從跨組織知識管理角度探討ERP導入失敗─以臺灣某集團母子公司為例

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姓名

楊興亞(Hsing-ya Yang) 查詢紙本館藏

畢業系所

資訊管理學系

論文名稱

從跨組織知識管理角度探討ERP導入失敗─以臺灣某集團母子公司為例
(A Study on ERP Implementation Failure from an Inter-organizational Knowledge Management Perspective—The case of a Subsidiary Company and its Parent Company)

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摘要(中)

集團公司企圖藉由上下游垂直整合，擴大市場佔有率來提昇營業績效已經蔚為台灣製造業成長趨勢。惟上下游產業特性和所需能力不同，若無法辨明或構思引用，造成的變革衝突，在未來成長過程中若無法使用資訊系統，精確控管，集團在未來，將暴露在更大的經營風險中。研究透過質性研究和紮根理論（Grounded Theory），深入剖析企業為應對發展ERP時，流程制定與系統參數設定，因為在創新過程中到組織間的落差和缺乏信任等干擾因素，在加上對組織架構及人員結構失當，所造成權力不平衡及資源分配不當，而引發諸多跨組織知識管理問題，促使導入ERP失敗。本研究所得結果將可作為國內企業導入ERP之參考以確保競爭優勢。

摘要(英)

It has become a growing trend that Taiwanese manufacturing enterprises attempt to expand their market share to improve business performance by vertical integration. However, with the difference in the characteristics of the associated companies and the heterogeneity in required ability, if the managerial determinations cannot be clarified and implemented, conflicts caused by subsequent changes will cause the enterprises to expose to greater business risk, unless it can employ information systems to gain visibility and execute precise control. By observation, in depth interviews with staff, and internal document reviews, This case study employs the grounded theory approach to analyze the failure of an ERP implementation failure in a Taiwanese company, which is a subsidiary owned by a parent company. How the company set procedures and system parameters when they implemented an ERP system, and how it interacted with its holding company were looked into. Various factors surfaced, like, imbalance of power, misallocation of resources in the organization, and improper personnel structure caused by knowledge barriers between the subsidiary and its parent in the innovation process. These led to many communication problems in management, in turn caused the ERP implementation to fail. The results of this study may be a reference for Taiwanese companies in developing an ERP implementation project.

關鍵字(中)

★ 變革管理
★ 權力平衡
★ ERP
★ 資源分配
★ 知識障礙

關鍵字(英)

★ ERP
★ the balance of power
★ resource allocation
★ knowledge barriers
★ change management

論文目次

目錄
中文摘要--i
英文摘要--ii
誌謝--iii
目錄--iv
表目錄--viii
第一章緒論--1
1-1 研究背景與動機--2
1-2 研究目的--3
1-3 論文架構--3
第二章文獻探討--4
2-1 創新與知識--4
2-1-1 知識管理--5
2-1-2 創新變革與組織理論--7
2-1-3 個人知識對組織變革的影響--8
2-2 發展 ERP 的要因--9
2-2-1 組織合作與知識分享--9
2-2-2 組織理性互動--13
2-3 權力對ERP的影響--14
2-3-1 權力與資訊系統--14
2-3-2 系統規劃階段--15
2-3-3 系統發展階段--15
2-3-4 系統實施階段--16
2-4 進一步詮釋影響創新變革的權力--18
2-4-1 程序權力--19
2-4-2 組織權力--19
2-4-3 結構限制權力--20
2-5 紮根理論--21
第三章個案描述--24
3-1母公司(甲公司)簡介--24
3-1-1母公司(甲公司)組織圖與組織職掌表、組織分布地點--24
3-1-2甲公司近四年營運狀況--31
3-1-3 中央單位對所屬公司的服務與要求--31
3-2 個案(乙公司)簡介--32
3-2-1 緣起--32
3-2-2 乙公司簡介-- 33
3-2-3 甲公司對乙公司承諾--37
3-2-4 乙公司面臨甲公司的挑戰--37
3-3 個案公司缺乏IT作業環境的困境--38
3-3-1 營運管理部遇到接單瓶頸--38
3-3-2 工程開發障礙--39
3-3-3 供應鏈應有的功能--40
3-3-4 生產管理之困境--41
3-3-5 經管報表分析後的真相--42
3-4 乙公司應變內外環境必要的IT作業情境--43
3-4-1 為何需要設置新的ERP系統--44
3-4-2 建立一套符合現況ERP作業系統--45
3-5 甲公司資訊部導入乙公司系統的態度--46
3-5-1 甲公司中央資訊處的功能--46
3-5-2 集團中央資訊處的情境--47
3-5-3 甲公司要導入的動機--47
3-5-4 本案在資訊長主導下的作法--47
3-6 系統無法導入對乙公司的影響與危機--48
3-6-1 接到訂單的痛苦--48
3-6-2 乙公司的作法--49
3-7 結論--49
第四章研究方法--51
4-1 資料收集--52
4-2 個案介紹--53
4-3 資料分析--55
4-4 研究嚴謹度--56
第五章研究分析--58
5-1 集團e 化與因果條件--58
5-2 脈絡因素--60
5-2-1 專案特性--60
5-2-2 知識特性--61
5-2-3 組織特性--61
5-3 干擾條件--62
5-3-1 組織間落差--63
5-3-2 缺乏信任--65
5-4 行動/互動策略--66
5-5專案目標失敗--67
第六章結論與建議--68
6-1 結論--68
6-2 建議--68
參考文獻--74
附錄一、訪談調查—訪談大綱--87
附錄二、訪談記錄--89
附錄三、訪談記錄：語幹編碼內容統計；分析與整理--99
圖目錄
圖2.1 知識分享過程圖--10
圖2.2 顧客關係圖--11
圖3.1 甲公司組織--25
圖3.2 甲公司矩陣式結構組織分布地--25
圖3.3 甲公司在矩陣式結構下組織管理模式--26
圖3.4 甲公司新設事業架構圖(2002年)--28
圖3.5 組織架構--34
圖3.6 甲乙公司組織層級關係圖--43
圖3.7 中央資訊功能說明--46
圖4.1 本研究流程圖--50
圖5.1 跨組織知識分享模式之社會互動架構與脈絡因子--57
圖5.2 領域導向的知識分享--62
圖5.3 IT 導向的知識分享--63
圖6.1 透過中介單位的IT導向和領域導向的知識分享--68
圖6.2 本研究歸納之概念性模式--70
表目錄
表2.1 促進創新變革的組織特徵--8
表2.2 創新過程中關鍵的個人作用--9
表3.1 甲公司組織職掌表--27
表3.2 甲公司各事業群佈局說明--29
表3.3 甲公司各新設事業單位績效與分攤規定--30
表3.4 甲公司90年至93年營業成果統計--31
表3.5 組織架構職掌規劃--35
表4.1 訪談背景與內容--52

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指導教授

范錚強

審核日期

2010-8-4

推文