臺灣博碩士論文加值系統

　　隨著實務上資訊系統委外作法的普及，資訊系統委外這個議題亦受學界的重視。然而，資訊系統委外不是一個新的議題。而在資訊系統委外的相關議題中，委外決策正是受到廣泛討論的議題之一，也就是將企業部份或全部的資訊系統功能委託資訊系統供應商開發或管理，還是交由企業內部的資訊人員自行開發或管理。基於資訊系統委決策對於企業的重要性，本研究採個案研究法，探索某一技術學院資訊系統委外的決策過程，推導出二階段八個命題：
　
一、資訊系統自製、委外考量因素階段
命題1：對一個非以軟體營利為組織的公司而言，當資訊系統開發人員人力不足時，傾向將資訊系統委外。反之則否。
命題2：當組織在實施資訊系統時，對資訊系統需求之時間的急迫性越高時，沒有足夠的人力資源，且缺乏開發資訊系統專業知識時，面臨時程壓力越大，越傾向於資訊系統委外。反之則否。
命題3：對一個非以軟體營利為組織的公司而言，人力資源成本越高，越傾向於資訊系統委外的決策。反之則否。
命題4：當決策小組越不傾向改變既有流程的情況下，越傾向於客製化。反之則否。
命題5：當決策領導者其權威傾向越高，群體決策程度越低，決策小組成員的角色是提供決策資訊，而非參與決策。反之則否。
二、委外廠商的選擇階段
命題6：當組織傾向自行維護資訊系統時，使用者需求不確性越高，且具有足夠資訊系統維護之人力時，則越傾向於選擇提供原始碼廠商進行資訊系統開發。反之則否。
命題7：當雙方互賴程度越高，則越傾向選擇該廠商為資訊系統委外廠商。反之則否。
命題8：委外廠商專案管理者流動率越低的資訊系統委外廠商，負責該專案的管理者專案管理、系統開發能力越強，溝通能力越好，則越傾向於選擇該委外廠商。反之則否。

　　With the popularity of outsourcing information system in practice, the academy also focus on the issue about information system outsourcing. Among the issues about information system outsourcing, the outsourcing decision is one of the issues that are widely discussed. The decision is on whether to ask the information system supplier to explore or manage parts of or whole of the enterprise’s information system functions, or to ask the information staff of the enterprise to explore or manage the system themselves. Based on the importance of the information system outsourcing decisions to an enterprise, this study uses the method of case study and discusses the deciding process. There are eight issues in two stages.
　
Stage 1: Considering factors of self-production or outsourcing
Issue 1: For a company that is not organized by software profits, when the information system staff is not enough, the company tends to accept the information system outsourcing; and vice versa.
Issue 2: When the organization is carrying out the information system, when the need to the information system is more urgent, if there are not enough human sources, there is a lack of professional knowledge of exploring the information system, and they are under a heavier schedule pressure, they tend to accept the information system outsourcing; and vice versa.
Issue 3: For a company that is not organized by software profits, if the cost at human sources is higher, it will tend to make the decision of the information system outsourcing; and vice versa.
Issue 4: When the decision team doesn’t tend to change the existing procedures, they tend to accept outsourcing; and vice versa.
Issue 5: When the decision director has higher authority, there will be a lower degree of group decisions. The role that the members of the decision team play is to provide decision information, not to join in making decisions; and vice versa.
Stage 2: Choices of outsourcing companies
Issue 6: When the organization tend to maintain the information system by themselves, there is a higher uncertainty of the users’ needs, and there is enough manpower, the organization will tend to choose a company which provides the original codes to explore the information system; and vice versa.
Issue 7: When there is a higher degree of mutual trust to the both sides, the company will be more possibly chosen as the information system outsourcing company; and vice versa.
Issue 8: If the project manager in the information system outsourcing company is more stable, and the manager has a better ability of project management and system exploration and communication, the company will be more possibly chosen as the information system outsourcing company; and vice versa.

論文口試合格証明….I
誌謝...II
中文摘要...III
英文摘要...V
目錄 VII
圖表目錄 VIII
　
第一章 緒 論 1
1-1研究動機 1
1-2研究目的 2
1-3研究架構 3
　
第二章 文獻探討 4
2-1委外的定義 4
2-2委外的理論 4
2-3資訊系統委外 10
2-4資訊系統委外決策 16
2-5決策 17
　
第三章 研究方法與設計 32
3-1 研究方法 32
3-2 研究設計 34
　
第四章 個案研究與分析 36
4-1 個案學校簡介 36
4-2 資訊部門介紹 37
4-3 個案學校合作廠商背景資料 39
4-4 資料分析 43
4-5 研究命題發展 47
　
第五章 結論與建議 69
5-1 研究結論 69
5-2 研究建議 70
5-2 研究限制 71
5-3 未來研究方向 72
　
參考文獻 73
附錄 79

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