跳到主要內容

臺灣博碩士論文加值系統

(44.211.117.197) 您好!臺灣時間:2024/05/27 05:35
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果 :::

詳目顯示

: 
twitterline
研究生:蕭景陽
研究生(外文):Hsiao,Chingyang
論文名稱:ERP顧問的縱觀探討
論文名稱(外文):A Comperhensive Investigation of ERP Consultants
指導教授:陳小芬陳小芬引用關係
指導教授(外文):Hsiao-Fen Chen
口試委員:傅振瑞楊子青陳建宏
口試委員(外文):Fu,ZhenruiYang,ZijingZhen,Jianhong
口試日期:2012-06-27
學位類別:碩士
校院名稱:國立暨南國際大學
系所名稱:資訊管理學系
學門:電算機學門
學類:電算機一般學類
論文種類:學術論文
論文出版年:2012
畢業學年度:100
語文別:中文
論文頁數:116
中文關鍵詞:企業資源規劃(ERP)ERP顧問
外文關鍵詞:Enterprise Resource Planning (ERP)ERP Consultants
相關次數:
  • 被引用被引用:3
  • 點閱點閱:288
  • 評分評分:
  • 下載下載:27
  • 收藏至我的研究室書目清單書目收藏:0
論文摘要

企業資源規劃(ERP)系統在企業界的使用越來越普及化之際,由於導入ERP系統涵蓋的層面非常之廣,涉及組織架構重整、流程再造的企業體質更新,很多企業內部不具備有專業知識的員工,因此向外尋找ERP顧問在導入的過程給予指導和解決問題的模式越來越常出現,而ERP顧問在導入的過程也扮演很重要的角色。
本研究透過分析深度訪談顧問之後的內容縱觀ERP顧問,從ERP顧問產業概觀、導入ERP過程以及ERP顧問本身,三個面向來探討ERP顧問。本研究在內容分析裡發現,ERP顧問產業所遇到的困境,在於大型小型ERP的抉擇、大陸顧問對台灣顧問的影響以及國內和本土、外商顧問公司的相異之處。也發現在導入ERP過程中高階主管的支持、Key User & End User、MIS(Management Informational system)及PM(Project Manager)在整個ERP導入時的重要性。更從訪談內容中發現顧問們當初加入顧問業的原因是因為自己的人格特質,以及對於未來挑選新手顧問的特質和培養的過程。

Abstract
Enterprise Resource Planning (ERP) system is widespread in industry. Because ERP cover many extensive aspects.Involved enterprises physical constitutions include organization structure and process reengineering.Internal enterprise doesn't have employees capable this professional knowledge.Therefore during implementation the pattern of seeking professinal ERP consultants to give insturction and solve problems are more common.Hence ERP consultants play an important role in the implementation.The research analyse the content thorugh focus interview from ERP consultants.Then comprehensive ERP consultants from ERP consultans industiry overview, processes to implement ERP and ERP consultants itself, three aspects to discuss ERP consultants.According to the content analyse we discover that the predicament of ERP consultants industiry cause the decision of large or small scale ERP,the Chinese consultants affect to Taiwanese consultants and the distinct from local and foreign company.We also detect that the support of managers,Key User,End User,MIS(Management Informational system) and PM(Project Manager)are important while the implementation.We even ascertain the reason why consultants enter consultants industry because thier own character, and the procedure of select new hand consultant's nature and how to cultivate.

