企業應隨著資訊科技進步，必須跟上資訊科技改變服務策略的趨勢，更要知道如何善用資訊科技，成為自身的優勢，才能在一波波新的科技浪潮中免於被吞噬的命運。 本研究對於資訊治理相關ITIL與ISO/IEC 20000進行相關文獻的探討蒐集，歸納過去研究的重點，並對於ISO於2011年發行新版ISO/IEC 20000:2011驗證，企業或組織面臨版本轉換的考驗做一探討，整理企業應透過哪些步驟修改才能夠符合改版後的ISO/IEC 20000:2011。 研究透過相關文獻與統計資料了解目前ITIL與ISO/IEC 20000的現況與台灣企業目前通過驗證的狀況，對於其版本差異進行分析研究，提出企業轉版規劃建議，並以實際個案公司(證券業)為例，對於如何調整規劃以轉換至2011版本提供一個具體可行方案。 企業從ISO/IEC 20000:2005轉換到ISO/IEC 20000:2011，因為已有舊版導入經驗，所以取得新版驗證不算困難，但是取得ISO/IEC 20000:2011驗證的組織，並非一定能讓資訊服務與業務策略緊密結合，因為ISO/IEC 20000:2011新版條文，對於服務策略部分，並沒有ITIL V3的策略發想、服務組合管理及需求管理等服務策略管理流程要求。 通過 ISO/IEC 20000:2011，必須先建立ITIL V3與ISO/IEC 20000:2011對應的管理流程，再以ISO/IEC 20000:2011為檢核方式作為組織提供資訊服務的能力與效度之驗證，最後參考ITIL V3新增的管理流程及資訊功能，補強ISO/IEC:20000:2011不足之處，才能夠由業務策略出發結合服務流程運用資訊科技提昇組織整體對外競爭力。 由於資訊科技日新月異，建議已經通過ISO/IEC 20000:2011的組織，應隨時關注ITIL版本更新，參考新增的部分強化管理流程，以彌補資訊科技演進快速，管理跟不上腳步的困境；企業不應只以取得 ISO/IEC 20000:2011驗證自滿，對於新資訊科技改變服務流程也應建立管理評估標準，以PDCA的方法論持續改善，達到真正資訊治理的目標。 / It is necessary for corporations to follow the progress of information technology, to catch up with the changing trends service strategies, and to transform the information technology to become their advantages so that they will be saved from the fate of being devoured by the continuous new waves of technology. This research includes providing literature review with respect to information governance targeting on Information Technology Infrastructure Library (ITIL) and ISO/IEC 20000, summarizing previous research works, studying the challenges that the corporations or organizations facing when moving to the new edition of ISO/IEC 20000:2011, and analyzing the steps that the corporations should take in order to be certified under the new edition. This research surveys the current conditions of the certified companies in Taiwan under ITIL and ISO/IEC 20000 based on related literatures and statistical data. The research further analyzes the differences between editions and proposes a moving plan to the new edition. The moving plan is illustrated in a case study in securities industry with a tangible and executable solution of adjustment planning. It is not difficult for corporations to move from ISO/IEC 20000:2005 to ISO/IEC 20000:2011 because of the experiences of introducing prior edition into the organizations. However, for organizations that pass the certification of ISO/IEC 20000:2011, it is not always the case to integrate information services and business model tightly. The problem occurs because there are no specific requirements documented in the new edition regarding service strategy management processes such as strategy generation, service portfolio management, and demand management specified in ITIL V3. In order to be certified by ISO/IEC 20000:2011, the corporations first have to establish corresponding management processes between ITIL V3 and ISO/IEC 20000:2011. Secondly, the corporations have to verify the capability and effectiveness of providing information services within the organizations by using the ISO/IEC 20000:2011 as an auditing tool. Lastly, the corporations have to reinforce the missing part of the ISO/IEC 20000:2011 by considering the newly added management process and information functions in ITIL V3 and integrate service process from business model. Thus can promote competitive strength across the organizations This research suggests that in order to catch up the fast pace of the technology evolution and to manage the situation of falling behind, the certified organizations should pay attention to the updates of ITIL, and consider the new additions to strengthen management processes. The corporations should not be only satisfied on passing the certification of ISO/IEC 20000:2011 but also to establish management evaluation standards for the changing service processes caused by new information technology. The corporations also should keep improving according to the PDCA methodology in order to reach the goal of real IT governance.

我國政府積極投入電子化政府建設已有十多年，與過去研究(Weill & Ross, 2004)中論及非營利組織相當重視資訊科技投資的研究結果是一致的，並且，資訊科技的導入與落實需要組織中其他因素的配合以達到良好的成效，其中一個重要的因素即為組織結構的調整。過去關於資訊組織結構的研究，大多以一般的企業為研究對象。 隨著2000年之後，我國政府開始從事組織改造，政府組織策略及資訊組織改造對我國經濟的影響日益顯著。並且，隨著資訊組織在政府整體發展中的角色日益重要，對政府資訊組織發展的研究成為最新的趨勢和最有潛力的議題之一。 為了前瞻未來政府資訊組織的發展，本論文對於我國某部級政府資訊組織的發展歷程以及其與所屬機關資訊組織之間的關係進行個案實證研究，並且，對於未來個案的組織結構、功能任務、以及與所屬機關資訊組織之間關係，與相關主管進行訪談討論，並進行歸納分析。本研究的結果為：資訊科技演進與調整資訊組織的結構、調整資訊組織的地位、調整資訊組織的授權型態有所關聯、以及在專業式官僚組織的型態下可透過資訊治理的落實來接受創新的挑戰。 本論文亦總結學術與實務意涵。學術價值歸納後呈現在以下幾個方面：對有關組織結構理論進行系統性的回顧和總結、政府資訊組織結構演進模型的建立、以及對政府資訊組織發展歷程進行客觀的描述。而實務意涵主要展現在以下幾個方面：有助於分析政府資訊組織演進發展的歷程和趨勢、以及有助於我國政府資訊組織從組織面迎接電子化政府挑戰。