臺灣博碩士論文加值系統

進入網路與知識經濟時代，資訊系統╱資訊科技（IS/IT）對於企業的重要性有增無減，然而無論IS/IT（例如ERP、SCM、CRM、EC、KM等）能對組織績效有多大的提升，若不能成功地實施（implementation），發揮其預期效果，則所有的議題都變成毫無意義。IS/IT在組織中的實施是一個動態且複雜的過程，其影響因素非常多，例如資訊系統本身的技術因素、個人層次的使用者心理、行為因素、乃至群體互動、組織、環境背景等的文化、政治、經濟、制度因素，皆可能對IS/IT的實施起關鍵性的影響作用。
為能針對IS/IT實施現象有一整體性、注重過程的理解，本研究融合Giddens的結構化理論（Structuration Theory）與矛盾/對立觀點，提出一整合性架構，作為探究此現象的解釋性架構，期望有助於解釋組織「為何」以及「如何」改變和發展，並識別出引發事件的機制和此機制背後的特殊脈絡，如此始能充分理解IS/IT實施過程中複雜且動態的社會過程。本研究架構藉由找出行動者結構間、社會結構間、行動者與社會結構間的矛盾（contradiction）與對立（opposition），來理解行動者「為何」以及「如何」回應結構對行動者所產生的促進（enabling）與制約（constraint）力量，以及透過行動者的反思性監控進行結構的生產/再生產，進而能闡述組織「為何」以及「如何」經歷了某一獨特的IS/IT結構化過程。
為了顯示本研究架構在經驗性研究方面的應用情況，本研究透過質性研究方法和此解釋性架構的指引，針對一個資訊豐富的ERP實施個案，進行資料收集與分析，從而識別出ERP推展過程中各個社會實體間的矛盾/對立，和其引發的促進和制約的社會力量，同時闡述這些社會力量的結構化過程，以期對此ERP實施的過程和結果有一啟發性的解釋性理解。
結果顯示個案的第一階段（P1）由於各個社會實體間的矛盾/對立程度大，引發了ERP上線失敗的結果；進入第二階段（P2）後，受到衝擊的社會實體產生了結構的轉變，加上新MIS結構的形成與作用，最後ERP系統順利上線，並正常運作；進入第三階段（P3）後，因為專案的結束和專案人員的撤走，個案公司又回復至往常的結構。本論文最後提出本研究的結論和建議、對學術界和實務界的貢獻，以及本研究的限制。

With the coming era of Internet and knowledge economy, the importance of IS/IT(information systems/information technology) to enterprises can not be overemphasized. However, if IS/IT couldn’t be implemented successfully and brings its performance into full play, the effectiveness and usefulness of IS/IT are unmeaningful. The implementation of IS/IT in an organization is a complicated and dynamic process, which is effected by a variety of factors. For instance, technical factors, the psychological and behavior factors of users, even the cultural, political, economic, and institutional factors rest on the level of organization or environment may all cause the critical effects of implementing IS/IT.
For the purpose of understanding the whole picture of IS/IT implementation process, this study integrates the perspective of contradiction/opposition into Structuration Theory and then proposes an interpretive framework, which can contribute to the interpretation of how and why the organization changes and develops. The framework can be used to identify the mechanism behind changing events and the context connected with them, therefore, we can adequately make sense of the complicated and dynamic social process of IS/IT implementation. By distinguishing the contradiction/opposition between structures of agents, between social structures, and between agent structure and social structure, the study interprets how and why agents respond to the enabling/constraint forces caused by structures. According to this, we can understand the unique structuration of IS/IT implementation process in an organization.
For the application of the integrated framework, this study adopts qualitative research methodology and the framework for guidance to study an intensive case of ERP implementation. Through the data collection and analysis, this study identifies all of the contradiction/opposition between social entities, and the enabling/constraint social forces during the process of ERP implementation.
The result reveals that the severe contradictions/oppositions between social entities caused the failure of the ERP project in Phase I. Entering the Phase II, in addition to the transformation of some structures of social entities, the new forming MIS structure exercised its political and expert power to make ERP system finally perform well. In Phase III, the case company went back to the previous stable status, because the ERP project ended and main project members withdrew. At the end of the paper, this study proposes some conclusions and suggestions for practitioners and academia, and also shows the limitation of the study.