目錄索引
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的及問題 2
第三節 研究流程 2
第二章 文獻探討 4
第一節 企業資源規劃 4
第二節 企業資源規劃發展 7
第三節 顧問 9
一、 顧問的定義 9
二、 顧問的角色和特質 10
三、 聘用顧問的優缺點 15
第四節 ERP顧問 18
一、 ERP顧問及市場發展 18
二、 ERP顧問的角色 20
三、 ERP顧問及顧問公司的選擇 24
第五節 專業代理人 29
第三章 研究方法 36
第一節 研究方法 36
第二節 訪談研究設計 38
一、 訪談人員選擇 40
二、 訪談資料來源 40
三、 訪談對象 43
第四章 訪談研究內容與分析 46
第一節 ERP顧問產業概觀 46
一、 本土ERP顧問公司VS外商ERP顧問公司 46
二、 ERP顧問產業遇到的困難 48
三、 大陸顧問的衝擊 52
四、 政府的政策 54
五、 ERP顧問產業的其他問題 56
第二節 導入ERP過程 57
一、 和顧客的互動 58
I. 過度投入 59
II. Sales跟顧問說的不一樣 60
III. 顧客不信任顧問 61
IV. 顧客之間的推薦 63
V. Free Lancer 64
VI. 專案結束後的教育訓練 66
VII. 專案結束後系統有狀況求救會幫忙嗎? 68
VIII. 遇到公司內部門的抗拒 70
IX. 企業裡面的政治因素 71
二、 導入成功的因素 73
I. 高階主管的參與 73
II. 有無和資訊單位&MIS保持良好關係 75
III. Key User & End User 77
IV. 如何挑選一個好的顧問公司(產業經驗) 78
V. ERP導入成功的其他因素 80
三、 導入ERP過程的其他問題 82
第三節 顧問本身 84
一、 顧問本身的人格特質 85
二、 顧問的背景 87
三、 為何加入顧問業 89
四、 加入之後的教育訓練 91
I. 師徒制 94
五、 新手顧問的選擇 95
I. 抗壓性 95
II. 學歷VS態度 96
III. 工作時數 97
六、 顧問本身的其他問題 99
第五章 結論與建議 100
第一節 研究結果 100
一、 ERP顧問產業的困境 100
二、 高階主管的支持和Key User & End User的遴選 101
三、 加入ERP顧問業的原因 101
第二節 研究貢獻 102
一、 MIS和PM(Project Manager)的重要性 102
二、 ERP顧問角色的轉變 102
三、 文獻和訪談內容的衝突 103
第三節 研究限制 104
一、 研究結果代表的限制 104
二、 受訪者問題的限制 104
三、 研究貢獻方面的限制 104
第四節 未來研究建議 105
一、 可增加受訪者數量 105
二、 大小型ERP的未來 105
三、 大陸V.S.台灣顧問公司及導入系統 105
參考文獻 106
一、 中文參考文獻 106
二、 英文參考文獻 107

表目錄
表2-1:企業導入ERP的優缺點 6
表2-2:企業資源規劃系統(ERP)增加之效益 6
表2-3:ERP系統演化過程表 8
表2-4:ERP六大模組說明表 9
表2-5:顧問服務業之分類 10
表2-6:顧問所應扮演的角色以及能力 11
表2-7:救世主角色的顧問會出現的現象和情況 12
表2-8:依賴創造者角色的顧問會出現的現象和情況 12
表2-11:伙伴角色的顧問會出現的現象和情況 13
表2-12:幫助能力建立角色的顧問會出現的現象和情況 14
表2-13:幫助真相敘述角色的顧問會出現的現象和情況 14
表2-10:長期的夥伴關係VS 交易關係 15
表2-14:綜合顧問的優缺點 16
表2-15:尋求內外部顧問的優缺點 16
表2-16:衡量顧問在參與之中成功的文獻 17
表2-17:ERP顧問種類工作分工 22
表2-18:ERP顧問重要性的文獻 23
表2-19:代理理論概觀 30
表3-1 :訪談對象 43
表4-1:本土和外商公司的差別 48
表4-2:價格上的競爭、大小型ERP的競爭、軟體上手問題 52
表4-3:大陸顧問的衝擊 54
表4-4:政府的政策問題 55
表4-5:ERP顧問的其他問題 57
表4-6:過度投入問題整理 59
表4-7:SALES和顧問講的不一樣的問題整理 61
表4-8:不信任顧問問題整理 62
表4-8:顧問對ERP專案時導入使用FREE LANCER的看法 66
表4-9:遇到公司內部門的抗拒的看法 71
表4-10:企業裡面的政治因素顧問的看法 73
表4-11:顧問對資訊單位和MIS看法 77
表4-12:KEY USER & END USER顧問看法整理 78
