臺灣人文及社會科學引文索引資料庫系統

:::

詳目顯示

回上一頁
第 1 筆 / 總合 1 筆   第一頁 上一頁 下一頁 最後一頁
/1頁
題名：從資訊科技文化衝突觀點探討企業購併後資訊系統之整合
作者：趙仁德
作者(外文)：Jen-Te Chao
校院名稱：國立中山大學
系所名稱：資訊管理學系研究所
指導教授：林福仁
學位類別：博士
出版日期：2010
主題關鍵詞：資訊科技文化衝突；企業購併；資訊系統整合；個案研究；策略調準模式；紮根理論；case study；IT culture conflict；merger；grounded theory；IT integration；strategic alignment model
原始連結：連回原系統網址new window
相關次數：
  • 被引用次數被引用次數:期刊(0) 博士論文(0) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:0
  • 共同引用共同引用:0
  • 點閱點閱:38
文化整合是決定資訊部門整併後是否能長期正常運作的重要因素。資訊部門的特殊專業文化，過去學者當成組織文化來研究，而缺乏更深入的探討。實務調查發現，大多數的企業購併是由企業策略所推動，資訊部門在購併後必須擬定資訊科技策略，透過最佳整合方法以支援企業目標。然而實際之整合過程，由於不同部門存在文化價值觀的差異，加上所使用資訊科技不完全相容，容易產生各種衝突的現象。為探討此一現象，本研究結合資訊科技文化衝突觀點與策略調準模式，建構分析模式。我們選擇了三家的台灣金融控股公司，從其銀行購併後資訊系統之整合過程，探討在資訊科技文化特徵、資訊科技整合策略以及組織特性的差異，所產生的不同程度的衝突現象。本研究利用多個案研究與紮根理論資料分析法，歸納出整併活動過程中產生的三種資訊科技文化衝突的型態，影響衝突的主要因素，以及個案公司有效克服衝突的策略與方法。本研究的結果歸納成數個命題，將可作為後續實證研究的依據。
The integration of divergent cultures is crucial in maintaining the performance of a merged organization. Prior studies on IT culture in IS departments are mainly on corporate culture and lack of in-depth study. Recently, a practical survey shows that post-merger IT integration is always treated as a technology transformation perspective. To support business strategy, IT architecture, processes and skills should be effectively redesigned after the merger. However, conflicts may emerge within the merged departments due to different cultures and incompatible IT configurations. This dissertation proposed a novel analysis framework based on IT culture conflict perspective and strategic alignment model. We selected three financial holding companies in Taiwan as post-merger cases. They conducted IT integration projects while facing conflicts due to differences in IT culture related to organizational size, IT integration strategies, and characteristics with respect to government-owned versus private banks. Through multiple case study with data analysis based on grounded theory, we have identified three types of IT culture conflict that occurred in IT integration, examined their major effects on IT integration, and discussed how to resolve IT culture conflicts in post-merger IT integration. Propositions are derived to conclude the findings from these cases, which can be validated through empirical studies in future studies.
Alaranta, M. (2005). “Evaluating success in post-merger IS integration: A case study,” Electronic Journal Information Systems Evaluation, (8:3), pp. 143-150.
Bajaj, H. (2009). “Organizational culture in bank mergers & acquisitions,” Indian Journal of Industrial Relations, (45:2), pp. 229-242.
Bergeron, F., Raymond, L. and Rivard, S. (2004). “Ideal patterns of strategic alignment and business performance,” Information & Management, (41:8), pp. 1003-1020.
Burn, J. M. and Szeto, C. (2000). “A comparison of the views of business and IT management on success factors for strategic alignment,” Information & Management, (37:4), pp. 197-216.
Cartwright, S. and Cooper, C. L. (1993). “The role of culture compatibility in successful organizational marriage,” Academy of Management Executive, (7:2), pp. 57-70.
Chakrabarti, A. and Mitchell, W. (2005). “A corporate level perspective on acquisitions and integration,” Advances in Mergers and Acquisitions, (4), pp. 1-22.
Cooper, R. B. (1994). “The inertial impact of culture on IT implementation,” Information & Management, (27:1), pp. 19-31.
Curtis, G. A. and Chanmugam, R. (2005). “Reconcilable differences: IT and post-merger integration,” Outlook Journal, (2), pp. 81-85.
Dyck, B., Bruning, N. S., & Driedger, L. (1996). “Potential Conflict, Conflict Stimulus, and Organizational Performance: An Empirical Test,” The International Journal of Conflict Management, (7:4), pp. 295-313.
Eisenhardt, K. M. (1989). “Building theories from case study research,” Academy of Management Review, (14:4), pp. 532-550.
Giacomazzi, F., Panella, C., Pernici, B. and Sansoni, M. (1997). “Information systems integration in mergers and acquisitions: A normative model,” Information & Management, (32:6), pp. 289-302.
Guzman, I. R., Stanton, J. M., Stam, K. R., Vijayasri, V. V., Yamodo, I., Zakaria, N., and Caldera, C. (2004). “Cultural and skill alignment in organizations: A qualitative study of the occupational subculture of information systems employees in organizations,” Proceedings of the 2004 SIGMIS conference on computer personnel research: Careers, culture, and ethics in a networked environment. Tucson, Arizona.
Harrell, H. W. and Higgins, L. (2002). “IS integration: Your most critical M&A challenge,” The Journal of Corporate Accounting & Finance, (13:2), pp. 23-31.
Henderson, J. C. and Venkatraman, N. (1993). “Strategic alignment: Leveraging information technology for transforming organizations ” IBM Systems Journal, (32:1), pp. 4-16.
Johnston, K. D. and Yetton, P. W. (1996). “Integrating information technology divisions in a bank merger Fit, compatibility and models of change,” Journal of Strategic Information Systems, (5:3), pp. 189-211.
