我國銀行業於1991年開放新民營銀行設立，使得整體銀行的服務水準得以提升，新金融商品的開發更加快速，但利率自由化，以及各銀行採取價格競爭策略爭取客戶之作法，使得存放款利差日益縮小，各項經營風險隨之提高。金融機構惡性競爭不僅導致銀行授信品質日益惡化，同時也壓縮了銀行的獲利能力。近年來台灣經濟的不景氣與金融環境快速的變化，金融業的競爭優勢將取決於對市場、顧客及競爭同業能否做出最佳及最具差異化之決策。然而金融業收入之穩定來源，取決於企業流程作業之有效性，企業需要檢視其作業流程以消除無效率及無附加價值的作業，以降低成本、提升作業效率及效能。本研究應用企業流程資訊有機體分析架構(Tsaih and Lin 2006)，透過重現、系統化分析個案公司之房貸業務授信循環流程，並於評估流程實作後，提出相對應之作業流程及管理資訊之改善建議與管理議題，以提供個案公司做為未來管理房貸授信風險決策之參考。 / The deregulation of the Taiwan Banking industry started in 1991 has enhanced the quality of the financial service as well as speeded up the development of new financial products. The deregulation not only leads to the liberation of interest rate but also opens up the price competition between banks in order to attract customer and keep continuous sales growth. Such effect has depressed the spread of interest rate and instigated various operating risks. The cutthroat competition between banks results in deterioration of credit granting quality and reducetion in profitability. Due to the economic recession in Taiwan and the fast changing of financial environment in the recent years, the competitive advantages of the financial industry are determined by whether a bank is capable of making the best and differentiated reactions to market, customers and its competitors. The stability of the income generation to the financial industry depends mostly on the effectiveness and efficiency of the business processes. It is essential for an organization to oversee its business process to reduce less efficient, non-value-adding activities and costs. This study, based on an application to the Process-Wide Information Organism approach (Tsaih and Lin. 2006), investigates the mortgage loan business process of the subject company. By reconstructing and analyzing the practice of granting a mortgage loan, this study is able to provide corresponding suggestions with respect to process improvements and related managerial implications to the subject company.

資訊科技的進步，使得企業競爭的方式產生了根本性的改變，由過去單一企業的競爭，朝向跨組織整合的方向發展。企業間無論透過併購或策略聯盟的手段，皆希望整合上下游、提昇效率，以提高整體競爭力。而整體服務水準的提升，有賴於跨組織流程與資訊上的整合，使客戶的需求可以快速被滿足。工作流在跨組織流程中扮演極為關鍵性的角色，它結合企業邏輯、人員作業、組織資訊科技，主導企業流程，並直接影響到作業的品質與效率。 　　本研究採個案研究方式，選擇一國際海運物流集團，實地訪談各子公司，分析海運物流業者跨組織的整合運作。從企業流程與工作流的配合中，架構出資訊在跨組織企業中的傳遞，並描繪出資訊科技在工作流中所扮演的角色。結合企業流程、工作流、資訊架構此三個面向的觀點，探討企業工作流中的問題、資訊不連續的中斷點、跨組織工作流管理的困難點、以及資訊系統整合的問題。 　　經問題探討與流程分析，站在資訊整合、工作流資訊化、自動化的觀點，本研究針對個案集團提出新的工作流模式，為其規劃出與工作流整合之資訊系統，同時定義及強化資訊系統在可見性與自動追蹤、稽催上的角色。

政府事業單位重要的任務之一，在於擬定相關管理與營運的政策，因此有關於營運面的相關資訊，就成為重要的決策依據。除此之外來自民意單位質詢，彈性相當大，範圍包含了整個事業業務，因此對於決策資訊需求，往往都是包羅萬象千變萬化的，因此如何快速且正確地取得營運資訊，便成為各單位一嚴峻的考驗，而目前以報表為基礎的營運決策模式，已經漸漸無法符合變動性日增的決策需求，而資料倉儲與多維度模型的設計，正可符合快速變動的決策資訊需求。 本論文將透過對於個案組織的深入質化訪談，進一步建立個案組織的業務流程，並且透過對於個案組織業務內容的深入瞭解，對於其政策制訂之相關決策點、參考資訊、資訊流做詳細的分析，以便針對對決策資訊的來源與性質，找出相對應的屬性、維度與事實。如此一來，便可發現資料倉儲的設計，必須以流程模型為基礎，並且透過模型的指引，設計適合用戶業務內容的資料倉儲與資料模型，並且為未來組織轉型時的配適，提供最大的彈性。