表4-13:如何挑選一個好的顧問公司(產業經驗),顧問看法整理 80
表4-14:顧問對導入成功其他成功因素的看法 82
表4-15:顧問人格特質 87
表4-16:顧問的背景 89
表4-17:為何加入顧問業的原因 91
表4-17:加入之後的教育訓練 93
表4-18:師徒制 95
表4-19:工作時數 98
表4-20:顧問本身的問題方面看法 100

圖目錄
圖1-1 本研究流程 3
圖2-1:ERP跨模組的關係圖 5
圖2-2:2008年上半年台灣資訊科技服務 18
圖2-3:2012年上半年台灣資訊科技服務 19
圖2-4:2010-2014年台灣ERM(ENTERPRISE RESOURCE MANAGEMENT)市場預估 19
圖2-5:控制專業代理人的投機行為 33
圖4-1:ERP顧問產業問題關係圖 46
圖4-2:導入ERP過程問題關係圖 58
圖4-3:顧問本身問題關係圖 84
圖5-1:ERP顧問角色的轉變 103

參考文獻
一、中文參考文獻
[1]IT界的2012:ERP的新紀元(2010) .IDC研究報告區
[2]行政院主計總處(2011).中華民國行業標準分類
[3]古永嘉, & 楊雪蘭譯. (2009). 企業研究方法, Donald Cooper R. & Pamela S. Schindler 著. 台北市:麥格羅‧希爾股份有限公司.
[4]台灣資訊科技服務2008比例(2008). IDC研究報告區
[5]吳琮璠. (2007). 資訊管理個案研究方法. 資訊管理學報, 4(1), 7-11.
[6]吳萬益. (2000). 企業研究方法第三版. 台北市:華泰文化.
[7]李政賢譯. (2009). 訪談研究法,Irving Seldman著 台北市:五南圖書出版。.
[8]李銘賢. (2002). 顧問服務品質對導入企業資源規劃系統成功之關鍵性分析. 國立中央大學資訊管理研究系碩士論文.
[9]國立中央大學管理學院ERP中心. (2008). ERP企業資源規劃導論 第三版. 台北市:旗標出版股份有限公司.
[10]陳育含譯. (2010). 訪談研究法,Kvale Steinar 著 台北市:韋柏文化國際出版有限公司
[11]廖震昌. (2008). ERP 顧問服務品質與客戶滿意度之研究. 國立中山大學企業管理學系碩士在職專班碩士論文.
[12]劉熒潔. (2005). 從ERP、SCM、CRM到電子商務. 台北市:文魁資訊.
[13]羅心榮. (2000). 以代理理論架構探討國際技術授權契約特性. 國立暨南國際大學國際企業學系碩士論文.
[14]蘇鈺伶. (2007). 組織中知識分享行為:社會資本與代理理論觀點. 國立高雄第一科技大學資訊管理系碩士論文.


二、英文參考文獻
[15]Abbott, A. (1988). The system of professions: An essay on the division of expert labor. University Of Chicago Press.
[16]Akkermans, H., & Helden, K. V. (2002). Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors. European Journal of Information Systems, 11(1), 35-46.
[17]Al-Mashari, M., Al-Mudimigh, A., & Zairi, M. (2003). Enterprise resource planning A taxonomy of critical factors. European Journal of Operational Research, 146(2), 352-364.
[18]Argote, L., Ingram, P., Levine, J. M., & Moreland, R. L. (2000). Knowledge Transfer in Organizations: Learning from the Experience of Others. Organizational Behavior and Human Decision Processes, 82(1), 1-8.
[19]Armenakis, A. A., & Burdg, H. B. (1988). Consultation Research: Contributions to Practice and Directions for Improvement. Journal of Management Information Systems, 14(2), 339-365.
