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題名：由競值架構觀點探討新IT系統導入過程及成效與組織文化、管理技能之關聯性---以潤泰集團營造子事業部導入EPR為例
作者：張琦雅
作者(外文)：CHANG, CHI-YA
校院名稱：國立臺北大學
系所名稱：企業管理學系
指導教授：黃營杉
尹衍樑
學位類別：博士
出版日期：2003
主題關鍵詞：競值架構；資訊科技；管理技能；組織文化；導入過程；企業資源規劃系統；導入成效；CVF；IT；Management skills；Organizational culture；Implementation；EPR；Effectiveness of implementation
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本研究以潤泰集團營造子事業部旗下，三個導入ERP系統之企業為個案研究對象，其乃為國內第一個導入SAP系統之本土營造業廠商。本研究採一年「時間縱斷面」研究方式，除描述企業沿革與發展、ERP系統導入動機外，並分三階段，深入探討個案企業導入ERP系統所投入之諸多努力與因應措施；尤其欲瞭解個案企業導入ERP系統後，其組織文化與中、高階管理技能，是否逐步隨之調整與變化，以及該變化與此新IT系統導入成效間是否具有關聯性。本研究將EPR系統導入過程分三階段探討，亦即，「導入前期」（指ERP導入前置期至上線前）、「導入中期」（指ERP上線初期至所有模組導入完成）、「導入後期」（指模組導入完成至完成六個月）。並分別在不同導入階段，首度嘗試將Cameron與Quinn（1999）依競值架構(Competing Values Framework)途徑所發展之診斷工具，組織文化評量問卷「OCAI」，以及管理效能評量問卷「MSAI」，針對個案企業之組織文化與管理技能進行診斷，以瞭解ERP系統導入對個案企業之組織文化與中、高階管理技能之衝擊。研究結果顯示，ERP系統導入確實可改變組織文化與組織中、高階管理技能。組織文化之改變除取決於組織特性、領導階層特性、員工管理方式、凝聚力來源、策略重點與成功標準六大構面外，隨ERP系統導入過程而改變之情形，尚與組織結構與授權程度，以及組織年齡有關。組織結構分權程度較大，授權程度較高，組織成立年資相對較短者，導入ERP系統後，其組織文化產生變化之速度較快。同時，ERP系統導入成效與組織文化亦顯現關聯性。屬於專案型組織文化，亦即，注重創新研發、強調外部資源獲取、自主性導向高、講求彈性與個人生產力提升之組織，相對於高度監控、著重穩定與內部導向者，其ERP系統導入成效較為明顯。研究結果亦顯示，組織中、高階管理技能會隨ERP系統導入而產生逐步調整現象。導入初期，為降低ERP系統介入而產生之組織抗拒，管理者傾向以朋黨型管理技能因應，亦即，注重團隊、講求組織凝聚力，促進有效的人際關係，以及協助個人績效表現等技巧，以協助ERP系統順利導入。ERP系統導入後半年，經理人之管理技能亦隨組織當時之任務所需，進一步調整，如此，方能順利因應組織內、外所面臨之嶄新挑戰。
Three construction companies of the strategic business unit (SBU) of the Reuntex Group are considered as pioneers of the implementation of SAP in the construction industry of Taiwan. The history, development and motives of ERP implementation in these three cases are investigated, and a one-year longitudinal study focused on impacts of ERP implementation to these three companies is conducted. The most important goal of this study is to investigate the adjustments or changes of organizational culture and management skills at both the middle and top management levels of these three companies under the impact of ERP implementation. The connection between these changes and the effectiveness of ERP implementation is also assessed.
The processes of ERP implementation of these three cases can be divided into three stages - “pre-implementation stage” (i.e. the period of evaluation of ERP systems to the time before the software goes live); “implementation stage” (i.e. the period from the time when the ERP software goes live to the time when all modules are completely implemented, and “post-implementation stage” (i.e. the first six months after all modules have been implemented). Analytical tools derived from the Competing Values Framework developed by Cameron and Quinn (1999), the Organizational Culture Assessment Instrument (OCAI), and the Management Skills Assessment Instrument (MSAI), are adopted to diagnose the organizational culture and management skills at the companies in different phases of implementation.
The results reveal that the ERP implementation changes organizational culture and the management skills of both the middle and top management levels in an organization. In addition to the six measured factors selected by OCAI (i.e. organization’s dominant characteristics, characteristics of leadership, management of employees, organizational glue, strategic emphases and criteria for success), the organizational structure, degree of empowerment and the age of an organization may also trigger changes in organizational culture during ERP implementation. The higher the degree of decentralization, the higher the degree of empowerment, the younger the age of an organization, the faster the changes occurred following implementation of an ERP system. The effectiveness of ERP implementation is also clearly connected to organizational culture. For organizations with an ad-hoc culture that emphasizes novelty and research and future development, relying heavily on out-sourcing, autonomy, flexibility and increased personal productivity, ERP implementation is more effective than for companies that focus on strict surveillance, stability and internal orientation.
The findings also indicate that the management skills of the middle and top management levels change in response to the implementation of ERP systems. In the pre-implementation stage, managers may cope with potential resistance to the introduction of ERP system using the management skills of the Clan, as defined by Cameron and Quinn (1999), to facilitate the ERP implementation. The management skills of the Clan foster effective, cohesive, smooth functioning, high performance teamwork, facilitating effective interpersonal relationships including supportive feedback, listening, and resolution of interpersonal problems, helping individuals improve their performance, expand their competencies, and obtain personal development opportunities. Six months after completing all modules of ERP, managers will, according to the actual objectives and tasks demanded by the firm, further modify their management skills. Only by so doing can they successfully respond to challenges both within and outside of the organization.
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