第一章、緒論 1-1
第一節、研究背景與動機 1-1
第二節、研究目的 1-5
第三節、研究流程 1-6
第二章、文獻探討暨研究架構的建立 2-1
第一節、結構化理論 2-1
一、結構 2-2
二、行動者與能動性 2-4
第二節、使用結構化理論的IS研究 2-6
一、直接採用結構化理論 2-6
二、延伸或擴展結構化理論 2-8
（一）適應性結構化理論 2-8
（二）Orlikowski之科技的結構化模式 2-10
三、應用延伸或擴展結構化理論 2-12
四、使用其他的結構化概念 2-13
五、結構化理論與其他理論併用 2-13
第三節、研究架構的建立 2-15
一、矛盾與對立邏輯（a Logic of Opposition） 2-15
二、建立本研究之架構 2-17
（一）結構化理論也具有矛盾/對立本質 2-17
（二）擴展結構化理論的（結構性）矛盾/對立 2-18
（三）建立本研究架構 2-20
（四）本研究架構的優點和對研究的啟發 2-24
第四節、企業資源規劃 2-28
一、ERP的定義和功能特性 2-28
二、與ERP導入相關的議題 2-30
（一）ERP導入的挑戰 2-30
（二）ERP成功/失敗影響因素 2-32
（三）導入策略與方法 2-33
（四）顧問與供應商 2-35
（五）中小企業面臨的問題 2-37
第三章、研究方法與研究設計 3-1
第一節、研究方法 3-1
第二節、研究設計 3-3
一、個案的選取策略 3-3
二、資料收集方法 3-3
三、資料的整理與分析方法 3-5
四、研究的效度 3-6
第三節、研究設計的執行 3-9
一、個案的選取 3-9
二、資料收集 3-9
三、資料的整理與分析 3-11
（一）個案資料期間的含括 3-11
（二）資料的編碼與類屬化 3-13
（三）結構構面內涵的聯繫與其矛盾/對立 3-15
（四）結構的轉變分析 3-15
四、研究的效度 3-15
第四章、個案描述 4-1
第零節、「妳怎麼沒跟他說早啊？」 4-1
第一節、W公司個案背景資料 4-1
一、組織沿革和特色 4-1
二、ERP專案紀事表 4-4
第二節、前ERP時代 4-6
一、舊的DOS系統與資訊作業概況 4-6
二、揭開ERP的序幕 4-6
三、Jeremy的應聘 4-8
第三節、ERP系統的導入—第一階段（P1） 4-9
一、ERP專案的誕生 4-9
二、W公司IT架構的「改造」 4-11
三、ERP專案啟動 4-12
四、ERP的客製化 4-15
五、ERP規格的疏漏—夢魘的開始 4-17
六、ERP系統上線—厄運降臨 4-18
七、ERP的下線 4-20
八、檢討與善後 4-21
第四節、ERP的再推動—第二階段（P2） 4-22
一、ERP系統再上線策略 4-22
二、「什麼是ERP？」 4-23
三、總經理在關鍵處施力 4-24
四、再接再厲—第二期系統的上線 4-27
第五節、後ERP時代—ERP專案結束後(P3) 4-30
第五章、資料分析 5-1
第一節、第一階段（P1）的結構 5-1
一、W公司的結構及其子結構的內涵 5-2
二、W公司上下層結構的控制/服務關係 5-10
三、其他社會行動者/科技的結構內涵 5-11
第二節、第一階段（P1）結構間的矛盾╱對立 5-17
一、第一階段矛盾╱對立的內涵 5-17
二、第一階段（P1）矛盾╱對立對ERP專案的影響 5-21
第三節、第一階段（P1）結構和矛盾╱對立的轉變 5-23
第四節、第二階段（P2）的結構和其矛盾╱對立 5-29
一、新MIS結構的形成 5-29
二、第二階段（P2）的結構 5-31
第五節、ERP專案結束後（P3）的結構和其矛盾╱對立 5-40
第六節、ERP專案人員的結構化 5-43
第六章、結論與建議 6-1
第一節、結論 6-1
第二節、研究貢獻與研究限制 6-5
一、對學術界貢獻方面 6-5
二、對實務界貢獻方面 6-6
三、研究限制方面 6-9
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