政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/36783
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文笔数/总笔数 : 113451/144438 (79%)
造访人次 : 51250769      在线人数 : 930
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜寻范围 查询小技巧：
  • 您可在西文检索词汇前后加上"双引号"，以获取较精准的检索结果
  • 若欲以作者姓名搜寻，建议至进阶搜寻限定作者字段，可获得较完整数据
    •  进阶搜寻
    政大機構典藏 > 商學院 > 資訊管理學系 > 學位論文 >  Item 140.119/36783


    请使用永久网址来引用或连结此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/36783


    题名: Understanding the Inflexibility of Process Integration
    企業流程整合的彈性問題探討
    作者: 廖凱祥
    Kai-hsiang, Liao
    贡献者: 尚孝純
    Shari S. C. Shang
    廖凱祥
    Kai-hsiang, Liao
    关键词: process integration
    enterprise integration
    flexibility
    control
    centralization
    日期: 2005
    上传时间: 2009-09-18 19:35:03 (UTC+8)
    摘要: 無
    The objective of this study is to establish a base for understanding inflexibility, with different kinds of integration problems being examined and explained. Studies of process integration have focused mostly on the design and management of efficient operation with information technology but very little on the difficulty in making changes with tightly linked processes. In order to eliminate risks of integration failure, there is a need for deep understanding of the types and causes of inflexibility with process integration.

    Based on the literature and industry experience of process integration and enterprise flexibility/inflexibility, this study proposes that inflexibility can be classified as either operational, organizational, or systems inflexibility. Sources of inflexibility have been investigated from views of business design, users’ willingness and capability, and systems designers’ designs. Cases studied shown that these three sources of inflexibility are interrelated and can reciprocally affect business performance.

