爲了因應全球化競爭與企業西進大陸的潮流，台灣企業導入資源規劃系統來整合企業組織各部門功能的資訊系統，以提高企業整體競爭力，已成爲重要趨勢。本研究目的如下：1.瞭解兩岸同一企業員工，其跨文化差異是否對組織文化與組織承諾有所影響。2.探討兩岸同一企業員工，其所認知的組織文化與組織承諾是否會影響對導入ERP的態度。3.比較兩岸同一企業不同部門，在跨文化差異、組織文化、組織承諾與對導入ERP的態度是否有所差異。4.分析兩岸同一企業員工，其個人變項對於跨文化差異、組織文化、組織承諾與對導入ERP的態度是否有所影響。研究方法首先採用個案研究法，深入訪談實際的案例，在進行第二階段之問卷設計也做較大範圍的深入調查。本研究主要研究發現如下：1.兩岸文化差異對組織文化與組織承諾確實有影響。2.組織文化對組織承諾確實有影響。3.組織文化對導入ERP的態度確實有影響。4.組織承諾」對導入ERP的態度確實有影響。5.不同部門對國家文化、組織文化、組織承諾與導入ERP的態度沒有顯著差異。6.性別、年齡、婚姻與職位層級等變項對國家文化、組織文化、組織承諾與導入ERP的態度沒有顯著差異。7.「教育程度」與「年資」等變項對「國家文化」、「組織文化」、「組織承諾」與「導入ERP的態度」有顯著差異。

The Influence of Attitude toward Enterprise Resource Planning(ERP) System Implementation relation to Cross-strait Organizational Culture and Organizational Commitment for an Enterprise-Taking the Same Taiwanese Enterprise in Zhongshan and Chiayi as an Example. In order to face the effects of the global competition and the trend of enterprises investing in Mainland China, implementing ERP system Taiwanese enterprise to integrate various departments' information system is becoming an important trend to promote the business competitiveness. The objectives of this study were to: 1. To understand whether organizational culture and organizational commitment will be influenced by cross-culture in the same enterprise on the two sides. 2. To discuss the attitude toward ERP Implementation will be influenced by whether organizational culture and organizational commitment in the same enterprise on the two sides. 3.0 compare the different departments would make any difference in organizational culture, organizational commitment, cross-culture, and the attitude to ward ERP Implementation in the same enterprise. 4. To analysis the different personal attributes would make any difference in organizational culture, organizational commitment, cross-culture and the attitude toward ERP Implementation in the same enterprise. The initial research model was based on case studies, and was enhanced by additional data from questionnaire survey. The main discoveries are as the following: 1. whether organizational culture and organizational commitment are significantly influenced by cross-culture in the same enterprise on the two sides. 2. The organizational commitment is significantly influence by organizational culture. 3. The attitude toward ERP Implementation is significantly influenced by whether organizational culture and organizational commitment in the same enterprise on the two sides. 4. There are no significant differences made by different department in organizational culture, organizational commitment, cross-culture, and the attitude toward ERP Implementation in the same enterprise. 5. There are no significant differences in the variables of sex, age, marriage, and position. 6. The variables of seniority and education are significant factors to organizational culture.