企業流程再造與企業資源規劃系統效益間關係之探索性研究

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：34

、訪客IP：3.143.7.73

姓名

王瑩珍(Ying-Jen Wang) 查詢紙本館藏

畢業系所

資訊管理學系

論文名稱

企業流程再造與企業資源規劃系統效益間關係之探索性研究
(An Exploratory Study of the Relationship between BPR and ERP system benefits)

相關論文

★ IT治理原則與施行之個案研究	★ 企業採用資訊交換平台之影響因素－以國內投信及證券業為例
★ 組織文化與知識管理科技採用關係之探討	★ 企業資源規劃系統與組織知識分享關係之探討
★ 引用本體論至相關文件檢索之研究	★ 政府機關推行網路申辦業務的影響因素-以土地、建物買賣登記為例
★ 內容調整之網路最適化模擬

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

論文摘要
現在有許多的公司導入ERP來整合公司舊有的系統與運作模式，然而成效卻往往不如預期，甚至導入失敗。究其原因為何？根據過去的研究，BPR已被廣泛的認定是導入ERP系統之前的必要步驟及其一關鍵成功因素，儘管BPR已被廣為認知應在導入ERP之前實行，但卻缺乏了明確的實證性研究來定義如此的關係。本研究之目的要探索BPR的活動與相對應的ERP系統效益之間的關係。我們使用來自USGAO所提出的BPR通用的評估模式，當作問卷調查中用來評估BPR實行的狀況，在此分為三個面向來討論；而在另一方面，公司實行ERP一定要從建置中獲取利益，因此，由ERP實行所帶來的利益型態被分成五個面向來探討。將本調查問卷郵寄給台灣1000大製造業的MIS管理者，研究結果指出「BPR專案的執行力」影響著ERP系統實行的成功，並且「績效的衡量」與ERP所帶來的五種利益呈正相關。我們期望本研究可以提供一個企業在策略階層上整合BPR活動與ERP系統的準則。

摘要(英)

Abstract in English
Many companies have introduced ERP systems for integrating elder systems or operating model, but the benefits were not in expectation, even the introduction was a failure. Why were they failed? According to the pervious researches, BPR has been widely recognized as a required precedent step and a critical successful factor for the EPR implementation. Though it is well recognized that BPR should be implemented prior to the introduction of ERP, there is a lack of insightful empirical study to define such relations. The objective of this research is to explore the relationship between BPR activities and the corresponding ERP benefits. The generic BPR process assessment framework from US Government Accountability Office was used as the survey instrument to assess the implementation of BPR. This instrument was divided into three dimensions. On the other hand, companies implementing ERP systems must expect to benefit from the installation. Therefore, the types of benefits coming from ERP implementation are classified into five dimensions. A survey questionnaire was mailed to MIS managers of top 1000 manufacturers in Taiwan. The results indicate that BPR project execution influences the success of ERP implementation and the performance measures are positively correlated with all of the five ERP benefits. We expect that this research could provide the guidance for integrating BPR activities into an ERP system at the strategic level.

關鍵字(中)

★ 績效的衡量
★ 企業流程再造的活動
★ 評估
★ 專案的執行力
★ 企業資源規劃的效益

關鍵字(英)

★ assessment
★ performance measures
★ project execution
★ BPR activities
★ ERP benefits

論文目次

Table of Contents
1 INTRODUCTION 1
1.1 RESEARCH BACKGROUND AND MOTIVATION 1
1.2 RESEARCH QUESTIONS 2
1.3 RESEARCH PROCESS AND THESIS STRUCTURE 3
2 LITERATURE REVIEW 5
2.1 BPR AND BPMS 5
2.2 ERP IMPLEMENTATION 7
2.3 BPR AS ERP PRECEDENT 8
3 THEORETICAL FRAMEWORK 10
3.1 BPR PROCESS ASSESSMENT 10
3.2 ERP BENEFITS 12
3.3 RESEARCH MODEL OF BPR AND ERP 14
4 RESEARCH HYPOTHESES 15
4.1 DECISION MAKING, STRATEGIC, IT INFRASTRUCTURE AND ORGANIZATIONAL BENEFIT 15
4.2 NEW PROCESS DEVELOPMENT, MANAGERIAL AND ORGANIZATIONAL BENEFIT 16
4.3 PROJECT IMPLEMENTATION, OPERATIONAL, MANAGERIAL AND ORGANIZATIONAL BENEFIT 17
5 RESEARCH METHOD AND DATA COLLECTION 19
5.1 RESEARCH DESIGN 19
5.2 DATA COLLECTION 21
6 DATA ANALYSIS 23
6.1 DEMOGRAPHICS 23
6.1.1 Sample Characteristics 23
6.1.2 BPR and ERP implementation stages 25
6.2 DATA USABILITY ANALYSIS 27
6.3 INSTRUMENT QUALITY ANALYSIS 28
6.3.1 Validity - convergent validity and discriminant validity 28
6.3.2 Reliability analysis 30
6.4 HYPOTHESIS TESTING 31
6.4.1 One-sample t test 31
6.4.2 Multivariate analysis-aggregated model 34
6.5 MULTIVARIATE ANALYSIS-DISAGGREGATED MODELS 38
6.5.1 Multivariate analysis-disaggregated model (1) 39
6.5.2 Multivariate analysis-disaggregated model (2) 42
6.6 SUMMARY OF FINDINGS 45
7 CONCLUSION 48
7.1 DISCUSSION 48
7.2 MANAGERIAL IMPLICATION 49
8 LIMITATIONS AND FUTURE RESEARCH DIRECTIONS 53
8.1 LIMITATIONS 53
8.2 FUTURE RESEARCH DIRECTIONS 54
REFERENCES 56
APPENDIX A: CANONICAL CORRELATION ANALYSIS 61
APPENDIX B: QUESTIONNAIRE 66

