Taiwan had natural advantage of geographical conditions plus adopting the strategy of developing container center in 1970 and also was developed and operated achievement very well in past 20 years for prevailing in containerization. As global business environment and information technology grow rapidly, Enterprise Resources Planning¡]ERP¡^system develops quickly under enterprise demand. ERP provides management information that fits enterprise demand and enhances enterprise competition ability .With this methodology, the ERP adopting organizations can more easily and systematically implement the ERP package. In addition, the experience provides greater insight for misfit solving confronted in the case, and thereby reduce the risk of ERP implementation. The main purpose of this study is to probe into the proper structure, evaluation model, expectation and the implementation process of ERP. The results of this study can provide some thoughts for managers who will make decisions about the implementation of ERP system.

There are a lot of complicated factors affecting the success of an Enterprise Resources Planning (ERP) project. These factors can be divided into controllable and uncontrollable ones. For instance, the schedule management, the allocating resources and the method of implementation are controllable. Once the ERP system and vendor are decided and unchangeable, the ERP itself will become the uncontrollable factor. Unless we abandon the ERP project and restart it again, otherwise the project must proceed and go on continuously. If ERP system is suitable for the enterprise, the degree of customization can be reduced. However the customization is the most significant factor that delays implementation schedule and increase more cost than budget. If the functions of ERP system do not fit the requirements of an enterprise it will cause the extreme large degree of customization. To select an adequate ERP system fit for company¡¦s functions is the first step towards the success of ERP project, and further improve the performances of enterprise with ERP system. The most important key is to choose an industry-specified ERP system and to implement it actively, but little research focuses on it. This study emphasizes the concept of an industry-specified ERP system, using flat steel industry as the research object and considering the process of implementation of ERP system. We take account of the major dimensions and critical modules of ERP system during the selection period. This paper expects to provide flat steel industry an objective method for selection of critical functions and needed modules. It can help flat steel industry choose the most applicable ERP system effectively, and increase the probability to implement ERP successfully. Finally, some suggestions were provided for ERP system vendors to consider the requirements of different types of industries, especially the flat steel industry.

Information technology (IT) plays an important role in the daily operation of the modem business organization. The implications for, and influences on organizational structure from the deployment of IT have long been recognized. One of the most important, recent innovations, in the world of information technology, has been the Enterprise Resource Planning (ERP) system. Because of its wide reach, sophistication and highly integrated nature, it is potentially far more powerful and advanced than any of its predecessors, and thus has the potential to greatly influence organizational practices and design. However, the understanding of the organizational impact of IT in general, and ERP in particular, is rather limited. Due to the shortcomings of past studies, no clear consensus has been reached with respects to the structural impact of IT Moreover, though there 4ave been a large number of studies focusing on the implementation of EPR, very few empirical works have explicitly and systematically explored the influence of ERP on a range of different structural dimensions. This study aims to fill these gaps in the literature, and in so doing, generate a more comprehensive understanding of the organizational impacts of ERP To this end, it adopted a mixed method in order to deliver a more balanced and richer set of conclusions. The outcomes of the quantitative data analysis confirmed the general influences of ERP on a range of different structural dimensions. More specifically, it has been shown that the deployment of ERP can lead to a flatter, more decentralized, more standardized and a more tightly integrated organizational structure. Furthermore, the qualitative data provided meaningful insight into the structural impact of ERP, in Chinese context. In addition,, the various analyses found important associations amongst the corporate strategy, organizational structure, ERP deployment and organizational flexibility constructs, and in so doing, demonstrated that the relationship between ERP deployment and organizational structure is not independent of its organizational context. Indeed, it is shown that the results of this study provide support for the 'configurational' view of organizational strategy and behaviour. Finally, this study's results have been strengthened by modelling the technological artefact using a more balanced set of measures than had been employed in previous studies. Indeed, it was demonstrated that the use of ERP success, rather than the scale of its adoption, to model the independent variable, was a more effective indicator of changes to structural design, and ultimately also to the realization of organizational flexibility.