會計師事務所的競爭是全球化的，在同質性高的服務之中，想要爭取到客戶，甚或提供較其他會計師事務所更能讓客戶滿意的服務，是其目前必須深思的問題。本研究利用企業流程資訊有機體(Process-Wide Information Organism, Tsaih et al.,2004 ) 中的分析方法論，並結合平衡計分卡(Balanced Scorecard)之觀念，針對國際型會計師事務所，將其現況描繪，並進行關鍵流程—審計業務流程的分析診斷，建立流程相關實作中之目標與績效衡量指標，以期找出其流程中可以改善之處，進而助其提升整體營運績效。

為落實現行企業的資訊安全評估，研究一創新的方法論，從企業流程的角度做分析評估，將企業要面臨的風險降低到可接受的等級。我們提出的發法論主要分為: (1) 發展企業流程表，找出此流程中要完成的所有功能(2) 指出各功能中對應需運作的接觸點/資訊管道/資訊資源，並評估可能面臨的風險 (3) 將這些面臨的風險，依據風險的可能性、風險的影響性，決定出各風險的風險等級　(4)提出在需建議的風險等級以上的接觸點/資訊管道/資訊資源的控制措施　(5) 確認現行企業是否有落實建議之控制措施。並實際訪談個案公司，完成此方法論的案例雛型。 / We are interested in evaluating the information security of a critical business process and its relevant issues. We try to provide a new security investigation method which is concerned with ensuring the continuity of business essential processes even the whole organization. This study will provide a methodology for analyzing the risk of each component of a process to replace the original information security method which was too widespread or too tiny. Base on such investigation, we can realize the security implements in the process and discover what component is needed to changed such as reduce risk or enhance security of that process to an acceptable level within the limited budget. In our methodology for each decisive business process., the following steps are proposed: (1) to develop the business process table, (2) to figure out all practices of CP/IC/IR corresponding to each function and the related risks, (3) to classify the risk likelihood, risk impact, and security level for each CP/IC/IR of the critical process, (4) to propose the corresponding controls for each CP/IC/IR, and (5) to check the installed controls: The last column, installed check, is took down if the proposed controls are installed or not. A case study of the loan process in a financial institution will be conducted here to illustrate the proposed methodology. We find that here are a number of benefits offered by the PWIO security investigation approach. It is designed from the higher level view point. It involves more members. It is easier to be supported by managers. It makes systematic analysis and check for the security controls in the business process. It costs less than the conventional risk analysis which is adopted for the whole enterprise. The PWIO security investigation methodology can be used in one of the processes and be modified to fit the unique enterprise, and then it can be followed out by the other processes. It can save time and money via try-and-modify steps.

面臨來自中國、越南廉價鞋品及國外鞋品業者高品牌知名度的威脅，台灣的鞋品零售業者除了在品質上力求精進外，開始逐漸轉型走向OBM（Original Brand Manufacture），企圖尋找相關的策略來因應來自國外的競爭。而在企業經營中，新產品開發的成功代表著獲利來源及取得競爭優勢的要項。鞋品零售產業屬於流行時尚業的一環，面對消費者快速多變、個性化的需求，如何從市場調查中精準的掌握消費者流行喜好及潛在需求，是業者進行鞋品開發時的一大考驗。 本研究採個案研究法，首先針對鞋品零售產業之經營環境進行檢視，並透過訪談與實地觀察，分析位於該產業龍頭的個案公司是如何透過導入門市服務創新—「鞋品e學專家服務系統」來精確掌握消費者需求變動，協助開發符合消費者需求之鞋品。本研究從兩個面向進行探討，其一先針對個案公司既有之新產品開發模式進行分析，接著探討導入服務創新後的新產品開發模式，並將兩模式進行比較，討論其中相異之處。最後，透過導入服務創新後之個案公司績效，以瞭解該模式所帶來之效益。 本研究期望探討個案公司係如何透過提供服務創新來改善其新產品開發模式，並提出一概念模式給台灣的業者參考。透過該模式，除了加強對消費者需求的掌握度外，更期許業者能瞭解如何提升鞋品的附加價值及經營績效，進而轉型至服務型精緻鞋業，提高國內鞋品零售廠商的競爭優勢。 / Nowadays, the Taiwanese footwear retail industry is facing two direct challenges: the low price footwear imported by Chinese and Vietnamese competitors, and also the dominant branding and marketing power of American and European leading players. In order to stay in the game, besides continuing improve the quality of footwear, the Taiwanese footwear retailers also starting to engaged with the strategy of OBM(Original Brand Manufacture), hoping to confront with the oversea competitors. On the other hand, a successful New Product Development(NPD) means the potential of gaining revenue and acquiring competition advantages. As one members of the fashion industry, the footwear retail industry also facing the rapid change in consumer demand, how to accurately grasp the needs and potential demand from the market remains a difficult task for all retailers. This thesis uses Case Study method. Firstly, the thesis surveyed the business environment of the footwear industry. Secondly, through interviews and field observations, the thesis analyzed the case company, to see how the company accurately grasps the demand of consumers by importing an innovative service system- Footwear E Expert Service System, and examined how this system helps the company to improve the NPD process. The analysis is divided into two aspects. One is the analysis of the traditional NPD model; another part is the analysis of the new NPD model after importing the new innovative service. Then these two models would be compared and discussed. Finally, the thesis analyzed the performance of the case company after the implementation of the system. The goal of this thesis is to examine how the case company improves its NPD model by importing the new service system, and hoping to provide a novel concept for the Taiwanese footwear retailers. In addition to NPD, this study also provides an example of enterprise transformation for the retailers from the traditional service model to tailor-made service model, and allows them to understand how to increase the added value and operating performance through the implementation of innovative service.

