- 學位論文
管理者對華人市場ERP的定義建構
Chinese Managers’ Construction of Meanings Towards ERP
摘要
企業資源規劃（Enterprise Resource Planning, ERP）系統是以流程為導向的整合性資訊系統，已經是全世界企業爭相設置的資訊整合工具也亦為企業與國際接軌的重要條件，可使經營資訊更加透明。然而全球化市場讓導入ERP系統面臨了挑戰尤其在華人市場的文化因素。過去文獻大多探討研究出影響ERP系統的文化因素是父權主義、人格主義、高情境溝通式及愛面子，但較少有研究以深入探討華人高階主管對ERP定義如何真正影響ERP實施。 本研究探討三個主要的研究問題，包括華人高階主管如何理解及實施ERP系統、華人環境實施ERP系統面臨哪些挑戰及高階主管如何定義ERP系統。質性研究於個案分析法探討研究問題。個案分析法選擇已經使用ERP系統的公司為主要樣本。數據採集以半結構化訪談及討論方式進行與高階主管為主要對象。 研究結果延伸更具體構面的認識，包括「跟上時代」、「不彈性」、「降低衝突」及「先做再說」如何塑造華人高階主管決定實施ERP系統的決策。本研究的貢獻是提供更深入的解釋華人高階主管如何定義ERP系統的實施，也延伸之前沒深入探討到華人社會特質如何影響華人市場在實施ERP系統之問題。
並列摘要
Enterprise resource planning (ERP) systems have been implemented widely. An ERP systems is a cross-functional system which integrates various internal-departmental in a company with an attempt to increase responsiveness, improve communication, shorten processing time and achieve competitive advantages. Implementation of ERP system implementation is even harder when cultural issues are involved; such as in Chinese markets. There is evidence that both the use and understanding of ERP is different in Chinese firm. Cultural issues; such as paternalism, personalism, high-context communication and losing face attribute to ERP implementation in Chinese settings. However, the way such cultural elements shape Chinese manager’s understanding of ERP and its implementation have not been well explored. In this study, I set out to answer three questions. First, how do Chinese managers implement ERP systems? Second, what are the barriers to ERP implementation in a Chinese cultural setting? Third, what meanings do managers give to ERP? A qualitative research design addresses three questions through the use of case studies. Case studies were conducted in companies that have already implemented ERP systems. Data collection activity were semi-structured interviews with top management managers. The findings of this study reveal Chinese managers associate ERP with the distinct meaning of keeping up with trends, rigid, reduce conflicts and do-know-talk-later. This closes the gap found in that mentions the relevance of Chinese culture but does not elaborate on how it shapes managers meaning and so implementation and use of ERP.