With the coming era of Internet and knowledge economy, the importance of IS/IT(information systems/information technology) to enterprises can not be overemphasized. However, if IS/IT couldn¡¦t be implemented successfully and brings its performance into full play, the effectiveness and usefulness of IS/IT are unmeaningful. The implementation of IS/IT in an organization is a complicated and dynamic process, which is effected by a variety of factors. For instance, technical factors, the psychological and behavior factors of users, even the cultural, political, economic, and institutional factors rest on the level of organization or environment may all cause the critical effects of implementing IS/IT. For the purpose of understanding the whole picture of IS/IT implementation process, this study integrates the perspective of contradiction/opposition into Structuration Theory and then proposes an interpretive framework, which can contribute to the interpretation of how and why the organization changes and develops. The framework can be used to identify the mechanism behind changing events and the context connected with them, therefore, we can adequately make sense of the complicated and dynamic social process of IS/IT implementation. By distinguishing the contradiction/opposition between structures of agents, between social structures, and between agent structure and social structure, the study interprets how and why agents respond to the enabling/constraint forces caused by structures. According to this, we can understand the unique structuration of IS/IT implementation process in an organization. For the application of the integrated framework, this study adopts qualitative research methodology and the framework for guidance to study an intensive case of ERP implementation. Through the data collection and analysis, this study identifies all of the contradiction/opposition between social entities, and the enabling/constraint social forces during the process of ERP implementation. The result reveals that the severe contradictions/oppositions between social entities caused the failure of the ERP project in Phase I. Entering the Phase II, in addition to the transformation of some structures of social entities, the new forming MIS structure exercised its political and expert power to make ERP system finally perform well. In Phase III, the case company went back to the previous stable status, because the ERP project ended and main project members withdrew. At the end of the paper, this study proposes some conclusions and suggestions for practitioners and academia, and also shows the limitation of the study.

With the significant progress of information system, information technique has been the essential surviving key to a business. Enterprise adopts various information systems so as to be able to aware of the ever-changing environments coming from either internally or externally and still maintain stable and reliable management mechanism. Enterprise Resources Planning (ERP) has been widely applied to the integration of companies¡¦ internal processing systems. Nevertheless, focusing too much on either structure view, or process view, or isolated structure-process views always hinds the success of implementing an ERP within a company. Consequently, to be classified as a blue ocean enterprise, this research urges companies describe ERP with Distribution ERP Architecture Model (DERPAM), hence structure-process-integration constructing distribution ERP systems. In such case, combination of 80% distribution ERP and 20% core competence of each unique company becomes highly achievable. Outstandingly, DERPAM helps companies derive an optimized distribution ERP.

L´étude a comme objectif l’identification des éléments du succès de la formation d’un partenariat stratégique dans la sous-traitance en technologie d’information (TI). L´objet de la recherche est un système ERP dans une banque transnationale. La stratégie de recherche adoptée a été l’étude de cas unique avec deux sous-unités d’analyse. La première a eu comme but l’évaluation de la satisfaction de la banque avec le fournisseur du système ERP utilisé par ses agences européennes. La deuxième a analysé le processus de la formation d’un partenariat stratégique de la banque avec un nouveau fournisseur de système ERP pour toutes ses agences internationales, y compris les européennes. Les résultats de la première sous-unité d’analyse ont été obtenus par l’utilisation d´une méthode mixte et ont permis le développement d’un modèle d’évaluation du succès pour ce type de sous-traitance. Ce modèle a considéré comme déterminants du succès de la sous-traitance en TI les dimensions bénéfices, qualité du service et qualité de la relation client-fournisseur. Les éléments de cette dernière dimension ont permis le développement d’un nouveau modèle contenant des éléments de succès pour la formation d’un partenariat stratégique dans la sous-traitance d´un système ERP. Ce modèle a été approfondi dans la deuxième sous-unité d’analyse avec l’utilisation d´une méthode qualitative. Les résultats ont mis en évidence l´importance d’une perspective multidimensionnelle de la théorie institutionnelle pour l’identification des éléments du succès dans la formation d’un partenariat stratégique dans la sous-traitance en TI - les dimensionnes régulatrice, normative et cognitive du processus d’institutionnalisation. / O estudo tem como objetivo a identificação dos elementos de sucesso na formação de uma parceria estratégica na terceirização da tecnologia da informação (TI). O objetivo da pesquisa foi um sistema ERP de um banco transnacional. A estratégia de pesquisa adotada foi de estudo de caso único com duas subunidades de análise. A primeira teve como foco a avaliação da satisfação do banco com o fornecedor de sistema ERP em uso pelas suas agências européias. A segunda analisou o processo de formação de parceria estratégica do banco com novo fornecedor de sistema ERP para todas as suas agências internacionais, incluindo as européias. Os resultados da primeira unidade de análise foram obtidos pelo uso de um método misto e contribuíram no desenvolvimento de um modelo de avaliação do sucesso para esse tipo de terceirização. Esse modelo considerou como antecedentes do sucesso na terceirização da TI as dimensões benefícios, qualidade do serviço e qualidade do relacionamento cliente-fornecedor. Os elementos dessa última dimensão contribuíram no desenvolvimento de novo modelo contendo os elementos de sucesso na formação de uma parceria estratégica na terceirização da TI com sistema ERP. Esse modelo foi aprofundado na segunda subunidade de análise com o uso de um método qualitativo. Os resultados deram evidência à importância da perspectiva multidimensional da teoria institucional na identificação dos elementos de sucesso na formação de uma parceria estratégica na terceirização da TI – as dimensões reguladora, normativa e cognitiva do processo de institucionalização. / This study aims to explore the determinants of success in the formation phase of a strategic partnership in IT outsourcing, regarding to ERP system contracting in a transnational bank. For this purpose, a single case study was adopted as a research strategy with two subunits of analysis. The first one explored the satisfaction evaluation of the bank with its actual ERP system supplier for its European branches, by using a mixed method; the second one focused on the formation process of a strategic partnership of the bank with a new ERP system supplier for all of its international branches, including the Europeans ones. The determinants identified by the first subunit of analysis generated a model for success evaluation of this type of IT outsourcing. The benefits, service quality, and relationship quality dimensions were considered as antecedents of IT outsourcing evaluation success, in this model. The determinants of relationship quality identified in the first subunit of analysis supported the development of a conceptual model for investigation of the formation phase of a strategic partnership in IT outsourcing, through ERP system contracting. This new model was better explored in the second subunit of analysis by using a qualitative method. The results of this second subunit of analysis highlighted the relevance of adopting the multidimensional perspective of the institutional theory for exploring the determinants of success in the formation phase of a strategic partnership in IT outsourcing – the regulative, normative, and cognitive dimensions of the institutionalization process.

