existed procedure or solve problems in it by adopting the method of mobility, it is suggested that the diamond model with 4 major aspects should be adopted for analysis and comprehensive consideration in the very early stage of deciding responding measures and strategies in order to increase the chance of success for the introduction, which may finally bring effectiveness for the enterprise.
Keywords: Diamond Model, Enterprise Mobility, Key Success Factor |