    Companies applying process integration may eliminate the risk of integration downsides by carefully managing business design, user willingness and system design capability. Only with a broad and thorough view of the system, people and process interactions can a firm capitalize its investment in process integration.
    參考文獻: 1. Akkermans, H., and Helden. K. (2002) Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors. European Journal of Information Systems, 11, 35-46.
    2. Benson, P. G., Saraph, J. V., and Schroeder, R. G. (1991) The Effects of Organizational Context on Quality Management: An Empirical Investigation, Management Science, 37, 9, 1107.
    3. Bhandari, G., Bliemel, M., Harold, A., and Hassanein, K. (2004) Flexibility in e-Business Strategies: A Requirement for Success, Global Journal of Flexible Systems Management, 5, 2/3, 11.
    4. Chen Wen Yi, (2002) A Study on Competitive Strategies of Taiwan`s Semiconductors Components Distributors, Fu Jen Catholic University, R.O.C.
    5. Crowe, T. J. (1992) Integration Is Not Synonymous with Flexibility, International Journal of Operations & Production Management, 12, 10, 26.
    6. Darnton, G. and Giacoletto, S. (1989) Towards an Enterprise Information Model, DEC, Geneva/Switzerland, GD&SD.
    7. Dawes, S. S. (1996) Interagency information sharing: Expected benefits, manageable risks, Journal of Policy Analysis and Management, 15, 3, 377.
    8. Draft, R. L., and Lewin, A. Y. (1993) Where are the theories for the “new” organizational forms? An editorial essay, Organization Science, 4, 4, i-vi.
    9. Duclous, L. K., Vokurka, R. J., and Lummus, R. R. (2003) A conceptual model of supply chain flexibility, Industrial Management + Data Systems, 103, 5/6, 446.
    10. Eardley, A., Avison, D., and Powell, P. (1997) Developing Information Systems to Support Flexible Strategy, Journal of Organizational Computing and Electronic Commerce, 7, 1, 57-77.
    11. Edward H. B., and Bruce M. K. (1995) Redesigning the Firm, Oxford University Press.
    12. ESM-China (2006) ESM-China 2005 electronic component distributor survey, www.esmchina.com
    13. Estrin, D. (1986) Access to inter-organization computer networks, Proceedings of the third ACM-SIGOIS conference on Office information systems, Rhode Island, United States, October 06-08
    14. Fitzgerald, G. (1990) Achieving flexible information systems: the case for improved analysis, Journal of Information Technology, 5, 5-11.
    15. Fitzgerald, G., and Siddiqui, F. A. (2002) Business process reengineering and flexibility: A case for unification, International Journal of Flexible Manufacturing Systems, 14, 1, 73.
    16. Frazelle, E. H. (1986) Flexibility: A Strategic Response in Changing Times, Industrial Engineering, 18, 3, 17-20.
    17. Gallivan, M. J., Spitler, V. K., and Koufaris, M. (2005) Does Information Technology Training Really Matter? A Social Information Processing Analysis of Coworkers` Influence on IT Usage in the Workplace, Journal of Management Information Systems, 22, 1, 153.
    18. Goodhue, D. L., Wybo M. D., and Kirsch L. J. (1992) The Impact of Data Integration on the Costs and Benefits of, MIS Quarterly, 16, 3, 293.
    19. Gupta, A. K., and Govindarajan, V. (1986) Resource Sharing Among SBUs: Strategic Antecedents and Administrative Implications, Academy of Management Journal, 29, 4, 695.
    20. Hammer, M. (1995) The art of change. Success, 42, 3, 44.
    21. Hecht, B. (1997) Choose the right ERP software, Datamation, 43, 3, 56.
    22. Hedberg, B., and Jönsson, S. (1978) Designing Semi-Confusing Information Systems for Organizations in Changing Environments, Accounting Organisations Society, 3, 1, 47-64.
    23. Homa, B (1992) The Emerging Flexible Organization: Perspectives from Silicon Valley, California Management Review, 34, 4, 33.
    24. Hsu, K. H. (2005) Using Balanced Scorecard and Fuzzy Data Envelopment Analysis for Multinational R & D Project Performance Assessment, Journal of American Academy of Business, Cambridge, 7, 1, 189.
    25. Hsu, L. L., and Chen, M. (2004) Impacts of ERP systems on the integrated-interaction performance of manufacturing and marketing, Industrial Management + Data Systems, 104, 1/2, 42.
    26. Hu Q. Y. (2004) The competitiveness analyses of Semiconductor component distributor in Taiwan, Tam Kang University, R.O.C.
    27. Hu S. S. (2002) Strategic Analyses of Marketing Channels for Semiconductor Components in Taiwan, National Sun Yat-Sen University, R.O.C.
    28. Huang, J. Z. (2002) A study on the distribution center combining with Configuration To Order－Using the brand of information distributor as the example, Chung Yuan University, R.O.C.
    29. King, R. C., and Sethi, V. (1998) The Impact of Socialization on the Role Adjustment of Information Systems Professionals, Journal of Management Information Systems, 14, 4, 195.