隨著國際環保法規陸續頒布、綠色消費風潮上漲，使企業開始正視供應鏈的綠化，但綠色供應鏈的導入須大幅改變既有流程，令企業望之卻步。本研究從企業流程再造的觀點，探討企業導入綠色供應鏈相關活動之模式，包含經歷的階段以及每個階段須進行之主要活動。此外，也探討企業在導入過程中面臨之困難。本研究採行個案研究法，訪談四家分別為資訊科技業、家電業、造紙業、髮妝業等不同產業之個案公司，除對單一個案公司進行深度瞭解外，同時還進行跨個案/跨產業的分析，以進一步地探討個案之間的異同。 本研究發現，四家跨產業之個案公司在導入綠色供應鏈時，其所經歷的「階段」與「活動」一致性高，主要有五大階段：「綠色承諾」、「內外部溝通」、「專案規劃」、「執行計畫」、「績效評估」，此與學術文獻中的企業流程再造導入模式具有高度相似性，支持綠色供應鏈的導入乃是屬於一種企業流程再造的論點。而兩者主要的差異有三點：第一、導入綠色供應鏈並不若企業流程再造將資訊科技(IT)視為關鍵角色，反之，認為IT為次要角色；第二、綠色供應鏈導入前期尤其強調對供應商以及員工的溝通，而非企業流程再造強調之供應商以及顧客，亦即，以導入綠色供應鏈而言，顧客並非影響企業進行綠色供應鏈之關鍵，而是企業於導入後期影響消費者習慣－環保意識溝通與教育；第三、綠色供應鏈之導入模式，在「績效評估」階段中增加「報告利害關係人」活動，企業流程再造則無強調此項，換言之，公開綠色報告乃是執行綠色供應鏈後期之重要活動。整體來看，本研究亦發現四家個案公司經歷的「階段」與「活動」涵蓋PDCA循環(Plan-Do-Check-Act Cycle)的概念，並進一步發現，當PDCA循環運用於綠色供應鏈之導入時，在P（規劃）的部分，除階段3之「專案規劃」之外，尚還包含「綠色承諾」以及「內外部溝通」兩項重要的階段。而在導入的困難部分，企業面臨的內部困難包含技術突破的困難、資金不足、利潤微薄化、參考資料過少、員工參與意願不高。外部困難則包含供應商配合意願低或能力有限、法令不完善、政府政策太慢、消費者購買和使用綠色產品之習慣和意識不足。其中，供應商配合意願低或能力有限是主要面臨的困難，可見企業執行綠色供應鏈時，除須克服內部阻力與困難之外，對外部供應商的溝通與管理亦需要企業投注相當的心力。 本研究對學術上的貢獻是以企業流程再造的導入模式應用於綠色供應鏈的導入，並由四個跨產業個案歸納出企業導入綠色供應鏈的模式，且強化學術文獻中對於企業流程再造、PDCA循環以及綠色供應鏈三者之連結性。在實務上，本研究歸納出的綠色供應鏈導入模式亦提供欲導入綠色供應鏈或已導入但欲改善之企業一個參考的依據。

