政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/30479

政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/30479

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題名:	政府機構轉換資訊科技基礎設施的歷程 Adopting and Implementing IT infrastructure: A Case Study of the Transformation Process in a Government Agency
作者:	汪其芬 Wang, Chi-Fen
貢獻者:	李昌雄 Lee, Tsang Shiung 汪其芬 Wang, Chi-Fen
關鍵詞:	資訊科技基礎設施歷程模式電子化政府組織變革突破性改變策略形成策略執行 Information Technology infrastructure Process model e-Government Organizational Change Radical Change Strategic formulation Strategic implementation
日期:	2004
上傳時間:	2009-09-11 17:59:50 (UTC+8)
摘要:	轉換資訊科技基礎設施一如佈建好的房舍遷移重蓋，其涉及的轉換是全面且浩大的工程。在面臨公元二千年危機僅餘兩年的時間，在當時微軟作業平台尚不成熟，國內資訊科技基礎設施轉換成功案例尚不多見，組織內部人員對有關技術一知半解，資訊部門未能有效處理問題等情境下，高階主管採行轉換資訊科技基礎設施策略，將主機移除轉換至區域網路伺服器環境，並重新開發所有應用資訊系統。如此大工程高風險的策略及如此困頓的情境，如何順利進行？轉換資訊科技基礎設施涉及組織層面極廣而複雜。包括硬體、軟體、程序、制度、人員等。有關機器設備或可一次更新，惟設置於新機器設備上的核心應用資訊系統，則需逐步開發及調整。有關設備、系統及制度標準，如何與組織需求及業務融合發揮效能，更需人員觀念的轉變與不斷的學習，其所需之時間都不是一朝一夕能見其成效。所以轉換資訊科技基礎設施要看的是它的歷程，由時間的演變可以看出轉換資訊科技基礎設施對組織的影響，也可以看出其互動的關聯性。本研究採用個案研究法，觀察經濟部國際貿易局這個成功案例如何進行資訊科技基礎設施的轉換。該個案有幾個特徵：一、政府機構；二、面臨內外危機及電子化政府的壓力；三、採行的技術策略，對組織而言是一種全面性、突破性（Radical change）的改變，技術無法累積，必需重新學習。鑑於轉換資訊科技基礎設施歷程十分冗長而複雜，為能有系統的描繪個案，本文採取一般性研究架構（內容、情境及歷程），並輔以「問題解決」觀點描繪轉換資訊科技基礎設施的歷程。又為能適當控制研究資訊量，本文分三大問題（如何形成策略並開始執行？如何整合資訊並推廣應用？資訊部門與人員如何轉型？），加以描述及分析。有關歷程的特徵，則引用江志浩（1999）所推導出的組織歷程模式—計畫性模式、適應模式、浮現模式加以檢視。該模式係以「問題解決」的二個元素「設定解決問題的目標」、「進度控制與資源配置」，檢視三種歷程模式的特徵及差異。此外，本文並對問題解決者（高階主管、資訊經理、執行團隊）在此歷程中所扮演之角色及其影響加以探索。本研究發現，轉換資訊科技基礎設施的歷程無法以單一的歷程模式加以描繪。轉換資訊科技基礎設施的歷程涉及一組相關問題的解決，通常在大眾印象中多只看到硬體設施的建置及導入，極易忽略真正困難的問題在於人員觀念的轉變與不斷的學習。由於這些隱藏的問題，整個歷程會出現一些意想不到的狀況。本研究可作為實務界導入資訊科技基礎設施、組織變革及組織創新的參考；對於涉及長達七年轉換歷程的資料，還可以提供未來學術界研究之基礎。 Adopting and implementing Information Technology (IT) infrastructure , like the removing already-built premises for reconstruction, involves a comprehensive and massive conversion. Less than two years before the Y2K crisis, when the Microsoft platform had not been fully developed, there were only a few successful cases of domestic IT infrastructure adoption and implementation. Moreover, Internal personnel of organization was not proficient with the related technology, and IT department was not able to effectively handle the issues; however , top management adopted a strategy of IT infrastructure conversion by switching the mainframe to Local Area Network servers and then re-developing all the application information systems. How did they successfully implement this strategy amidst such a massive re-engineering, and with high-risk information technology ? In reality, IT infrastructure adoption and implementation involves extremely broad and complicated levels, including hardware, software, procedures, systems, personnel, and so on. Machines and equipment can be updated at once, but the core application information systems installed on new machines and equipment must be sequentially developed and adjusted. To achieve the desired effects, people especially, need to change their ways of thinking and learn constantly if they want their equipment, systems, and system standards to be aligned with the needs and business goals of the organization. However, results cannot be achieved in a short time. Therefore the IT infrastructure adoption and implementation process needs to be studied longitudinally. With respect to time, we can see the impact of IT infrastructure adaptation on organizational changes and its interactive association. This study uses the case study approach to observe how the Bureau of Foreign Trade of the Ministry of Economic Affairs in Taiwan has successfully adopted and implemented IT infrastructure. This case is characterized by the following properties: (1) It is a government organization; (2) It encountered internal and external challenges and pressure to launch an “e-Government;” and (3) It used technological strategies, which are comprehensive and