參考文獻

References
1. Alan, R., Traci, A., Gigi, G., “Breaking the rules: success and failure in groupware-supported business process reengineering”, Decision Support Systems, 2003, Vol.36, Iss.1, pp.31-47.
2. Appleton, E., “How to Survive ERP”, Datamation, 1997, Vol.43, Iss.3, pp.50-53.
3. Arendt, C., Landis, R., Meister, T., “The human side of change – part 4”, IIE Solutions, 1995, pp.22-27.
4. Barrett, J., “Process visualization. Getting the vision right is key”, Information Systems Management, 1994, Vol.11, No.2, pp.14-23.
5. Bashein, B., Markus, M., Riley, P., “Precondition for BPR success and how to prevent failures”, Information Systems Management, 1994, Vol.11, Iss.2, pp.7-13.
6. Benjamin, L., “A framework for managing IT-enabled change”, Sloan Management Review, 1993, Vol.34, Iss.4, pp.23-33.
7. Berrington, C., Oblich, R., “Translating reengineering into bottom-line results”, Industrial Engineering, 1995, Vol.24, Iss.1, pp.24-27.
8. Bingi, P., Sharma, MK, Godla, Jayanth K., “Critical Issues Affecting an ERP Implementation”, Information System Management, 1999, Vol.16, Iss.5, pp.7-14.
9. Buckhout, S., Frey, E. and Nemec, J. Jr, “Making ERP succeed: turning fear into promise”, Journal of Strategy and Business, 1999, Vol.17, Iss.2, pp.60-72.
10.Carlino, J., Kelly, J., “AMR Research predicts ERP Market will reach $66.6 billion by 2003”, AMR Research, 1999.
11.Carr, D. “Managing for effective business process redesign”, Cost Management, 1993, pp.16-21.
12.Carr, D, Johansson, “Best Practices in Reengineering: What Works and What Doesn’t in the Reengineering Process”, McGraw-Hill, New York, NY., 1995.
13.Cooke, D.P. and Peterson, W.J., “SAP implementation strategies and results,” The Conference Board, Research Report, 1998.
14.Cooper, R., Markus, M., “Human Reengineering”, Long range planning, 1995, Vol.28, Iss.6, pp.125.
15.Cooper, D. R., Schindler, P. S., “Business Research Methods 7ed”, McGraw-Hill, 2001.
16.CSC Index, “State of Reengineering Report”, North America and Europe, CSC Index, Inc, London, 1994.
17.Davenport, T., “Process Innovation: Reengineering Work through Information Technology”, Harvard Business School Press, Boston, MA., 1993.
18.Davenport, T., “Putting the Enterprise into the Enterprise System”, Harvard Business Review, 1998, Vol.76, No.4, pp.121-131.
19.Davenport, T., “Mission Critical: Realizing the Promise of Enterprise Systems”, Harvard Business School Press, 2000, pp.335.
20.DeVellis, R. F., “Scale development Theory and Applications”. London: SAGE, 1991.
21.Dixon, J., Arnold, P., Heineke, J., Kim, J., Mulligan, P., “Business process reengineering: improving in new strategic directions”, California Management Review, 1994, Vol.36, Iss.4, pp.93-108.
22.Feltes, P., Karuppan, C., “Reengineering: getting down to the business of doing business”, Industrial Management, 1995, Vol.37, No.4, pp.3-11.
23.Furey, T., “A six-step guide to process reengineering”, Planning Review, 1993, Vol.21, Iss.2, pp.20-23.
24.Guha, S., Kettinger, W., Teng, T., “Business process reengineering: building a comprehensive methodology”, Information Systems Management, 1993, Vol.10, No.3, pp.13-22.
25.Hall, J., Rosenthal, J., Wade, J., “How to make reengineering really work”, Harvard Business Review, 1993, Vol.71, Iss.6, pp.119-131.
26.Hamid R. A., “An Examination of the Role of Organizational Enablers in Business Process Reengineering and the impact of Information Technology”, Information Resources Management Journal, 2004; Vol.17, Iss.4, pp.1-19.
27.Hammer, M., “Reengineering work: don’t automate, obliterate”, Harvard Business Review, 1990, Vol.68, No.4, pp.104-112.
28.Hammer, M., Champy, J., “Reengineering the corporation: a manifesto for business revolution”, Harper Business, New York, NY.,1993.
