企業面臨經營環境快速轉變及激烈的競爭，資訊科技的運用往往成為支援企業策略或塑造競爭優勢的手段，隨著企業的轉型而調整資訊科技策略也成為必須。本研究的目的在詳細描述個案公司企業資源規劃系統（Enterprise Resource Planning, ERP）和製造執行系統（Manufacturing Execution System, MES）的導入，以及在購併後，ERP?MES系統轉移與整合的過程中組織和資訊科技間的社會互動。 本研究採用單一個案多重分析單元的研究方法來進行實徵研究。個案公司為某跨國企業在台投資的半導體廠。訪談對象包括資深資訊部門經理和使用者部門主管。我們深入探討個案公司導入企業資源規劃系統整合企業內部資源，以及使用製造執行系統的現場作業控制管理來改善生產作業流程的整個過程。在全球購併的企業策略之下，個案公司面臨不可避免的組織變革和組織重整。藉著ERP?MES的系統轉移和系統整合，個案公司成功地提高了以客戶為導向的服務品質與產品創新的能力。 Leveraging on the information technology becomes necessary means for a company’s continual growth and survival in the fast transforming and severely competitive environments. Along with the business transformation, information technology strategies need to be aligned with accordingly. From the perspective of social interaction between information technology and organization, this research is to deliberately describe the entire process of ERP/MES implementation, organizational restructuring, and system migration and integration for the case company. This empirical research adopts the single case study approach with multiple units of analysis. The case company is a semi-conductor manufacturer acquired by a multi-national enterprise. The informants include the senior information technology manager and directors of user departments. We study the entire process of which the case company introduces both an ERP system to integrate enterprise resources and a shop floor control of MES system to improve the manufacturing process. In the face of organizational change and restructuring required by the global acquisition strategy, the case company successfully promotes the service quality and product innovation with customer orientation through ERP/MES system migration and system integration.
