|Abstract: ||在面臨全球性的競爭及經濟不景氣的九O年代, 企業改造成為很多公司對抗經營環境惡化的一項利器; 而隨著電腦、通訊技術的日益精進, 利用資訊科技結合企業改造, 更是組織重新建構作業流程的一種趨勢。顯然, 企業改造及資訊科技這二項課題, 仍將會繼續影響二十世紀未的企業運作方式。 近年來, 國內報章媒體也不斷有企業改造之個案報導; 為進一步探索這些企業之改造成效及資訊科技在其間所扮演的角色, 本文首先根據Hammer對企業改造的定義, 推衍出資訊科技、企業改造及改造績效間之關運架構, 並彙整出員工、商品/服務、財務、作業程序、客戶及行政體系等六個企業改造效益實體。一方面, 根據此一研究架構製作了一份問卷, 並鎖定國內50家己進行企業改造的公司進行調查,研究結果顯示在35家有效樣本公司中有31家利用資訊科技進行改造;而多數企業在改造過程中曾改變其資訊系統之硬體及軟體系統架構,並大量引進各種資訊應用軟體工具。另一方面, 在問卷中也探索了一些企業改造工作之發起者、推動機構、外力援助情形、進度預算控制情形、六個效益實體滿意度等問題, 並有多項發現。|
Facing the environment of global competition and international recession in the 1990s, many corporations take the Business Process Reengineering (BPR) as their strategic weapons to survive. Meanwhile, with the technology innovation in both computers and communications, it also becomes a major trend for the company to integrate the information technology (IT) with the BPR. Obviously, this situation will be continuing to the end of this century. Within several years, a lot of local BPR cases have been reported repeatedly. In this article, we tried to explore the status, the performance and the playing role of IT of those companies To extend the Hammer's definition, we first proposed a framework combining numerous variables among the information technology, the process redesign and the business payoff In the same time, we identified 6 entities including employee, product/service, finance, procedure, customer and administrative architecture from 28 BPR related achievements. Secondly, we designed a questionnaire based on previous framework to conduct a field survey from 50 BPR forms in Taiwan The result indicated that 31 from 35 effective subjects used IT as the tool in their BPR projects In addition, most companies changed their information infrastructure and adopted various application software tools simultaneously. Finally, the study also revealed some significant findings on issues of the initiator, the leading department, the budget control, the schedule control, the performance evaluation, etc.