[20]Bajwa, D. S., Garcia, J. E., & Mooney, T. (2004). An integrative framework for the assimilation of enterprise resource planning systems phases antecedents and outcomes. Journal of Computer Information Systems, 44(3), 81-90.
[21]Bancroft, N. H., Sprengel, A., & Seip , H. (1997). Implementing Sap R/3 : How to Introduce a Large System into a Large Organization, 2nd Edition Prentice Hall; 2nd edition.
[22]Barcus, S. W., & Wilkinson, J. W. (1995). Handbook of Management Consulting Services. McGraw-Hill; 2 edition
[23]Bashein, B. J., & Markus, M. L. (1997). A Credibility Equation for IT specialists. Sloan management review, 38(4), 35-44.
[24]Basil, P., Yen, D. C., & Tang, H.-L. (1997). Information Consulting:Development Trends and Suggestion for Growth. International Journal of Information Management, 17(5), 303-323.
[25]Bassellier, G., & Benbasat, I. (2004). Business Competence of Information Technology Professionals. Society for Information Management and The Management Information Systems Research, 28(4), 673-694.
[26]Bellman, G. M. (2001). The Consultant's Calling: Bringing Who You Are to What You Do, New and Revised. Jossey-Bass; Revised edition.
[27]Berelson, B. (1952). Content Analysis in Communication Research. Macmillan Pub Co.
[28]Bingia, P., Sharmab, M. K., & Jayanth, K. (1999). Critical Issues Affecting an ERP Implementation. Information Systems Management, 16(3), 7-14.
[29]Bloomfield, B. P., & Danieli, A. (1995). The Role Of Management Consultants In The Development Of Information Technology: The Indissolub Nature Of Socio-Poutical And Technial Skills. Journal of Management Studies, 32(1), 23-46.
[30]Bradley, J. (2008). Management based critical success factors in the implementation of Enterprise Resource Planning systems. International Journal of Accounting Information Systems, 9(3), 175-200.
[31]Brown, C. V., & Vessey, I. (2003). Managing the Next Wave of Enterprise Systems: Leveraging Lessons from ERP. MIS Quarterly, 2(1), 45-57.
[32]Carucci, R. A., & Tetenbaum, T. J. (2000). The Value-Creating Consultant: How to Build and Sustain Lasting Client Relationships. AMACOM.
[33]Champion, D. P., Kiel, D. H., & McLendon, J. A. (1990). Choosing a Consulting Role. Training and Development Journal, 66-69.
[34]Chen, R.-S., Sun, C.-M., Helms, M. M., & Jih, W.-J. (2008). Role Negotiation and Interaction: An Exploratory Case Study of the Impact of Management Consultants on ERP System Implementation in SMEs in Taiwan. Information Systems Management, 25(2), 159-173.
[35]Davenport, T. H. (1998). MANAGING - Living with ERP. http://www.cio.com.au/article/108202/managing_-_living_erp/.
[36]Deloitte, C. (1999). ERP Second Wave-Maximizing the Value of Enterprise Application and Processes-A global Research Report. http://www.ctiforum.com/technology/CRM/wp01/download/erp2w.pdf.
[37]Denzin, N. K., & Lincoln, Y. S. (2005). The Sage Handbook of Qualitative Research. Sage Publications, Inc.
[38]Ehie, I. C., & Madsen, M. (2005). Identifying critical issues in enterprise resource planning (ERP) implementation. Computers in Industry, 56(6), 545-557.
[39]Evetts, J. (2009). New Professionalism and New Public Management: Changes, Continuities and Consequences. Comparative Sociology, 8(2), 247-266.
[40]Feeny, D. F., & Willcocks, L. P. (1998). Core IS Capabilities for Exploiting Information Technology. Sloan Management Review, 39(3), 9-21.
[41]Fincham, R., & Clark, T. (2002). Management Consultancy Issues Perspectives and Agendas. International Studies of Management and Organization, 32(4), 3-18.
[42]Finney, S., & Corbett, M. (2007). ERP implementation: a compilation and analysis of critical success factors. Business Process Management Journal, 13(3), 329-347.
