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    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/84763


    Title: 建構企業創新警覺以創造流程資本價值---總經理與資訊長的知識跨界互動研究
    Other Titles: Building Entrepreneurial Alertness for Developing Value from Process Capital---Boundary Spanning Between CEO and CIO
    Authors: 尚孝純
    Contributors: 資訊管理學系 
    Date: 2012
    Issue Date: 2016-04-15 11:38:22 (UTC+8)
    Abstract: 流程資本是企業內適應變動組織環境的一系列結合資訊科技、組織知識與專業技術的數 位化工作程序與管理架構。流程資本的實際價值必須透過企業創新警覺來覺察與掌握環 境中可行的機會。文獻與企業個案強調企業流程創新警覺的建立來自總經理與資訊長長 期的知識互動與共同的努力。總經理察覺企業內外環境機會，領導企業掌握關鍵資源與 流程調整，制訂創新決策; 而資訊長則探索流程創新機會，建議與規劃流程改變以應用 於企業創價行動。應用跨界知識活動的概念，本研究計畫探討總經理與資訊長間建立企 業創新警覺以發展流程資本價值的互動。透過多重個案研究，本研究進行長程分析個案 流程改變與企業創新行動細部探討; 包括：各創新階段流程價值，總經理與資訊長知識 互動行為，以及對企業績效影響。 本研究目的為瞭解企業中總經理與資訊長如何進行跨界互動動建立流程價值，以及跨界 知識是如何透過培育新的整合領域而被管理與應用。跨界理論讓我們可以透過知識互動 的角度看到企業創新警覺各面向機會的觀點，並且認識企業知識累積與創新的過程。分 析跨界活動、跨界媒介、與跨界組織，可以深度瞭解企業總經理與資訊長間雙向溝通的 型態與內涵。期望本研究結果能驗證企業創新警覺的建立對企業流程與資訊系統的策略 性影響。研究結果亦期望提供業者一個評估與管理創新警覺的探討基礎，包括如何強化 企業與技術間的溝通品質，以及辨認實際跨界合作領域與參與媒介的能力。
    Process capital is the set of digitized work routines of a firm that apply information technology, organizational knowledge, and professional skills in forming an organizational infrastructure that can adapt to changing organizational environments. The actual value of the process capital needs to be developed, depending upon the strategy, which requires entrepreneurial alertness for sensing and capturing feasible opportunities in the environment. Literature and practitioners emphasize that the building of entrepreneurial alertness from process capital is a collective effort lead by the CEO (Chief Executive Officer) and the CIO (Chief Information Officer). The CEO as the leader of the firm makes decisions about critical resource management and provides business direction and leadership in sensing opportunities in the environment; while the CIO plans for the exploration and exploitation of process capital. The interaction between the two leaders has been repeatedly addressed for the benefit of sensing and reacting to business opportunities. Using the concept of boundary spanning, this study plans to examine the interactions between the CEO and CIO regarding the building of entrepreneurial alertness for developing value from process capital. Multiple cases are selected to longitudinally analyze stages of process changes with boundary spanner-in-practice by the CEO and CIO, new joint field emerged and the entrepreneurial alertness built of the studied cases. This is to explore and form consolidated findings about process value development, CEO and CIO’s interactive activities, and direct results of the interactions between CEO and CIO of each stage of process value development across multiple cases. The case analysis will illuminate how boundary spanning can be driven and leveraged by the CEO and CIO for process value development and how knowledge is managed across boundaries by fostering the emergence of new joint fields. Boundary-spanning theory allows us to view diverse aspects of entrepreneurial alertness through a single theoretical lens and focus on the path of knowledge accumulation. Findings about the emergence of boundary spanning activities, agents, and organizational units will provide an enhanced explanation of the importance of communication between the CEO and CIO in developing value from the resources of the firm. The research findings are also expected to verify current practitioner thinking, which suggests that one of the most compelling emerging organizational roles of IT is that of increasing alertness for process flexibility and business innovation. The findings provide a backdrop against which practitioners can evaluate their entrepreneurial alertness management scheme to enhance the quality of communication between business and technology and identify joint fields in practice and nominate agents to participate.
    Relation: 計畫編號 NSC101-2410-H004-008
    Data Type: report
    Appears in Collections:[Department of MIS] NSC Projects

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