radical changes to organization, so that the technologies involved were unable to be accumulated and needed be relearned. As it is a very long and complicated process to adopt and implement IT infrastructure, this article uses a general research framework (consisting of contents, context, and processes), supplemented by “problem solving”, to systematically describe the IT infrastructure adoption and implementation process. Moreover, with the hope of properly controlling the information for this research, three major issues are described and analyzed: (1) How to formulate and implement strategies; (2) How to integrate and apply information; and (3) How to transform the information system department and its personnel. Additionally, the characteristics of a transformation process can be studied using the organizational process model derived by Chiang Chi-ku (1999), comprising of a planned model, an adaptive model, and an emergent model. This organizational process model studies the properties and differences of these three process models using the two components of “problem solving” —“goal setting for problem solving” and “status control and resource allocation.” Moreover, this article also studies the roles played by the problem solvers (i.e., top management, information manager, and the executive team) in these processes and their effects. According to the findings of this study, the process of adopting and implementing IT infrastructure can’t be described as a single process. Moreover, it involves solutions to a series of related problems. Generally speaking, most people only recognize the construction and implementation of hardware, but easily disregard the real difficulty in personnel’s conceptual change and constant learning. Due to these hidden problems, some unexpected conditions may appear throughout the transformation process. Hence, this research can be taken as a reference for the business sector in adopting and implementing of IT infrastructure, organizational change, and organizational innovation. Moreover, it can also provide the basis for future academic research of the data involving a seven-year-long adaptation process. "第一章緒論 1-1 第一節研究背景與動機 1-1 第二節研究問題 1-2 第三節研究範圍 1-3 第四節　研究流程 1-4 第二章文獻探討 2-1 第一節資訊科技基礎設施（IT Infrastructure） 2-2 一、何謂資訊科技基礎設施 2-2 二、資訊科技基礎設施的發展與影響 2-4 三、轉換資訊科技基礎設施策略的形成與執行 2-6 四、轉換資訊科技基礎設施的風險 2-8 五、轉換資訊科技基礎設施的成功因素 2-9 第二節轉換資訊科技基礎設施與組織之關係 2-12 一、組織理論模型 2-12 二、轉換資訊科技基礎設施與組織要素的關係 2-15 三、因應組織變革的方法 2-16 四、政府組織與電子化政府 2-18 第三節轉換資訊科技基礎設施與人員之關係 2-19 一、變革推動者的特質與挑戰 2-20 二、高階主管、資訊經理及執行團隊 2-21 第三章理論模式與研究架構 3-1 第一節組織的歷程模式 3-1 第二節研究架構 3-3 一、問題解決的歷程觀點 3-5 二、問題解決的內容觀點 3-7 三、問題解決的情境觀點 3-7 第四章個案研究 4-1 第一節研究方法 4-1 第二節研究設計 4-1 一、分析單元與層次 4-2 二、研究個案的選擇與數目 4-2 第三節資料蒐集 4-2 第四節資料分析 4-3 第五節研究品質 4-4 第五章個案描述與分析 5-1 第一節個案背景說明 5-1 一、經濟部國際貿易局簡介 5-1 二、經濟部國際貿易局資訊部門簡介 5-2 第二節個案描述 5-5 一、如何形成策略並開始執行？ 5-6 二、如何整合資訊並推廣應用？ 5-14 三、資訊部門與人員如何轉型？ 5-21 第三節個案分析 5-27 一、轉換資訊科技基礎設施的歷程觀點—理論模式分析 5-27 二、轉換資訊科技基礎設施的歷程觀點綜合討論 5-31 三、三種關鍵人物的角色及影響 5-33 第六章結論與建議 6-1 第一節結論 6-1 一、本研究探討的問題 6-1 二、探討個案的心得 6-6 第二節研究限制 6-10 第三節研究貢獻 6-11 第四節未來研究建議 6-11 附　　件：附件一：名詞解釋附件-1 附件二：轉換資訊科技基礎設施重新建置之應用系統說明附件-2 附件三：政府機構轉換資訊科技基礎設施研究資料來源表附件-8 附件四：個案研究之訪談附件-9 參考文獻一、中文參考書目二、西文參考書目政府機構轉換資訊科技基礎設施的歷程圖　目　錄圖 1-1：研究流程圖 1-4 圖 2-1：Nolan的階段理論 2-5 圖 2-2：策略調準模型 (Strategic Alignment Model) 2-10 圖 2-3：資訊科技對組織變革的影響因素 2-14 圖 3-1：一般性研究架構 3-3 圖 5-1：經濟部國際貿易局組織架構 5-2 圖 5-2：資訊部門組織架構 5-3 圖 5-3：貿易局轉換資訊科技基礎設施示意圖 5-5 圖 5-4：歷程觀點示意圖 5-6 圖 5-5：轉換資訊科技基礎設施應用系統架構圖 5-8 圖 5-6：高階主管授予資訊經理之資源 5-34 政府機構轉換資訊科技基礎設施的歷程表　目　錄表 2-1：Scott Morton組織理論模型構面 2-14 表 2-2：轉換資訊科技基礎設施與組織變革要項對照表 2-15 表 2-3：因應組織變革的方法 2-17 表 2-4：高階主管、資訊經理、執行團隊之角色 2-23 表 3-1：以「問題解決」貫串研究架構與歷程模式 3-5 表 3-2：本研究架構 3-9 表 3-3：三種歷程模式比較 3-9 表 5-1：1997年貿易局資訊科技基礎設施一覽表 5-4 表 5-2：如何形成策略並開始執行之要項及時間 5-6 表 5-3：如何整合資訊並推廣應用之要項及時間 5-14 表 5-4：資訊部門與人員如何轉型之要項及時間 5-21 表 5-5：轉換資訊科技基礎設施資訊部門的改變 5-26
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