[43]Fitzgerald, B., & O'Kane, T. (1999). A longitudinal study of software process improvement. IEEE Software, 16(3), 37-45.
[44]Gable, G. G. (1996). A multidimensional model of client success when engaging external consultants. Management Science, 42(8), 1175-1198.
[45]Garlick, L. D. (1975). An Analysis of Client-consultant Collaboration in Developing Information Systems for State Education Agencies. University of Iowa.
[46]Gefen, D. (2004). What makes an ERP implementation relationship worthwhile: Linking tryst mechanisms and ERP usefulness. Journal of Management Information Systems, 21(1), 263-288.
[47]Hitt, L. M., Wu, D. J., & Zhou, X. (2002). ERP Investment Business Impact and Productivity Measures. Journal of Management Information Systems, 19(1), 71-98.
[48]Holland, C. P., & Light, B. (1999). A Critical Success Factors Model For ERP Implementation. EEE Computer Society Press Los Alamitos, 16(3), 30-36.
[49]Huang, J. C., Newel, S., Pan, S. L., & Galliers, R. D. (2001). Knowledge Integration Processes Within the Context of Enterprise Resources Planning (ERP) Systems Implementation. The 9th European Conference on Information Systems, 351-370.
[50]Ifinedo, P., & Nahar, N. (2006). Quality, Impact and Success of ERP Systems. Journal of Information Technology Impact (JITI), 6(1), 19-46.
[51]Jang, Y., & Lee, J. (1998). Factors influencing the success of management consulting projects. International Journal of Project Management, 16(2), 67-72.
[52]Jarrar, Y. F., Al-Mudimigh, A., & Zairi, M. (2000). ERP implementation critical success factors-the role and impact of business process management. IEEE International Conference on Management of Innovation and Technology ICMIT 2000 Management, 1, 122-127.
[53]Jones, C. M., & Price, R. L. (2004). Organizational Knowledge Sharing in ERP Implementation: Lessons from Industry. Journal of Organizational and End User Computing (JOEUC), 16(1), 21-40.
[54]Jones, M. C. (2005). Tacit Knowledge Sharing During ERP Implementation: A Multi-Site Case Study. Information Resources Management Journal (IRMJ), 18(2), 1-23.
[55]Kalling, T. (2003). ERP Systems and the Strategic Management Processes that Lead to Competitive Advantage. Information Resources Management Journal (IRMJ), 16(4), 46-67.
[56]Knight, A. (1987). IT Consultancy from a Technological Viewpoint. Journal of Information Technology, 2, 14-17.
[57]Ko, D.-G. K., Kirsch, L. J. K., & King, W. R. (2005). Antecedents of knowledge transfer from consultants to clients in enterprise system implementations. MIS Quarterly, 29(1), 59-85.
[58]Kole, M. A. (1983). Nondevelopmental MIS strategy for small organizations. SYS. OBJECT. SOLUTIONS, 3(1), 31-39.
[59]Kræmmergaard, P., & Rose, J. (2002). Managerial competences for ERP journeys. Information Systems Frontiers, 4(2), 199-211.
[60]Leto, A. B., & Roberts, D. D. (1998). Building an IS consulting business. Information Systems Management, 5(3), 73-77.
[61]Levina, N., & Orlikowski, W. J. (2009). Understanding Shifting Power Relations within and across Organizations: A Critical Genre Analysis. Academy of Management Journal, 52(4), 672-703.
[62]Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic Inquiry. SAGE Publications, Inc.
[63]Lozinsky, S. (1998). Enterprise-Wide Software Solutions: Integration Strategies and Practices. Addison-Wesley Professional.
[64]Lucas, H. C. (1981). Implementation: The Key to Successful Information Systems. Columbia University.
[65]Mabert, V. A., Soni, A., & Venkataramanan, M. A. (2003). The impact of organization size on enterprise resource planning (ERP) implementations in the US manufacturing sector. Omega, 31(3), 235-246.