2017年英國《經濟學人》雜誌曾提出，「世界上最寶貴的資源不再是石油，而是數據」。隨著物聯網時代來臨，工業應用領域也開始整合各種技術而掀起新一波工業革命。因為大量自動化及數據化，除了升級自動化設備、整合網通系統，監控設備產生的大數據，透過工業電腦進行分析，經由人工智能判斷邏輯產生條件，再由設備自主處理各種生產問題。除去大量勞動，專注於大數據自動化處理，即能生產更優質的產品，並且優化流程，降低企業成本。 自動化流程機器人(Robotic Process Automation)能自動的管理並執行企業大量耗費時間與人力的業務流程，可用於客戶服務、人力管理、供應鏈管理、採購、會計等範疇。物聯網(IoT)時代下的機器人自動化流程加入了認知運算等新興技術，更能進一步提升企業效率並降低成本。自動化流程機器人(Robotic Process Automation)儼然成下一個新的生產力革命。 市場研究機構IDC預測，2017年全球在認知和人工智慧系統支出將達到125億美元，和2016年相比成長達59.3%。Google母公司Alphabet公開測試無人駕駛汽車、阿里宣佈投資千億成立達摩院、百度機器人入駐肯德基等等。人工智慧(Artificial Intelligence)將顛覆商業思維、改寫商業模式。在2020年，人工智慧(Artificial Intelligence)將成為市場上真正的「主流」技術思維。IDC並且認為亞洲將在2020年成為全球第二大認知與人工智慧輸出區域。 本文探討自動化流程機器人與人工智慧之間的關聯，以及流程優化後對企業所產生的影響與變革．並且針對個案的自動化解決方案所達到的效益與後續發展進行評估與檢討，藉以提升自動化解決方案，協助企業在未來挑戰的競爭環境中創造最佳化優勢． / “The Economist” stated in 2017 that “the world’s most precious resource is no longer oil but data”. With the advent of the Internet of Things, industrial applications have begun to integrate various technologies and set off a new wave of industrial revolution. Because of a large amount of automation and data, in addition to upgrading automation soluitons, integrating netcom systems, and monitoring the big data generated by the solutions, analysis is performed through industrial computers, and conditions are generated through the logic judgment of artificial intelligence, and then the solutions autonomously handles various processes. It can produce better products, optimize the process and reduce business costs to focus on automation of big data and to save a lot of labor hiring. Robotic Process Automation can automate the management and execution of a large number of business processes that consume time and manpower, and can be used in areas such as customer service, manpower management, supply chain management, procurement, finance and accounting. The robotic automation process in the Internet of Things (IoT) era has added emerging technologies such as cognitive computing to further enhance the efficiency of enterprises and to reduce costs. Robotic Process Automation becomes the next new productivity revolution. In 2017, marketing research firm, IDC, predicts that global spendings on cognitive and artificial intelligence systems will reach US$12.5 billion, which represents a growth of 59.3% compared to 2016. Google, the parent company of Alphabet, publicly tests driverless cars, Ali announced that it has invested 100 billion to establish Daruma House, Baidu Robots has settled in Kentucky. Artificial Intelligence will disrupt business thinking and rewrite business models. In 2020, Artificial Intelligence will become the real "mainstream" technical thinking in the market. IDC also believes that Asia will become the world’s second largest cognitive and artificial intelligence output region in 2020. The article discusses the relationships between robotic process automation and artificial intelligence, and also the impact and changes after implementing the solutions. It has also evaluated and reviewed the effectiveness and following development of the automated solutions, so as to enhance the values of automation solutions and to help companies create optimal advantages in the future challenging and competitive environment.

