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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/11641


    Title: 導入ERP系統之階段性關鍵成功因素;A staged Critical Success Factors Model for Enterprise Resource Planning Implementation
    Authors: 徐愛菊;Ai-Chu Hsu
    Contributors: 企業管理研究所
    Keywords: 群集分析;個案研究法;企業資源規劃系統;關鍵成功因素;cluster analysis;CSF;ERP;case study
    Date: 2004-06-28
    Issue Date: 2009-09-22 14:27:01 (UTC+8)
    Publisher: 國立中央大學圖書館
    Abstract: 根據資策會資訊市場情報中心2002年針對台灣前2000大企業進行資訊科技應用投資情況的調查結果[7],有超過五成之企業已建置企業資源規劃(ERP)系統,顯示出以生產製造為主的台灣,為了加強企業內與企業間資訊流的串聯,以掌握彈性、迅速與生產效率等競爭優勢,因此紛紛建置ERP系統,同時亦有不少企業計劃導入e-Procurement、SCM、CRM、KM等大型資訊系統,由此可知,資訊科技(IT)已躍升為企業經營的競爭利器。然而,在導入大型資訊系統(例如:ERP系統)時,企業如何面對隨之而來的組織面與科技面的衝擊呢? 本研究結合定性與定量的研究工具,主要目的是要深度了解導入ERP系統及其績效之間的複雜關係,整合導入ERP系統關鍵成功因素(CSF),將性質相近的CSF,重新分類,期望以更簡化的方式,協助公司在導入大型資訊系統時能有效地分配資源。在正式訪談前,首先進行文獻回顧,確定研究架構與訪談問題。待訪談工作結束,即整理出的個案資料並將訪談的資料轉化成量化資料,以兩階段群集分析法進行統計多變量群集分析,並以變異數分析,檢定各群體在哪些指標有顯著水準,之後,將文獻回顧所收集到的34個導入ERP系統CSF,重新歸類彙整出五類CSF: 1.基礎因素-專案團隊的組成、供應商的導入工具、多據點的經營管理、權限管理、系統組態、系統整合,及資訊系統架構; 2.失敗因素-高階主管的支持、專案推動者、與顧問及供應商的關係、專案資源的承諾、企業願景與目標、充分溝通、跨部門合作的組織文化、充份授權、專案進度管理、企業流程管理、上線前的準備、選擇合適的系統、客製化程式,與資料分析與轉檔; 3.互補因素-顧問的協助、專案成員及顧問的投入、使用者的參與、監督控制的機制、系統期望管理、完整的教育訓練,及風險管理; 4.加分因素-高階主管的支持、供應商的支援、商業企畫案、導入策略與方法、專案進度管理,與上線前的準備; 5.挑戰因素-舊有系統的評估、標竿指標與系統效益評估,及變革管理益; 將五類CSF再作進一步彙整,可區分成二大因子,其中「基礎因素」與「失敗因素」與能否成功上線較有關係,因而命名「上線關鍵因子」,其他三類為「系統效益因子」。兩因子各有其「階段性」須達成的目標,第一階段首重「上線關鍵因子」以助益「系統成功上線」;待第一階段的任務達到適當的程度後,便致力提升「系統效益因子」的達成成度,使系統在導入後的效益能發揮到最大。 Critical success factors (CSFs) are defined as “the few areas where things must go right in order for the business to flourish”[47]. The issue of CSFs in implementing ERP receives considerable attentions in ERP-related literatures. The authors use the various approaches to explore and enumerate CSFs of ERP implementation[8,23, 29, 31, 43, 54, 57]. Usually, the authors use the antonyms of critical success factors as the critical failure factors. In fact, this is not absolutely true. For example, there will be failure in ERP implementation if there is no top management’s sustained support through various stages of ERP project life cycle. However, top management support will not lead to successful ERP implementation if the firms select the inadequate ERP systems or the firms do not adapt their business processes to ERP systems’ best practices. In view of this, the main purpose of this study is to reclassify the factors leading to ERP project’s success and failure. Literature review and in-depth interview were the main approaches used in this study. The critical factors of ERP implementation can be divided into the following five factors: 1.basis factors; 2.failure factors; 3.complementary factors; 4.performance impoving ; 5.chalenger factors And, A staged Critical Success Factors Model for Enterprise Resource Planning was proposed. With this model, the firms will know how to distribute the right resources to the right places.
    Appears in Collections:[Graduate Institute of Business Administration] Electronic Thesis & Dissertation

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