English  |  正體中文  |  简体中文  |  Items with full text/Total items : 52047/87178 (60%)
Visitors : 8679864      Online Users : 72
RC Version 7.0 © Powered By DSPACE, MIT. Enhanced by NTU Library & TKU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/33239

    Title: 導入企業資源規劃(ERP)系統關鍵成功因素之研究
    Other Titles: A study on the critical success factors of ERP systems implementation
    Authors: 林蓓菁;Lin, Pei-ching
    Contributors: 淡江大學管理科學研究所企業經營碩士在職專班
    陳定國;Chen, Ding-guo
    Keywords: 企業資源規劃系統;關鍵成功因素;Q-研究法;Q-分類;Enterprise Resource Planning Systems;Critical success factors;Q-methodology;Q-sort
    Date: 2008
    Issue Date: 2010-01-11 03:46:52 (UTC+8)
    Abstract: Gartner Group (2008)調查報告指出商業智慧系統與企業系統為企業最想投資的資訊科技應用,然而CIO們被問及是否有信心的應用資訊科技以促成組織重大的躍進或改變時,還是顯得非常的保守。因為CIO們不能確信相關人員有足夠的技能可以將資訊科技應用的非常成功。
    Gartner Group (2008) CIO survey indicates that business intelligence and enterprise applications are the first priority for IT spending. When CIOs are asked if they have the confidence to employ information technology to enable dramatic change in business organizations, they are guarded in their confidence in IT''s ability to create such change.
    The purpose of this study is to investigate the critical success factors of ERP implementation. Employing Q-methodology, managers are given a set of critical success factors of ERP implementation for evaluation. The data are then used to classify managers into different types using factor analysis.
    This study shows that eighteen out of twenty-one managers can be classified into five types. The first type containing five managers emphasizes the alignment of IT strategy with the corporate goal and business process reengineering. The second type consisting of three managers expects to have top management highly support and an implementation team with cross-functional members. The third type having two managers anticipates top management support and understanding, and plans for cross-functional communication and collaboration. The fourth type including four managers lays stress on the employee’s adjustment to new systems. The fifth type comprising four managers underlines the implementation team and empowerment of top management, and marks the smooth communications between members of implementation team and consultants.
    In summary, top management plays an important role in ERP implementations. Smooth communication is a necessity in ERP implementation. Process reengineering is a driver for CIO’s investment in IT. Employee and its organization’s adjustment and acceptance are positively related to the success of ERP implementation. Finally, empowerment to project team will enable a successful ERP implementation.
    Appears in Collections:[管理科學學系暨研究所] 學位論文

    Files in This Item:

    File SizeFormat

    All items in 機構典藏 are protected by copyright, with all rights reserved.

    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library & TKU Library IR teams. Copyright ©   - Feedback