隨著資訊科技不斷進行，資訊電腦、資訊與網路通訊科技的整合應用，除了改變現今生活的全貌，而同時深入改變企業或政府組織的角色，以及其經營之道的理念與做法，此外嶄新的管理與決策工具，也輔助高階主管的管理作業。而一個成功的企業或政府組織為能彈性因應外在競爭及劇變環境，需使其內部之資訊互通整合，以達組織間之企業流程、工作流運作順暢，而發揮企業之最大效率。藉由新科技的輔助，企業除內部工作流流線化外，對外也可增加其回應能力，以及提高其競爭能力。 本研究採個案研究方式，依據所提出之建立工作流模型及工作流管理系統之方法，選定一個案組織進行驗證。以整合性跨部門之業務流程出發，建立組織之業務流程模型，經流程分析及問題探討後，提出一套建議未來合理之業務流程模型，依未來合理之業務流程建立工作流模型，並進一定定義及強化資訊系統自動追蹤及稽催之角色，設計工作流管理系統。於所有活動均被正式定義以及追蹤管理之下，對於各項活動執行之作業成本及其績效，均能明確記載，因此可提供每年或外在環境改變時，進行對業務流程之檢討，再啟動本研究提出之方法，而每一次之檢討，可助於組織重新設計執行績效更佳之業務流程及工作流。

長期以來，台灣營建產業處於低度發展劣勢，廠商規模、技術、管理能力嚴重落後於國際廠商，尤其自台灣加入世界貿易組織後，更面臨國內市場對外開放競爭的挑戰。本研究意在探討台灣營建產業領導廠商（個案公司）因應變局挑戰的策略思維，變革的內容、過程與績效。 個案公司面臨產業變局，於2000年由企業領導人發動企業文化重塑，標舉企業經營新價值，重行定位企業走向。經由策略再思維，採用選擇與集中策略，選定系統整合工程、一般建築市場、高科技廠房，為三大核心目標事業領域，並以系統整合、風險管理、fast-track為其未來發展之策略性能耐。 為達成經營變革策略目標，個案公司推動以績效管理模式為主軸之企業流程再造，涵蓋目標管理、組織重整、引進企業資源規劃（ERP）以利工程規劃管理、預算管制、重建人力資訊系統等。致力於管理控制面之營運效率改善。其變革管理作為，確實已取得近程財務績效優勢，領先業界。 個案研究之主要發現為：缺乏變革管理經驗的企業，初期嘗試推動組織變革，傾向於採用「基本策略」變革為主要取向；在習於服從權威的組織環境中，領導者的視野與意志貫徹，為企業進行組織變革的關鍵成功因素；成功的組織變革需要涵蓋全面，藉由系統化的策略思維，將各項變革作為加以互相連結；客觀、全面、正確而深入地檢視與診斷組織既有問題，是有效達成組織變革的必要手段；企業面對惡質化的市場競爭，需透過策略再思維重新定義經營領域，以提升經營效能；封閉產業廠商面臨產業環境國際化變局，需進行涵蓋較多層面的組織變革，以因應變局挑戰；對於採取「基本策略」變革而言，推動既深且廣、符合策略目標的企業流程再造，為達成變革目標的關鍵；明確、與變革策略相結合的績效管理，是推動「基本策略」變革的有效工具。 / For decades, the construction industry of Taiwan has undergone its underdevelopment, with its scale, technologies and managerial capabilities backward to the average of worldwide competitors. Such competition posture has turned severer as the local construction market opened to global competition since Taiwan entered WTO. This research studies the strategic thinking, contents, the process and performances of organizational changes initiated by a leading company (“The Company”) of Taiwan construction industry while facing the harsh impact on business environmental changes. Reacting to industrial changes, in year 2000, CEO of The Company initiated to re-mold its corporate culture, to advocate new corporate values and to re-define business approaches. To execute rethinking approach of change management, The Company adopted the strategy of “selection & focus” to target on system integration of infrastructures, buildings and hi-tech factories as core business, with strategic competences of SI, risk management and fast-track skills to be cultivated. To achieve strategic objectives, The Company facilitated business process reengineering, which centered on performance management mode and process reengineering, including management by objectives, organizational restructuring, adopting ERP for engineering planning & management, budget control and reestablishment of information system of human resource management, for the enhancing of operational efficiency. Such managerial effort has led The Company to financially outperform local competitors for the latest three years. What this research reveals can be an inspiration to business execution. The overall commitment of the corporate is essential to the success of an organizational change since the change requires the comprehensive coverage. The leader’s vision and perseverance are critical to the fulfillment of organizational changes. It is pivotal to facilitate such changes with systematic strategic thinking. The subjective, comprehensive, extensive and precise survey and diagnosis on the existing problems of an organization is necessary to effectively reach the objectives of organizational changes. To set out suitable competition strategies in accordance with environmental factors and organizational conditions is indispensable to enhance business effectiveness. The performance management which aligns with strategic objectives is the important means to execute the organizational change.