[66]Markus, M. L., Tanis, C., & Fenema, P. C. v. (2000). Multisite ERP implementation. Communications of the ACM, 43(4), 42-46.
[67]Maxwell , J. A. (2004). Qualitative research design: An interactive approach. Sage Publications Inc: 2nd edition.
[68]Merton, R. K., & Kendall, P. L. (1946). The focused interview A manual of problems and procedures. The American Journal of Sociology, 51(6), 541-557.
[69]Miles, M. B., & Huberman , A. M. (1984). Qualitative data analysis: A sourcebook of new methods. Sage Publications, Inc
[70]Mills, P. K., Hall, J. L., Leidecker , J. K., & Margulies, N. (1983). Flexiform: A Model for Professional Service Organizations. The Academy of Management Review, 8(1), 118-131.
[71]Moberg, D. J., & Mills, P. K. (1982). Perspectives on the Technology of Service Operations. The Academy of Management Review, 7(3), 467-478.
[72]Motwani, J., Mirchandani, D., Madan, M., & Gunasekaran, A. (2002). Successful implementation of ERP projects Evidence from two case studies.pdf. International Journal of Production Economics, 75, 83-96.
[73]Nelson, R. R. (1991). Educational Needs as Perceived by IS and End-User Personnel: A Survey of Knowledge and Skill Requirements. MIS Quarterly, 15(4), 503-525.
[74]Piturro, M. (1999). How Midsize Companies are Buying ERP. Journal of Accountancy, 188(3), 41-46.
[75]Plant, R., & Willcocks, L. (2007). Critical Success Factors in International ERP Implementations:A Case Research Approach. Journal of Computer Information Systems, 47(3), 60-70.
[76]Rao, S. S. (2000). Enterprise resource planning: business needs and technologies. Industrial Management & Data Systems, 100(2), 81-88.
[77]Rapley, T. (2008). Doing Conversation, Discourse and Document Analysis Sage Publications Ltd
[78]Richard, P. B. (2011). Measurement And Meaning In Information Systems. MIS Quarterly, 35(2), 261-292.
[79]Robson, C. (2002). Real World Research: A Resource for Social Scientists and Practitioner-Researchers. John Wiley & Sons; 2nd edition.
[80]Rueschemeyer, D. (1983). Professional Autonomy and the Social Control of Expertise. Dingwall and Lewis. London: Macmillan, pp.38-58.
[81]Sawyer, S., Eschenfelder, K. R., Diekema, A., & McClure, C. R. (1998). IT Skills in the Context of BigCo. ACM SIGCPR conference on Computer personnel research, 9-18.
[82]Schaffer, R. H. (2002). High-Impact Consulting: How Clients and Consultants Can Work Together to Achieve Extraordinary Results. Jossey-Bass; 2 edition.
[83]Sharif, A. M. (2002). Professional Services Organizations And The Role Of Consulting In The New Economy.pdf>. Information Systems Management, 19(2), 19-30.
[84]Sharma, A. (1997). Professional as Agent Knowledge Asymmetry in Agency Exchange.pdf. The Academy of Management Review, 22(3), 758-798.
[85]Skok, W., & Legge, M. (2002). Evaluating enterprise resource planning (ERP) systems using an interpretive approach. Knowledge and Process Management, 9(2), 72-82.
[86]Somers, & Nelson, K. (2001). The Impact of Critical Success Factors across the Stages of Enterprise Resource Planning Implementations. System Sciences, 8016.
[87]Somers, T. M., & Nelson, K. G. (2004). A taxonomy of players and activities across the ERP project life cycle. Information & Management, 41(3), 257-278.
[88]Spradley, J. P. (1979). The ethnographic interview. Harcourt, Brace, Jovanovich.
[89]Sumner, M. (1999). Critical success factors in enterprise wide information management systems projects. Proceedings of the ACM SIGCPR conference on Computer personnel research, pp.297-303.
[90]Swartz, D., & Lippitt, G. L. (1975). Evaluating the consulting process. Journal of European Training, 4(5), 301-310.
