摘要(英) |
Mergers and acquisitions have become a trend how enterprises expend. Taiwan’s IC design industry, which plays an important role on the upstream of the supply chain of electronics industry, cannot avoid the trend. The purpose of mergers and acquisitions is to combine and amplify the strength of multiple companies. By sharing technology, information, market, capital, and human resources, mergers and acquisitions can increase production capacity, decrease the operating cost, and enhance competitiveness.
After mergers and acquisitions, enterprise often suffers from the chaos caused by the conflict of different management styles, groups of employees, and computer systems from former companies. In order to optimize the effect of mergers and acquisitions, it is an important management task to integrate two different ERP (Enterprise Resource Planning) systems into one new system, which keeps the strength and eliminates the weakness of the former systems. ERP system integration is a key to management after merger because it will also integrate purchasing, production, sales and distribution, import and export, and other operation cycles of the former companies. As the result, it will maximize the efficiency of operation and improve management.
This research is based on Leavitt (1965) diamond model, and then analyzed and discussed by F’s corporation from the task, people, technology and structure dimensions to understand the difficulties encountered in the implementation of ERP and its problem-solving strategies, cognitive and consolidate its benefits, conclude its critical success factors, achieve the corporation′s strategic objectives, and create maximum profit.
The four elements in the diamond model - task, people, technology, and structure – are interdependent. As the result, an enterprise must consider how each element will affect others when management makes overall strategy. When changes occur in one element, it is necessary to consider how to make corresponding changes in other three elements in order to ensure the positive outcomes of ERP system integration.
Keywords: Enterprise Resource Planning, Diamond Model, Key Success Factors |
參考文獻 |
【中文文獻】
1. 大前研一 (1987),「策略家的智慧」,黃宏義 譯,長河出版社。
2. 王祥宏 (2009),「私立學齡前教育業經營關鍵成功因素之實證研究」,國立高雄大學碩士論文。
3. 朱麗芬 (2000),國內企業導入ERP系統之模式探討–以IC製造業為例,國立政治大學資訊管理研究所碩士論文。
4. 李玉霞 (2007),應用鑽石模型探究ERP導入後議題,國立中央大學資訊管理研究所碩士論文。
5. 李思璇 (2013),Club Med臺灣區品牌行銷策略關鍵成功因素之研究,國立台灣師範大學運動休閒與餐旅管理研究所碩士論文。
6. 李珮如 (2003),「影響國內中小企業採用企業資源規劃關鍵因素」,國立中正大學資訊管理研究所碩士論文。
7. 孟德芸 (1998),「企業成功關鍵因素之研究–以個人電腦產業為實證」,中興大學企管研究所碩士論文。
8. 林尚平、羅旭華、許書銘 (2011),「組織條件與購併後組織管理之構形關係:以台灣金融產業為例」,管理評論,第三十卷,第四期,頁 66-98。
9. 林東清 (2003),資訊管理– e化企業的核心競爭能力,初版三刷,智勝文化,6-38。
10. 林東清 (2013),「資訊管理–e化企業的核心競爭能力(五版)」,智勝文化。
11. 前進國際股份有限公司(2001),「中小企業對 ERP 的需求」。
12. 翁存義 (2006),臺灣鋼鐵業對大陸投資的關鍵成功因素,國立中山大學管理學院高階經營碩士學程在職專班碩士論文。
13. 張文玲 (2007),ERP與電子流程管理系統整合關鍵因素之研究,靜宜大學資訊管理研究所碩士論文。
14. 張緯良 (2009),企業資源規劃–企業e化之營運管理,前程文化。
15. 陳向明 (2002),「社會科學質的研究」,五南圖書。
16. 彭添誠 (2007),以系統生命週期與鑽石模式探討影響企業採用行動商務之因素研究,國立中正大學會計與資訊科技研究所碩士論文。
17. 曾渙釗 (2000),ERP企業資源規劃,資策會教育處。
18. 程志忠 (2014),應用互動式鑽石模型探究ERP成功導入後維繫企業電子化長期成效之研究–以A公司為例,中央大學資訊管理研究所碩士論文。
19. 黃營杉 (1994),「企業政策」,華泰書局。
20. 楊峰松 (2002),企業資源規劃系統導入之研究,中原大學資訊管理研究所碩士論文。
21. 蔡世賢 (2003),企業導入ERP系統之關鍵成功因素探討–個案分析,東海大學管理學院管理研究所碩士論文。
22. 蔡世賢 (2003),企業導入ERP系統之關鍵成功因素探討–個案分析碩士學位論文,東海大學管理學院研究所碩士論文。
23. 盧希鵬 (2010),電子商務–長尾效應下的經營模式與電子化策略,雙葉書廊。
24. 顏美惠 (1999),如何避免導入無效之ERP–訪SAP台灣分公司總經理蔡宏隆及ERP:中小企業競爭新利基–訪鼎新電腦總裁黃錦祿,資訊與電腦,第228期。
25. 欒斌、陳苡任、羅凱揚 (2012),電子商務,滄海書局。
【英文文獻】
1. Aaker, D. A. (1984), “Strategic Marker Management,” John Wiley & Sons.
2. Ansoff, I. H. (1984), “Implanting Strategic Management,” Prentice Hall international LTD.
Barnard, C. I. (1938), The Functions of the Executive, Harvard University Press, Cambridge, Mass., pp. 185-205.
