Since 1990s, rapidly changing business environments such as information technology advancements, international economic integration, and global market competitions have brought companies many challenges and crises. Under such circumstances, most companies make efforts to retain their competency and keep abreast of market status through so-called business process reengineering (BRP). Nowadays, the advent of Internet and emerging information technology as enterprise resources planning, supply chain management, and customer relationship management have once again shaped a whole new competitive environment that companies have never faced before. How business performs BRP to regain their competitive advantages in such situations becomes the main issue of this research study. Our research method is based on case study. The case is selected from semiconductor industry, which plays an important role in Taiwan¡¦s total production values. This focal company is leading in the industry and thus provides a benchmarking BPR practice. From case analysis, it is found that there exist two distinctive BPR waves in their BPR practice. BPR adoptions of the first wave and the second wave are further investigated with explanatory models being suggested. In addition, it is interesting to note that information technology strategy is also changing from reactively enhancing business effectiveness in the past to proactively achieving business competitiveness at present. It reflects the crucial impact of emerging information technology on current business operations. The contributions of this research are two-fold. First, we provide systematic analysis on BPR-related literature, which benefits following researchers on BPR studies. Second, we propose the company¡¦s BPR progression of the two waves by examining relevant BPR models in literature. This result can provide suggestions and directions to other semiconductor companies in preparing their BPR practice.

This thesis employs qualitative research with focus on corporate information technology strategy which is perceived as a tool used to build and maintain reputation in Slovak companies. The newly generated knowledge is then used to develop a new information technology strategy and implement it to a company using the best organization development and change practices.

藥廠在資訊科技的運用上，相較於電子業或其他高科技產業，一直都被認為是較保守的方式。究其原因，應為資訊科技在製藥業的競爭上，較難成為核心的競爭武器之一，因此，資訊科技在製藥業一直被定位為協助企業內部作業面的工具。而非協助企業達成營運目標的工具。然而，近十年來，大型跨國藥廠透過不斷地購併其他藥廠的方式，達成其擴大市場佔有率、鞏固產業中領先地位、縮短產品研發時間、及擴大產品線的廣度與深度的目的。並藉由購併後組織必須重整的過程，對組織進行人力的精減及成本的樽節。僅管跨國藥廠一直設法對人力及成本作有效的控制，但隨著購併不停地發生，不僅產品增多，組織也日益龐大，跨國藥廠所面臨到的財務、法律、人力資源、業務行銷、行政作業等各種事務也越來越繁雜。雖然跨國藥廠有其充沛的資源及豐富的跨國管理經驗，但若要能有效又即時地對全球各據點加以掌控，就必須對資訊科技的運用作全球的統一規劃，並建立全球資訊科技策略，以確實控管及協助各子公司的營運。而對各國的子公司，則應有能協助該公司在當地市場競爭的相對策略，資訊科技在市場激烈的競爭下，開始扮演越來越重要的角色。 本研究為探討性的個案研究，係以一跨國藥廠在台灣的子公司作為研究的個案，期望透過相關的文獻、對個案公司在資訊科技運用的探討、及個案公司主管對資訊科技的看法及需求，能夠達到以下的研究目的: 壹、了解跨國藥廠對資訊科技的運用現況。 貳、了解跨國藥廠發展狀況與營運方向，以規劃個案公司資訊科技的發展方向。 參、建立個案公司資訊科技策略，以提升運作績效，掌握時勢利基。 / The Pharmaceutical Industry, compared with Electronics Industry or other Hi-Tech Industries, is perceived to be relatively conservative in the application of Information Technology. The reason is being that Information Technology application to the Pharmaceutical Industry rarely plays any key role for market competition. As a consequence, Information Technology to the Pharmaceutical Industry has been an operational tool to support the back office functions, rather than a management tool to assist the business to achieve its operational goals. Nevertheless, in recent decade, giant transnational pharmaceutical companies are continuously achieving their objectives of expanding market shares, sustaining their leadership, shortening the time frame in Research and Development, and enlarging their product pipelines, through mergers and acquisitions. They have been re-deploying the human resources and implementing cost reductions by all means within the entire organization after merger and acquisition takes place and reorganization becomes necessary. Despite that transnational pharmaceutical companies have been striving to contain headcount and control expenses, they have found themselves facing to the increasingly complex operations in many aspects, including Finance, Legal, Human Resource Management, Sales and Marketing, and General Administration as a result of expansion in product pipelines and explosion in organization that comes along with mergers and acquisitions. Although transnational pharmaceutical companies have ample resources and well experienced in cross-nation management, they have to integrate their global information technology and establish a unified strategy for universal implementation, so as to enable monitoring and assisting the operations of all subsidiaries around the globe in an effective and timely manner. As such, Information Technology starts to play an increasingly important role in developing responsive strategies under the intense local market competition. This essay is a case study on a Taiwanese subsidiary owned by a transnational pharmaceutical company. It aims to achieve the following objectives by referring to relevant publications and observing the subject company’s information technology applications and their management’s views and needs on the above. 1. To understand the current applications on information technology by transnational pharmaceutical companies; 2. To understand the evolution track and business directions of transnational pharmaceutical companies to set an Information Technology development plan for the subject company. 3. To establish Information Technology Strategy for the subject company to improve operation efficiency as an advantage of obtaining timely and valuable information.