[91]Tchokogué, A., Bareil, C., & Duguay, C. R. (2005). Key lessons from the implementation of an ERP at Pratt & Whitney Canada. International Journal of Production Economics, 95(2), 151-163.
[92]Thong, J. Y. L., Yap, C.-S., & Raman, K. S. (1993). Top management support in small business information systems implementation: how important is it? Information Systems Research, 7(2), 416-425.
[93]Thong , J. Y. L., Yap , C.-S., & Raman, K. S. (1994). Engagement of external expertise in information systems implementation ournal of Management Information Systems, 11(2), 209-231.
[94]Tilles, S. (1961). Understanding the Consultant's Role. Harvard Business Review, 39(6), 87-99.
[95]Tiwana, A., & Bush, A. (2007). A Comparison of Transaction Cost, Agency, and Knowledge-Based Predictors of IT Outsourcing Decisions: A U.S.-Japan Cross-Cultural Field Study. Journal of Management Information Systems, 24(1), 259-300.
[96]Todd, P. A., McKeen, J. D., & Gallupe, R. B. (1995). The Evolution of IS. MIS Quarterly, 19(1), 1-27.
[97]Trimmer, K. J., Pumephrey, L. D., & Wiggins, C. (2002). ERP implementation in rural health care. Journal of Health Organization and Management, 16(23), 113-132.
[98]Tsai, W.-H., Chen, S.-P., Chen, H.-C., Hsu, J.-L., & Yang, C.-C. (2010). The Relationship between Critical Success Factors (CSFs) and Performance of ERP Systems Implementation – View of Implementation Phases. http://www.airitilibrary.com/searchdetail.aspx?DocIDs=18166598-201006-201007190012-201007190012-297-315.
[99]Tsai, W.-H., Lin, T. W., Chen, S.-P., & Hung , S.-J. (2007). Users' service quality satisfaction and performance improvement of ERP consultant selections. International Journal of Business and Systems Research, 1(3), 280-301.
[100]Tsia, W.-H., Chou, Y.-W., Lee, K.-C., Lin, H.-L., Kuo, H.-C., & Hsu, J.-L. (2010). Investigation of the influence of ERP Vendor and Consultant on Critical Success Factor. International Conference On The Development And Practice Of Enterprise Resource Management.
[101]Turner, A. N. (1982). Consulting Is More Than Giving Advice Harvard Business Review;Cambridge,MA,USA.
[102]Vandaie, R. (2008). The role of organizational knowledge management in successful ERP implementation projects. Knowledge-Based Systems, 21(8), 920-926.
[103]Vygotskiĭ, L. S. (1986). Thought and language. MIT Press.
[104]Wang, E. T. G., & Chen, J. H. F. (2006). Effects of internal support and consultant quality on the consulting process and ERP system quality. Decision Support Systems, 42(2)
[105]Welti , N. (1999). Successful SAP R/3 Implementation: Practical Management of ERP Project. Addison Wesley.
[106]Westrup, C., & Knight, F. (2000). Consultants and Enterprise Resource Planning (ERP) systems.pdf. European Conference on Information Systems, pp.178-186.
[107]White, H. C., & Godart, F. C. (2007). Stories from Identity and Control. Italian Journal of sociology, 23-35.
[108]Willcocks, L. P., & Sykes, R. (2000). The role of the CIO and IT function in ERP.pdf. COMMUNICATIONS OF THE ACM, 43(4), 32-38.
[109]Xu, Q., & Ma, Q. (2008). Determinants of ERP implementation knowledge transfer. Information & Management, 45(8), 528-539.
[110]Yap, C., Soh, C., & Raman, K. (2003). Information system success factors in small business. Omega, 20(5-6), 597-609.
[111]York, T. (1999). Shift in IT roles ahead: Changes in business and technology will alter IT careers.(Industry Trend or Event). http://www.accessmylibrary.com/article-1G1-53603805/shift-roles-ahead-changes.html.
[112]Yow, V. R. (1994). Recording oral history: A practical guide for social scientists. Sage Publications, Inc.


QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top