L´étude a comme objectif l’identification des éléments du succès de la formation d’un partenariat stratégique dans la sous-traitance en technologie d’information (TI). L´objet de la recherche est un système ERP dans une banque transnationale. La stratégie de recherche adoptée a été l’étude de cas unique avec deux sous-unités d’analyse. La première a eu comme but l’évaluation de la satisfaction de la banque avec le fournisseur du système ERP utilisé par ses agences européennes. La deuxième a analysé le processus de la formation d’un partenariat stratégique de la banque avec un nouveau fournisseur de système ERP pour toutes ses agences internationales, y compris les européennes. Les résultats de la première sous-unité d’analyse ont été obtenus par l’utilisation d´une méthode mixte et ont permis le développement d’un modèle d’évaluation du succès pour ce type de sous-traitance. Ce modèle a considéré comme déterminants du succès de la sous-traitance en TI les dimensions bénéfices, qualité du service et qualité de la relation client-fournisseur. Les éléments de cette dernière dimension ont permis le développement d’un nouveau modèle contenant des éléments de succès pour la formation d’un partenariat stratégique dans la sous-traitance d´un système ERP. Ce modèle a été approfondi dans la deuxième sous-unité d’analyse avec l’utilisation d´une méthode qualitative. Les résultats ont mis en évidence l´importance d’une perspective multidimensionnelle de la théorie institutionnelle pour l’identification des éléments du succès dans la formation d’un partenariat stratégique dans la sous-traitance en TI - les dimensionnes régulatrice, normative et cognitive du processus d’institutionnalisation. / O estudo tem como objetivo a identificação dos elementos de sucesso na formação de uma parceria estratégica na terceirização da tecnologia da informação (TI). O objetivo da pesquisa foi um sistema ERP de um banco transnacional. A estratégia de pesquisa adotada foi de estudo de caso único com duas subunidades de análise. A primeira teve como foco a avaliação da satisfação do banco com o fornecedor de sistema ERP em uso pelas suas agências européias. A segunda analisou o processo de formação de parceria estratégica do banco com novo fornecedor de sistema ERP para todas as suas agências internacionais, incluindo as européias. Os resultados da primeira unidade de análise foram obtidos pelo uso de um método misto e contribuíram no desenvolvimento de um modelo de avaliação do sucesso para esse tipo de terceirização. Esse modelo considerou como antecedentes do sucesso na terceirização da TI as dimensões benefícios, qualidade do serviço e qualidade do relacionamento cliente-fornecedor. Os elementos dessa última dimensão contribuíram no desenvolvimento de novo modelo contendo os elementos de sucesso na formação de uma parceria estratégica na terceirização da TI com sistema ERP. Esse modelo foi aprofundado na segunda subunidade de análise com o uso de um método qualitativo. Os resultados deram evidência à importância da perspectiva multidimensional da teoria institucional na identificação dos elementos de sucesso na formação de uma parceria estratégica na terceirização da TI – as dimensões reguladora, normativa e cognitiva do processo de institucionalização. / This study aims to explore the determinants of success in the formation phase of a strategic partnership in IT outsourcing, regarding to ERP system contracting in a transnational bank. For this purpose, a single case study was adopted as a research strategy with two subunits of analysis. The first one explored the satisfaction evaluation of the bank with its actual ERP system supplier for its European branches, by using a mixed method; the second one focused on the formation process of a strategic partnership of the bank with a new ERP system supplier for all of its international branches, including the Europeans ones. The determinants identified by the first subunit of analysis generated a model for success evaluation of this type of IT outsourcing. The benefits, service quality, and relationship quality dimensions were considered as antecedents of IT outsourcing evaluation success, in this model. The determinants of relationship quality identified in the first subunit of analysis supported the development of a conceptual model for investigation of the formation phase of a strategic partnership in IT outsourcing, through ERP system contracting. This new model was better explored in the second subunit of analysis by using a qualitative method. The results of this second subunit of analysis highlighted the relevance of adopting the multidimensional perspective of the institutional theory for exploring the determinants of success in the formation phase of a strategic partnership in IT outsourcing – the regulative, normative, and cognitive dimensions of the institutionalization process.

