臺灣博碩士論文加值系統

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.

CONTENTS I
TABLES II
FIGURE III
CHAPTER 1 INTRODUCTION 1
CHAPTER 2 LITERATURE REVIEW 3
2.1 IT-BUSINESS ALIGNMENT 3
2.2 IT-BUSINESS ALIGNMENT IN SERVICE-ORIENTED ENTERPRISES 5
2.3 SERVICE ORIENTED ARCHITECTURE 7
CHAPTER 3 DEVELOPMENT OF RESEARCH FRAMEWORK 11
3.1 RESEARCH FRAMEWORK 11
3.1.1 Strategic alignment 11
3.1.2 Operational alignment 12
3.1.3 Social alignment 12
3.1.4 Quality of Customer Services 12
3.2 HYPOTHESES 13
3.2.1 Strategic alignment 13
3.2.2 Operational alignment 13
3.2.3 Social alignment 14
CHAPTER 4 RRESEARCH METHODOLOGY 15
4.1 OPERATIONALIZATION OF CONSTRUCTS 15
4.2 PRETEST 17
4.3 DATA COLLECTION 19
4.4 INSTRUMENT 21
4.5 INSTRUMENT VALIDATION 21
4.6 DISCRIMINANT VALIDATION 23
CHAPTER 5 RESULTS AND DISCUSSION 26
5.1 RESULTS 26
5.2 FINDINGS 28
CHAPTER 6 CONCLUSION 31
6.1 SUMMARY 31
6.2 CONTRIBUTION 32
6.3 LIMITATIONS AND IMPLICATIONS OF FUTURE RESEARCH 32
REFERENCES 33
APPENDIX A. QUESTIONNAIRE (ENGLISH VERSION) 36
APPENDIX B. QUESTIONNAIRE (CHINESE VERSION) 41
APPENDIX C. PARTICIPANTS LIST 45
TABLES
Table 2-1. Redefinition of SIMM for customer service systems………………… 8
Table 3-1. The definition of each of the components in the research framework .. 12
Table 4-1. Measurements for Alignment Construct ………………..………..…... 14
Table 4-2. Companies Description …………………………………………..……. 16
Table 4-3. Measurements for Alignment Construct (After Pretest) ……..…...… 16
Table 4-4. Characteristics of the Study Sample …………………………..….…... 19
Table 4-5. Summary of Factor Analysis of the Readiness Factors ………....…… 21
Table 4-6. Reliability ……………………………………………………..………... 22
Table 4-7. Summary of K-count to test discriminant validity …………….……. 23
Table 4-8. Correlation Matrix ………………………………………………..…… 24
Table 5-1. Mean Value Analysis ……………….…………………………..……… 25
Table 5-2. Model Summary and Coefficients – The Full Samples …….………... 26
Table 5-3. Model Summary and Coefficients (2) – Weakly SI Samples ………... 26
Table 5-4. Model Summary and Coefficients – Highly SI Samples …………….. 27














FIGURE
Figure 3-1. Research framework ……………………………….………………. 10

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