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    政大機構典藏 > 商學院 > 資訊管理學系 > 學位論文 >  Item 140.119/35253


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    題名: 服務導向企業中之資訊科技與企業契合度之評估
    Assessing IT-business alignment in service-oriented enterprises
    作者: 蕭祥恩
    Hsiao, Shiang En
    貢獻者: 張欣綠
    Chang, Hsin Lu
    蕭祥恩
    Hsiao, Shiang En
    關鍵詞: 企業契合度
    企業e化
    IT規劃
    服務導向企業
    顧客滿意度
    Service orientation
    IT-business alignment
    IT planning
    Service-oriented information technology
    Customer quality
    日期: 2007
    上傳時間: 2009-09-18 14:33:29 (UTC+8)
    摘要: Nowadays more and more enterprises transform into service-oriented infrastructure to sustain their competitive advantage. Although IT is an enabler of service-orientation, IT must align with business strategies to deliver expected value. In order to ensure the investment of service-oriented IT can improve the quality of customer service effectively, we aim to develop an IT-business alignment framework to assess the quality of alignment in the context of service-oriented enterprises. In our framework we propose three components of IT-business alignment: strategic alignment, operational alignment and social alignment. The strategic alignment is the degree to which the business process and information can support corporate service strategies. The operational alignment is the degree to which information systems fulfill the information and process needs of service orientation. The social alignment is the degree to which a common service climate is shared between IT and business units.
    Our data is collected from web questionnaires. The total data set constitutes a representative sample of n=300. Among all returned questionnaires, 96 were found to be complete and usable; this represented a response rate of 32 percent. From this research we get four conclusions: (1) Regardless of customer integration level, strategic alignment plays a significant role in improving customer service quality. (2) Strategic alignment is particularly influential to customer service quality when the enterprise is not service-oriented. (3) Operational alignment is not significant; however with the increasing of data integration level, enterprises increasingly emphasize the operational alignment. (4) Regardless of service-orientation; social alignment effectively helps enterprises make good customer service quality and retain customers.
    Nowadays more and more enterprises transform into service-oriented infrastructure to sustain their competitive advantage. Although IT is an enabler of service-orientation, IT must align with business strategies to deliver expected value. In order to ensure the investment of service-oriented IT can improve the quality of customer service effectively, we aim to develop an IT-business alignment framework to assess the quality of alignment in the context of service-oriented enterprises. In our framework we propose three components of IT-business alignment: strategic alignment, operational alignment and social alignment. The strategic alignment is the degree to which the business process and information can support corporate service strategies. The operational alignment is the degree to which information systems fulfill the information and process needs of service orientation. The social alignment is the degree to which a common service climate is shared between IT and business units.
    Our data is collected from web questionnaires. The total data set constitutes a representative sample of n=300. Among all returned questionnaires, 96 were found to be complete and usable; this represented a response rate of 32 percent. From this research we get four conclusions: (1) Regardless of customer integration level, strategic alignment plays a significant role in improving customer service quality. (2) Strategic alignment is particularly influential to customer service quality when the enterprise is not service-oriented. (3) Operational alignment is not significant; however with the increasing of data integration level, enterprises increasingly emphasize the operational alignment. (4) Regardless of service-orientation; social alignment effectively helps enterprises make good customer service quality and retain customers.
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    Peak, D., & Guynes, C. S. (2003). The IT alignment planning process. Journal of Computer Information Systems, 44(1), 9-15.
    Ray, G., Barney, J. B., & Muhanna, W. A. (2004). Capabilities, business processes, and competitive advantage: Choosing the dependent variable in empirical tests of the resource-based view. Strategic Management Journal, 25(1), 23-37.
    Reich, B. H., & Benbasat, I. (2000). Factors that influence the social dimension of alignment between business and information technology objectives. MIS Quarterly, 24(1), 81-113.
    Rockart, J. F., Earl, M. J., & Ross, J. W. (1996). Eight imperatives for the new IT organization. Sloan Management Review, 38(1), 43-55.
    Schneider, B., White, S. S., & Paul, M. C. (1998). Linking service climate and customer perceptions of service quality: Test of a causal model. Journal of Applied Psychology, 83(2), 150-163.
    Slater, S. F., & Narver, J. C. (1999). Research notes and communications: Market-oriented is more than being customer-led. Strategic Management Journal, 20(12), 1165-1168.
    Tallon, P. P., & Kraemer, K. L. (1999). A process-oriented assessment of the alignment of information systems and business strategy: Implications for IT business value. For Submission to the Fourth Americas Conference on Information Systems (AIS), Maryland, USA, 1-10.
    Weill, P., Subramani, M., & Broadbent, M. (2002). Building IT infrastructure for strategic agility. MIT Sloan Management Review, 44(1), 57-65.
    Weiss, J. W., Thorogood, A., & Clark, K. D. (2006). Three IT-business alignment profiles: Technical resource, business enabler, and strategic weapon. Communications of AIS, 2006(18), 676-691.
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    描述: 碩士
    國立政治大學
    資訊管理研究所
    95356034
    96
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0095356034
    資料類型: thesis
    顯示於類別:[資訊管理學系] 學位論文

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