L´étude a comme objectif l’identification des éléments du succès de la formation d’un partenariat stratégique dans la sous-traitance en technologie d’information (TI). L´objet de la recherche est un système ERP dans une banque transnationale. La stratégie de recherche adoptée a été l’étude de cas unique avec deux sous-unités d’analyse. La première a eu comme but l’évaluation de la satisfaction de la banque avec le fournisseur du système ERP utilisé par ses agences européennes. La deuxième a analysé le processus de la formation d’un partenariat stratégique de la banque avec un nouveau fournisseur de système ERP pour toutes ses agences internationales, y compris les européennes. Les résultats de la première sous-unité d’analyse ont été obtenus par l’utilisation d´une méthode mixte et ont permis le développement d’un modèle d’évaluation du succès pour ce type de sous-traitance. Ce modèle a considéré comme déterminants du succès de la sous-traitance en TI les dimensions bénéfices, qualité du service et qualité de la relation client-fournisseur. Les éléments de cette dernière dimension ont permis le développement d’un nouveau modèle contenant des éléments de succès pour la formation d’un partenariat stratégique dans la sous-traitance d´un système ERP. Ce modèle a été approfondi dans la deuxième sous-unité d’analyse avec l’utilisation d´une méthode qualitative. Les résultats ont mis en évidence l´importance d’une perspective multidimensionnelle de la théorie institutionnelle pour l’identification des éléments du succès dans la formation d’un partenariat stratégique dans la sous-traitance en TI - les dimensionnes régulatrice, normative et cognitive du processus d’institutionnalisation. / O estudo tem como objetivo a identificação dos elementos de sucesso na formação de uma parceria estratégica na terceirização da tecnologia da informação (TI). O objetivo da pesquisa foi um sistema ERP de um banco transnacional. A estratégia de pesquisa adotada foi de estudo de caso único com duas subunidades de análise. A primeira teve como foco a avaliação da satisfação do banco com o fornecedor de sistema ERP em uso pelas suas agências européias. A segunda analisou o processo de formação de parceria estratégica do banco com novo fornecedor de sistema ERP para todas as suas agências internacionais, incluindo as européias. Os resultados da primeira unidade de análise foram obtidos pelo uso de um método misto e contribuíram no desenvolvimento de um modelo de avaliação do sucesso para esse tipo de terceirização. Esse modelo considerou como antecedentes do sucesso na terceirização da TI as dimensões benefícios, qualidade do serviço e qualidade do relacionamento cliente-fornecedor. Os elementos dessa última dimensão contribuíram no desenvolvimento de novo modelo contendo os elementos de sucesso na formação de uma parceria estratégica na terceirização da TI com sistema ERP. Esse modelo foi aprofundado na segunda subunidade de análise com o uso de um método qualitativo. Os resultados deram evidência à importância da perspectiva multidimensional da teoria institucional na identificação dos elementos de sucesso na formação de uma parceria estratégica na terceirização da TI – as dimensões reguladora, normativa e cognitiva do processo de institucionalização. / This study aims to explore the determinants of success in the formation phase of a strategic partnership in IT outsourcing, regarding to ERP system contracting in a transnational bank. For this purpose, a single case study was adopted as a research strategy with two subunits of analysis. The first one explored the satisfaction evaluation of the bank with its actual ERP system supplier for its European branches, by using a mixed method; the second one focused on the formation process of a strategic partnership of the bank with a new ERP system supplier for all of its international branches, including the Europeans ones. The determinants identified by the first subunit of analysis generated a model for success evaluation of this type of IT outsourcing. The benefits, service quality, and relationship quality dimensions were considered as antecedents of IT outsourcing evaluation success, in this model. The determinants of relationship quality identified in the first subunit of analysis supported the development of a conceptual model for investigation of the formation phase of a strategic partnership in IT outsourcing, through ERP system contracting. This new model was better explored in the second subunit of analysis by using a qualitative method. The results of this second subunit of analysis highlighted the relevance of adopting the multidimensional perspective of the institutional theory for exploring the determinants of success in the formation phase of a strategic partnership in IT outsourcing – the regulative, normative, and cognitive dimensions of the institutionalization process.

