應用策略調準概念探討ERP系統對企業策略之影響

Applying the Concept of Strategic Alignment in The Effect of ERP System Implementation on Corporate Strategy

韓世偉(Sheh-Wei Han)

指導教授 ： 劉士豪

中原大學/商學院/資訊管理研究所/碩士(2005年)

https://doi.org/10.6840/cycu200500555

摘要

ERP系統的導入及應用長久以來一直是個複雜難解的研究議題，雖然由文獻中我們已了解到要使企業資源規劃系統發揮效益必須要考量事業整體目標、經營策略及組織結構等要素，並需要長時間的調適；但對於企業和ERP系統調適的過程及影響其過程的要素的了解卻較少；本研究試圖發展一個解釋組織如何和ERP系統配適的架構來說明企業在導入ERP系統時，如何考量整體之策略環境，並藉以調整組織的營業目標、經營策略及組織架構以達到整體的調適及平衡。
本研究以策略調準模型為基礎，並結合企業策略相關理論的概念發展出本研究用以分析個案資料之分析模型；為了解企業策略與組織變革的關聯，本研究採用二個長時間的個案來觀察，並結合Venkatraman(1994)提出之組織轉型的五個階段成為本研究解釋企業策略與組織變革程度之解釋模型，本研究並進一步探討七家企業之ERP系統導入案例來了解本研究提出之模型之可信度及造成組織不同反應的可能原因。
在探討九家企業的ERP系統導入情況後，初步證實本研究所提出之分析模型及解釋模型能夠有效的分析並解釋企業和ERP系統在特定時點的配適情形；但訪談個案間出現了十分雷同的現象，本研究在個案間比對發現了可能造成這些現象的原因及發生過程；首先，由企業策略的制定趨動組織變革的角度來看，本研究發現企業所生存的環境空間將會決定企業逐漸會面對的環境趨力，企業會漸漸的在環境中試圖爭取競爭優勢；而在企業獲得競爭優勢的過程中，ERP系統所扮演的角色將會受到組織的學習曲線的影響，在組織成員對於ERP逐漸了解、熟悉後，ERP系統在組織取得競爭優勢的過程中角色將會日漸重要。
從組織變革來配適企業策略的角度來看，本研究發現組織的作業流程必須具備一定程度的制度化，ERP系統方有可能發揮其效能，其影響的幅度將由流程、整個組織到合作伙伴間的互動；在整個變革過程中，組織的企業策略與資訊科技策略的結合程度將會決定企業對ERP系統的適應力，企業策略與資訊科技策略結合較緊密的組織較傾向利用ERP系統獲得競爭優勢；結合本研究觀察到的現象及推論，可發現一個ERP系統與組織調準的階段模型，描繪出從ERP系統導入到產生效益的過程及調適的方式；藉由本研究的結論，期望能更進一步增進對ERP系統應用的了解並幫助企業使ERP系統達成企業之策略目標。

關鍵字

企業策略 ； 組織轉型 ； 企業資源規劃 ； 策略調準模型

並列摘要

ERP implementation has been a sophisticated issue for many years. Previous studies have shown that a successful ERP implementation needs the consideration of business perspective, business strategy and organization structure. There is still lack of understanding about the process of alignment between ERP and other business subjects. This paper try to develop a interpretive model about how business can reach the status of alignment among environment, business perspective, business strategy and organization structure through their ERP implementation.
In this study, Strategic Alignment Model were introduced as theoretical model and integrate the concept of business strategy theories to develop the analytic model. In order to understand the relationship between business strategy and business transformation, we analyse two long-term cases and utilize the five stages of business transformation purposed by Venkatraman to discover our interpretive model of alignment between business strategy and business transformation. After pre-cases, we investigate seven ERP implementation mini-cases to further establish the feasibility of the models we have proposed and to discuss possible reason of different result we have discovered.
After survey of nine ERP implementation cases, our analytic model and interpretive model have been proven useful in the explanation of alignment between business strategy and business transformation. There are many similarities among nine cases, so we exame interview records of every cases and find some possible causes. First, from the perspective of business strategy, the strategy goal of business was decided by the business environment, and business will attempt to get strategy advantage from it. During this process, the role of ERP will affect by the learning curve of the organization, if members of organization have more knowledge of ERP, system will play more important role in the process of getting strategy advantage.
Second, from the perspective of business transformation, the transaction process of business should be institutionalized to make ERP work, the impact scope of ERP system can be single process only; entire business process or effect partners in supply chain. The degree of combinations between business strategy and information technology strategy will affect the adaptation ability of business, business which attachs more importance to information technology strategy tends to use ERP in getting strategy advantages. Through our investigation, this paper had developed an alignment stage model for ERP implementation. We expect that with this model in mind, organizations can make their ERP implementation more effective.

並列關鍵字

Business Strategy ； Enterprise Resourse Planning ； Business Transformation ； Strategic Alignment Model

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