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。 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.
