An Action Researech on the Transformation Process from the ERP to EERP – Base on the example of CH Company

[[abstract]]許多研究指出，企業為了適應產業環境及提昇競爭能力，因而將ERP系統轉型成延伸型ERP（EERP），然而，僅有很少數的研究在探討企業在轉型到EERP時組織內部可能產生的變革。因此本研究歸納過去關於導入資訊科技的策略、對組織的變革理論及ERP系統建置的關鍵因素，並就組織組成的三大構面─人員、科技和流程─來探討轉型的過程中其所可能發生的變革及構面間相互的影響的情況。本研究採用質性研究中的行動研究法，選擇屬於高科技產業中的半導體封測相關企業，以Rajiv與Yolande（2001）企業策略與資訊策略的調配矩陣來選擇適合之資訊系統，並搭配Norris et al. (2000)所提出之ERP/e-Business組織變革矩陣架構為界定企業在轉型的實施程度及資料分析工具。 本研究發現在轉型的過程中，資訊系統的選用策略足以左右專案的成功與否。企業在轉型時「人員、科技、流程」三個構面所受到的衝擊也不盡相同，以本研究而言，依次為科技、人員、流程。本研究的結論可以作為降低企業在e化轉型時所可能遭受到的風險的參考。總結本研究對實務的貢獻為提供業界管理者在其企業由ERP系統轉型時的參考；對學界而言，可以從本研究所提出的架構和發現，可以做為後續相關企業e化轉型或組織變革的研究基礎。[[abstract]]Many researches demonstrated that most enterprises transform ERP to extend ERP (EERP) to adapt the industry environment and gain competition. However, few researches focused mainly on studying the changes of the transformation from ERP systems to EERP system. This research, therefore, studied previous literatures concerning the impacts of the information technology to organizations, organizational change theories, and the critical factors of ERP system implementations, while inducing 3 constructs--people, technology, and processes--to be examined. This study used the multiple case study methodology and sampled one semiconductor-related enterprises from the High-Tech industry in Taiwan. A study of Alignment Between Business and IS Strategies from Rajiv Sabherwal and Yolande E. Chan (2001) was used as the didecision tool for survey EERP system and The ERP/e-Business matrix proposed by Norris et al. (2000) was used as our analytic tool to study the changes of organizations, which are transforming from ERP implementation to distinct level of EERP. Our findings concluded that, EERP system selection would cause the project success or not. The impacts degree of the 3 constructs--people, technology, and process--were difference while transformation from ERP to EERP. According to our research, the impacts on the construct of technology were most significant, than the people and than the processes. And our findings could be the reference for enterprises facing transforming to reduce the risks of e-transformation. In conclusion, the contributions of this study to the practical can be considered the guideline when they are in the process of transformation; to the academic researchers, the framework we proposed and the findings can be seen as the basis of studying e-business and organizational change related issues in the future work