3. Bingi, P., Sharma, M. K. and Godla, J. K. (1999). “Critical Issues Affecting An ERP Implementation,” Information Systems Management, 16(3), pp. 7-14.
4. Boynton, Andrew C. and Zmud, Robert W. (1984), “An Assessment of Critical Success Factors,” Sloan Management Review, 25(2), pp. 17-27.
5. Bradley, J. (2008), "Management Based Critical Success Factors in the Implementation of Enterprise Resource Planning Systems", International Journal of Accounting Information Systems, Vol. 9, No. 3, pp. 175-200.
6. Commons, J. R. (1934), Institutional Economics, The Macmillan Company, New York, pp. 111.
7. Daniel, R. D. (1961), “Management Information Crisis,” Harvard Business Review, 39(5), pp.111-121.
8. Davenport, T. H., (1993). Process Innovation: Reengineering Work Through Information Technology. Harvard Business School Press.
9. Davenport, T. H., (1998). Putting the Enterprise into the Enterprise Systems, Harvard Business Review, 76(4), pp. 121-131.
10. Deloitte, W.W. and Touche, G., (1999), “The Review Maximizing the Value of ERP Enabled Processes,”
11. Duncan, R. B. (1972). “Characteristics of Organizational Environments and Perceived Environmental Uncertainty,” Administrative Science Quarterly, 17(3), 313.
12. Feiguson, C. R. & Dickinson. R. (1982), “Critical Success Factor for Directors in the Eighties,” Business Horizons Greenwich.
13. Giacomazzi, F., Panella, C., Pernici, B. and Sansoni, M. (1997), ‘Information Systems integration in mergers and acquisitions: a normative model’, Information and Management, Vol. 32, No. 6, pp. 289-302.
14. Hammer, M. and Champy, J. (1993). Reengineering the Corporation: A Manifesto for Business Revolution. Harper Business.
15. Hammer, M. and Champy, J. (1993). Reengineering the Corporation: A Manifesto for Business Revolution. Harper Business.
16. Heeks, R. (2002), “Information systems and developing countries: Failure, Success, and local improvisations,” Information Society, 18(2), 101-112.
17. Hill, C. W. & Jones, G. R. (1989), “Strategic Management: An Integrated Approach,” Boston: Houghton Mifflin Co.
18. James, A. and O’Brien. (2002). “Management Information Systems – Managing Information Technology in the E-Business Enterprise”, McGraw-Hill/Irwin, fifth edition.
19. Karakanian, M. (1999), “Choosing an ERP implementation strategy,” Year 2000 Practitioner, Vol. 2, No. 7, pp. 1-6.
20. Kettinger, W.J., Grover, V. (1995). Toward a Theory of Business Process Change . Journal of Management Information Systems.
21. Laudon, K. C., Laudon, J. P. Management Information Systems – New Approaches to Organization & Technology, Prentice Hall, 5th Ed. London, 1998
22. Laughlin, S. P. (1999). “An ERP Game Plan,” Journal of Business Strategy, 20(1), pp. 31-33
23. Leavitt, H. J. (1965), “Applied Organizational Change in Industry, Structural Technological and Humanistic Approaches, in J.G. March(ed.),” Handbook of Organizations, Chicago: Rand McNally, 1144-1170.
24. Leidecker, J. K. & Bruno, A. V. (1984), “Identifying and Using Critical Success Factors,” Long Range Planning, 17(1), 23-32.
25. Mandal, P. and Gunasekaran, A. (2003). “Issues in Implementing ERP: A Case Study, ”European Journal of Operational Research, Vol.146, pp. 274-283.
26. Regis McKenna (1992). Relationship Marketing: Own the Market Through Strategic Customer Relationships. Century Hutchinson.
27. Welti, N. (1999). Successful SAP R/3 Implementation: Practical Management of ERP Projects. England: Addison-Wesley.
28. Welti, N. (1999). Successful SAP R/3 implementation: Practical management of ERP projects. England: Addison-Wesley.
29. Wijnhoven, R., Spil, R., Stegwee, R. and Fa, R. (2006), ‘Post-merger IT integration strategies: an IT alignment perspective’, Journal of Strategic Information Systems, Vol. 15, No.1, pp. 5-28
30. Yin, R. K. (1994), “Case Study Research: Design and Methods 2nd ed.,” California: Sage Publications Press.
【網路資料】
1. 工研院經資中心(IEK)產業情報分類–半導體產業,accessed 2015/03/01 ~ 2015/05/01,http://ieknet.iek.org.tw/pubfree.screen?type=rpt&industry=1
2. 科技新報(IHS),accessed 2015/03/01 ~ 2015/05/01,http://technews.tw/tag/ihs/
3. 高德納咨詢公司(Gartner),accessed 2015/03/01 ~ 2015/05/01,http://www.gartner.com/technology/home.jsp
4. 敦泰電子股份有限公司,accessed 2015/12/31,http://www.focaltech-systems.com/Tw/index.aspx
5. 電子時報,accessed 2015/03/01 ~ 2015/05/01,http://www.digitimes.com.tw/ |