29.Hammer, M., Stanton, S., “The reengineering revolution”, HarperCollins, New York, NY., 1995.
30.Harrison, D., Pratt, M., “A methodology for reengineering businesses”, Planning Review, 1993, Vol.21, Iss.2, pp.6-11.
31.Holland, D., Kumar, S., “Getting past the obstacles to successful reengineering”, Business Horizons, 1995, Vol.38, Iss.3, pp.79-85.
32.Jackson, N., “Business process re-engineering ’96”, Management Services, 1997, Vol.41, Iss.2, pp.34-36.
33.John P., “The value of business process management”, Enfield, 2006, Vol.50, Iss.1, pp.38-40.
34.Kettinger, W., Teng, J., Guha, S., “Business process change: a study of methodologies, techniques, and tools”, MIS Quarterly, 1997, Vol.21, Iss.1, pp.55-98.
35.Moad, J., “Does reengineering really work”, Datamation, 1993, Vol.39, Iss.15, pp.22-28.
36.Nah, F. F., Lau, J. L., Kuang, J., “Critical factors for successful implementation of enterprise systems”, Business Process Management Journal, 2001, Vol.7, Iss.3, pp.285-296.
37.Nah, F. F., Lau J. L., Kuang J., “ERP implementation: chief Information officers’ perceptions of critical success factors”, International Journal of Human-Computer Interaction, 2003, Vol.16, Iss.1, pp.5-22.
38.Nunnally, J., “Psychometric Theory”, McGraw-Hill, NY, 1978.
39.Rajiv K., Ellen H., “Towards Developing a Framework for Measuring Organizational Impact of IT- Enabled BPR: Case Studies of Three Firms”, New York, 2006, Vol.37, Iss.1, pp.40-59.
40.Rastogi, P., “Nature, significance and rationale of business process reengineering”, Productivity, 1994, Vol.35, No.3, pp.467-476.
41.Shankarnarayanan, S., “ERP systems––using IT to gain a competitive advantage”, 2000, available .
42.Shang, S., Seddon, BP., “Assessing and managing the benefits of enterprise systems: the business manager's perspective,” Information Systems Journal, 2002, Vol.12, Iss.4, pp.271-299.
43.Smith, H. and Fingar P., “The Third Wave of Business Process management”, Meghan-Kiffer Press, 2003.
44.Stanton, T., Hammer, M., Power, B., “Reengineering: getting everyone on board”, IT Magazine, 1993, Vol.25, No.4, pp.22-27.
45.Stein, T., “Making ERP add up––enterprises that implemented enterprise resource planning systems with little regard to the return on investment are starting to look for quantifiable results”, Information Week, 1999, May 24, pp.59.
46.Subhash, S., “Applied multivariate techniques”, John Wily & Sons Inc., Canada, 1996.
47.Sumner, M., “Critical success factors in enterprise wide information management systems projects”, Special Interest Group on Computer Personnel Research Annual Conference, 1999, pp.297-303.
48.Sweat, J., “Enterprise Application Suites are Becoming a Focal Point of Business and Technology Planning”, InformationWeek, 1998, No.704, pp.42-52.
49.Talwar, R., “Business re-engineering – a strategy-driven approach”, Long Range Planning,, 1993, Vol.26, No.6, pp.22-40.
50.Tor, G., Wendi, B., “Empirically assessing the impact of BPR on manufacturing firms”, International Journal of Operations & Production Management, 1996, Vol.16, Iss.8, pp.5-28.
51.Towers, S., “Business Process Re-engineering: a Practical Handbook for Executive”, Stanley Thomas Ltd, Cheltenham, 1994.
52.USGAO, “Business Process Reengineering Assessment Guide”, United States General Accounting Office, Accounting and Information Management Division, 1997, GAO/AIMD-10.1.15, pp.1-75.
53.Wee, S., “Juggling toward ERP success: keep key success factors high”, ERP News, 2000, February, available
54.Zairi, M., Sinclair, D., “Business process re-engineering and process management: a survey of current practice and future trends in integrated management”, Business Process Management Journal, 1995, Vol.1, Iss.1, pp.8-30.

指導教授

鄭裕勤(Eric Y. Cheng)

審核日期

2006-7-6

推文