博碩士論文 91443011 詳細資訊



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姓名 朱培宏(Pei-Hung Ju)  查詢紙本館藏   畢業系所 資訊管理學系
論文名稱 企業資源規劃系統如何成形-以科技的社會形塑觀點研究企業資源規劃系統建置與使用之個案
(How the ERP Comes to Be – A Case Study of ERP Implementation and Use from the Social Shaping View of Technology)
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摘要(中) 本研究闡述一個建置及使用企業資源規劃系統超過十年的大型組織個案。採用科技的社會形塑觀點，研究體現於企業資源規劃系統的全域結構與區域結構之間的衝突互動，本個案研究發現：(1) 企業資源規劃系統的封閉與穩定化是暫時性的。它顯示在建置與使用大型企業資訊系統時，所謂的「共識型封閉」絕不是如同Pinch及Bijker的理論所說的那麼簡單。在達成共識之前，會出現不同類型的封閉型態以暫時結束區域結構與全域結構之間的衝突互動；(2) 區域結構傾向於主導使用者早期如何從事企業資源規劃系統的運用，而組織在後期轉向企業資源規劃系統的標準結構。於個案中顯示，結構制定與選用兩種技術使用行為同時存在，並隨著時間而有不同程度的顯著性。
摘要(英) This study reports a case study of a large organization that has implemented and used enterprise resource planning systems (ERP) for more than 10 years. Adopting the social shaping view of technology (SST) to study the dialectical interplay between the global structures embodied in the ERP and the local structures, the case study finds that (1) the ERP closure is provisional. It shows that “closure by consensus” in the implementation and use of large scale, enterprise-wide information systems is by no means as simple as Pinch and Bijker’s theory would suggest. Before reaching a consensus, different types of closure emerge to end the dialectical interplay temporarily between the local structures and the global structures; and (2) while the local structures tended to dominate how users engage with the ERP during earlier period, the organization turns to embrace the ERP standard structures during later period. It seems that both the behaviors of structure enactment and appropriations are found and have different levels of salience over time.
關鍵字(中) ★ 科技的社會形塑
★ 企業資源規劃
★ 結構選用
★ 結構制定		 關鍵字(英) ★ Structure Enactment
★ Enterprise Resource Planning
★ Social Shaping of Technology
★ Structure Appropriations
論文目次 TABLE OF CONTENT
ABSTRACT ii
TABLE OF CONTENT iv
LIST OF FIGURES vi
LIST OF TABLES vii
CHAPTER 1. INTRODUCTION 1
1.1 Background 1
1.2 The Development of Research Questions 4
CHAPTER 2. THEORETICAL BACKGROUND 15
2.1 An Overall View of the Social Shaping of Technology 15
2.2 Thought Schools in the SST 18
2.2.1 Inside the Black Box: The Social Construction of Technology 20
2.2.2 Inside the Black Box: The Actor-Network Theory 25
2.2.3 Outside the Black Box: Social Shaping 30
2.3 A Comment: What Is the Role of Technology in Shaping Technology in the SST? 32
2.4 The Recent Development of the SST: Extensions and Convergence 35
2.5 Prior ERP Studies 39
2.5.1 ERP Studies Employing SCOT 41
2.5.2 ERP Studies Employing ANT 43
2.5.3 ERP Studies Employing social shaping 44
2.5.4 ERP Studies Blending Multiple SST Strands 46
2.6 The Practice Lens 50
2.7 A Comment on the Practice Lens from the SST perspective 52
2.8 The Research Framework 54
CHAPTER 3. METHODOLOGY 57
3.1 Philosophical Assumptions: The Epistemology of the Study 57
3.2 Research Design 59
3.3 Research Site 64
3.4 Data Collection 66
CHAPTER 4. CASE ANALYSIS 70
4.1 Episode One: The Purchase of SAP-ERP without Implementation (1998 - 2000) 70
4.2 Episode Two: A Financial Accounting Focused Implementation (2000 – 2001) 75
4.2.1 The Contextual Change and the Emergence of Social Alliance for the SAP-ERP 76
4.2.2 Stabilization Sub-process (1) : SAP-ERP Module Selection 79
4.2.3 Stabilization Sub-process (2): The Dialectical Interplay between the SAP-ERP Embodied Structures and the Local Structures 84
4.2.4 Stabilization Sub-process (3): Managerial Support and the Co-work between the ERP Consultants and the ERP Core Team 93
4.3 Episode Three: Closure Derivation – An International Rollout (2003 - 2006) 97
4.4 Episode Four: Closure Reverse (2007 – 2008) 103
4.4.1 The Mindset Change among the Social Actors 103
4.4.2 The Threat of Stopping Support from the SAP Company: The SAP-ERP Upgrade 108
CHAPTER 5. DISCUSSIONS 117
5.1 A Long and Unexpected Trip to Arrive “Closure by Consensus” 117
5.2 The Relationship between Structure Appropriations and Structure Enactment 129
CHAPTER 6. CONCLUSIONS 138
6.1 Implication for Theories 139
6.2 Implications for Practice 141
6.3 Limitations 144
References 145
Appendix A: Interview Protocol 159
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指導教授 王存國(Eric T.G. Wang) 審核日期 2009-6-3
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