Kaarst-Brown, M. L. and Robey, D. (1999). “More on myth, magic and metaphor: Cultural insights into the management of information technology in organizations,” Information Technology and People, (12:2), pp. 192-217.
Kim, H., Iijima, J. and Ho, S. (2005). “A framework for analysis of systems failure in information systems integration,” Industrial Engineering & Management Systems, (4:2), pp. 207-217.
Leidner, D. E. and Kayworth, T. (2006). “A review of culture in information systems research: Toward a theory of information technology culture conflict,” MIS Quarterly, (30:2), pp. 357-399.
Luftman, J. and Brier, T. (1999). “Achieving and sustaining business-IT alignment,” California Management Review, (42:1), pp. 109-122.
Luftman, J., Lewis, P. R. and Oldach, S. H. (1993). “Transforming the enterprise: The alignment of business and information technology strategies,” IBM Systems Journal, (32:1), pp. 198-222.
McKiernan, P. and Merali, Y. (1995). “Integrating information systems after a merger,” Long Range Planning, (28:4), pp. 4-62.
Mehta, M. and Hirschheim, R. (2004). “A framework for assessing IT integration decision-making in mergers and acquisitions,” Proceedings of the 37th Annual Hawaii International Conference on System Sciences, Big Island, Hawaii.
Nahavandi, A. and Malekzadeh, A. R. (1988). “Acculturation in mergers and acquisitions,” Academy of Management Review, (13:1), pp. 79-90.
Orlikowski, W. J. (1993). “CASE tools as organizational change: Investigating incremental and radical changes in systems development,” MIS Quarterly, (17:3), pp. 309-340.
Papp, R. (1995). Determinants of Strategically Aligned Organizations: A Multi-industry, Multi-perspective Analysis. NJ:Stevens Institute of Technology, (Dissertation), Hoboken.
Papp, R. (2001). Strategic information technology: Opportunities for competitive advantage. Hershey, Pennsylvania: Idea Group.
Patton, M. Q. (1990). Qualitative evaluation and research methods. Newbury Park, California: Sage.
Rahim, M. A. (2002). “Toward a Theory of Managing Organizational Conflict,” International Journal of Conflict Management, (13:3), pp. 206-235.
Robbins, P. S. (1974). Managing Organisational Conflict: A Non-traditional Approach. Englewood Cliffs, New Jersey: Prentice Hall.
Robbins, S. P. (1978). “Conflict management and conflict resolution are not synonymous terms,” California Management Review, (21:2), pp. 67-75.
Robbins, S. S. and Stylianou, A. C. (1999). “Post-merger systems integration: the impact on IS capabilities,” Information & Management, (36:4), pp. 205-212.
Schein, E. H. (1985). Organizational Culture and Leadership, San Francisco, California: Jossey-Bass.
Scholz, C. (1990). “The Symbolic Value of Computerized Information Systems.” in Symbols and Artifacts: Views of the Corporate Landscape, P. Gagliardi (ed.), Aldine de Gruyter, New York, pp. 233-254.
Shrivastava, P. (1986). “Post-merger integration,” Journal of Business Strategy, (7:1), pp. 65-76.
Strauss, A. and Corbin, J. (1990). Basics of Qualitative Research: Grounded Theory, Procedures, and Techniques (2nd ed.). Newbury Park, California: Sage.
Stylianou, A. C., Jeffries, C. J. and Robbins, S. S. (1996). “Corporate mergers and the problems of IS integration,” Information & Management, (31:4), pp. 203-213.
Thomas, K. W. (1977). “Toward multi-dimensional values in teaching: The example of conflict behaviors,” Academy of Management Review, (2:3), pp. 484-490.
Thomas, K. W. and Kilmann, R. H. (1974). Thomas-Kilmann conflict MODE instrument. Tuxedo, New York: Xicom.
Thomas, K. W. and Sehmidt, W. H. (1976). “A survey of managerial interests with respect to conflict,” Academy of Management Journal, (19:2), pp. 315-318.
Trautwein, F. (1990). “Merger motives and merger prescriptions,” Strategic Management Journal, (11:4), pp. 283-295.
Weber, R. A. and Camerer, C. F. (2003). “Cultural conflict and merger failure: An experimental approach,” Management Science, (49:4), pp. 400-415.
Weber, Y. and Pliskin, N. (1996). “The effects of information systems integration and organizational culture on a firm''s effectiveness,” Information & Management, (30:2), pp. 81-90.
Wijnhoven, F., Spil, T., Stegwee, R. and Fa, R. T. A. (2006). “Post-merger IT integration strategies: An IT alignment perspective,” The Journal of Strategic Information Systems, (15:1), pp. 5-28.
Yin, R. K. (1994). Case Study Research: Design and Methods (2nd ed.). Beverly Hills, California: Sages.
Zakaria, N. (2003). “Bridging technological isomorphism and culture? Creating institutional values for ICTs adoption in MNCs,” Proceedings of the 15th Engineering Management Conference on Managing Technologically Driven Organizations: The Human Side of Innovation and Change, Albany, New York.
 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top
QR Code
QRCODE

臺灣人文及社會科學引文索引資料庫

目前上線人數：599（臺灣：594，外國：5） ／ 本年度總使用人次：2393369 ／ 訪客人次（自102年09月）：68188134
國家圖書館著作權聲明 Copyright © 2013 All rights reserved.
本館地址: 100201臺北市中山南路20號． 本館地圖及交通資訊．
總機：(02)23619132．最佳瀏覽解析度為1024x768以上