    30. Kuan, K. K. Y., and Chau, P. Y. K. (2001) A perception-based model for EDI adoption in small businesses using a technology-organization-environment framework, Information & Management, 38, 507–521.
    31. Lacity, M. C., Willcocks, L. P., and Feeny, D. F. (1995) IT outsourcing: Maximize flexibility and control, Harvard Business Review, 73, 3, 84.
    32. Lambert, R., and Peppard, J. (1993) Information Technology and New Organisational Forms: Destination but no Road Map?, Journal of Strategic Information Systems, 2, 3, 180-205.
    33. Lau, R. S. M. (1996) Strategic flexibility: A new reality for world-class manufacturing, S.A.M. Advanced Management Journal, 61, 2, 11.
    34. Lin R. C. (2003) The Case Study of The Marketing Channels for Electronic Components` Business Strategy, Shih Chien University, R.O.C.
    35. Linthicum, D. S. (2004) Integration in Common. Intelligent Enterprise, 7, 6, 36.
    36. Mahesh, G. (1996) Operations effectiveness for a successful implementation of CIM, Technovation, 16, 10, 589.
    37. Markus M. L. “Power, politics, and MIS implementation,” Communications of the ACM (26:6), 1983, p. 430-444
    38. McNurlin, B. (2001) Will Users of ERP Stay Satisfied? MIT Sloan Management Review, 42, 2, 13.
    39. Moore, J. E., and Love, M. S. (2005) IT professionals as organizational citizens, Association for Computing Machinery, Communications of the ACM, 48, 6, 88.
    40. O’Sullivan, D. (1992) Development of integrated manufacturing systems, Computer Integrated Manufacturing Systems, 5, 1, 39-53.
    41. Orton, J. D. and Weick, K. E. (1990) Loosely coupled systems: A re-conceptualization. Academy of Management Review, 15, 203-223.
    42. Perez, C., (1985) Microelectronics, Long Waves and World Structural Change: New Perspectives for Developing Countries, World Development, 13, 3, 441-463.
    43. Pine, B. J. (1993) Mass Customization – The New Frontier in Business Competition, Boston, MA: Harvard Business School Press.
    44. Roldán, J. L., and Leal, A. (2003) A validation test of an adaptation of the DeLone and McLean’s Model in the Spanish EIS field. In Jeimy J. Cano (Eds.). Critical Reflections on Information Systems: A Systemic Approach. Hershey, PA: Idea Group Publishing.
    45. Sanchez, R. (1995) Strategic flexibility in product competition, Strategic Management Journal, 16, 135.
    46. Sethi, A. K. R., and Sethi, S. P. R. (1990) Flexibility in Manufacturing: a survey. The International Journal of Flexible Manufacturing Systems, 2, 289-328.
    47. Shang, S. (2005) A comparative study on users` role in of ERP software and BPM software implementation, eBusiness Journal, 2005, 331-351.
    48. Shang, S and Seddon, P. (2006) "Managing the deficiencies with enterprise systems" Journal of Business Process Management (forthcoming).
    49. Sheth, A. P., and Larson J. A. (1990) Federated Database Systems for Managing Distributed, Heterogeneous, and Autonomous Databases, ACM Computing Surveys, 22, 3,184-236.
    50. Singletary, L. A. (2003) Empirical study of attributes and perceived benefits of applications integration for enterprise systems, Louisiana State University and Agricultural & Mechanical College: United States -- Louisiana.
    51. Singletary, L. A. (2004) Applications Integration: Is it Always Desirable?, Proceedings of the 37th Hawaii International Conference on System Sciences
    52. Spathis, C., and Constantinides, S. (2003) The usefulness of ERP systems for effective management, Industrial Management + Data Systems, 103, 8/9, 677.
    53. Sushil, (2001) Enterprise Flexibility, Global Journal of Flexible Systems Management, 2, 4, 53.
    54. Swink, M., Narasimhan, R., and Kim. S. W. (2005) Manufacturing Practices and Strategy Integration: Effects on Cost Efficiency, Flexibility, and Market-Based Performance, Decision Sciences, 36, 3, 427.
    55. Themistocleous, M. (2004) Justifying the decisions for EAI implementations: a validated proposition of influential factors, Journal of Enterprise Information Management, 17, 2, 85.
    56. Tito, C. (1989) Process Management and Quality Function Deployment, Quality Progress, 22, 12, 45.
    57. Upton, D. M. (1995) What really makes factories flexible? Harvard Business Review, 73, 4, 74.
    58. Volkoff, O., Strong, D. M., and Elmes, M. B. (2005) Understanding enterprise systems-enabled integration, European Journal of Information Systems, 14, 110-120.
    59. Waring, T. and Wainwright, D. (2000) Interpreting integration with respect to information systems in organizations - image, theory and reality, Journal of Information Technology, 15, 2, 131.
    60. Weick, K. E. (1976) Educational organizations as loosely coupled systems, Administrative Science Quality, 21, 1-19.
    描述: 碩士
    國立政治大學
    資訊管理研究所
    93356004
    94
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0093356004
    数据类型: thesis
    显示于类别:[資訊管理學系] 學位論文

    文件中的档案:

    档案 大小格式浏览次数
    index.html0KbHTML2370检视/开启


    在政大典藏中所有的数据项都受到原著作权保护.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回馈