Abstract In recent years enterprise along with internationalize footfall more and more accelerate, result in not only product's internationalization competition, draw stretch manpower's internationalization flow too ¡CManpower gradually receive each industrial recognition in the last few years, introjections more resource in personnel's selection, appraisal, reward, development too¡CEnterprise is along with industry's internationalization, liberalization and under global competitor's entry, how to detain a man of talent and grant full development, have already formed important job at high-tech industry especially ¡CAs enterprise gradually know with think well of CRM's importance , emphasize on consumer's satisfaction, make a point of ministrant quality, but we discover enterprise personnel's working attitude is affection customer degree of satisfaction's important factor one of the too ¡CJust think, the person of dissatisfied its job will such emotion brings to enclose person too, include our precious consumer internal. In recent years by Deloitte & Touche LLP consultant company brings up "Employee Relationship Management " (ERM) theory¡CShould theory emphasizes on pass personnel achievement's best melt administration to drive enterprise collectivity management aim's really do to enterprise, from strategy, operation, performance and reward management and study and develop wait for four levels overall expound how to maximum's take advantage of enterprise the preciousness human resource, as really do industrial development aim, that is stockholder value's promotion ¡CSo the objective of this research want by means of by science and technology tool's import, inquire into enterprise inside e-Service degree of satisfaction's promotion and personnel's development and reward for relative affection analysis ¡CAs provide enterprise develop inside e-Service system. This research will as Kaohsiung Nan Zi export processing zone semiconductor encapsulation and testing factory's personnel as research investigation object, try establish a research framework, contain relative enterprise e-Service's enginery with personnel degree of satisfaction's relation, and further affection personnel relation regulatory benefit. The results show that there are positive correlations between e-Service and internal service quality, internal service quality and employee satisfaction, employee satisfaction and employee loyalty. According to the results, there are some suggestions to Nan Zi export processing zone semiconductor encapsulation and testing factory, suggestion can promote enterprise inside e-Service quality of service, construct e-Service is ministrant project, strengthen e-Service serve professional's training, build an adequate reward system to improve employee satisfaction and loyalty, and further create enterprise with personnel pair of win result.

Os sistemas empresariais, para serem avaliados, precisam, de alguma forma, ser enquadrados no atendimento de processos padronizados, para assim ser possível uma medição comparativa de sua eficiência e eficácia. Para isso foi realizada uma pesquisa através de um questionário, no qual o respondente avalia basicamente o atendimento de cada processo padronizado pelo sistema empresarial. Como resultado, constata-se que os sistemas empresariais estão atendendo apenas os processos principais das empresas, como “vendas”, “financeiro” e “produção”. Processos como “gestão ambiental” e “relações com a comunidade” não são atendidos, seja por não existirem esses módulos nos sistemas, seja por desinteresse das empresas em utilizá-los, mesmo que houvesse tal possibilidade. As empresas ainda pouco valorizam os sistemas empresariais e suas aplicações, deixando de usá-los em sua máxima eficiência. Como conseqüência, observa-se que o investimento em treinamento e qualificação dos usuários é muito baixo ou praticamente inexistente, o que implica o não aproveitamento das potencialidades máximas desses sistemas. Por outro lado, os próprios sistemas também apresentam deficiências: em muitos casos, não são flexíveis o suficiente para atender as particularidades de cada empresa, sem a necessidade de configuração. Além disso, cada sistema tem seus pontos fortes, que não necessariamente correspondem aos principais processos da empresa, gerando um descompasso entre o sistema e os processos da empresa. Como resultado final, conclui-se que há a necessidade de os sistemas empresariais serem mais abrangentes e flexíveis, para que possam incluir todos os processos empresariais, 6 e as empresas, por sua vez, devem se preparar melhor para usar todo o potencial já disponível da ferramenta, otimizando, dessa forma, seu investimento.