In China Steel Corporation(CSC) of Taiwan, cash and local L/C were the only two methods for shipping payment for the past 30 years. This didn¡¦t change until year 2001 when a financial crisis in Taiwan resulted in inadquatecy of credit line within Taiwanese domestic steel companies. Many companies were faced with the credit problems for procuring materials. Thus, CSC decided to develop an e-factoring system with the state-of-art e-commerce technologies to help its customers overcoming the problems. In this research, a study was conducted to investiage this e-factoring system. The results indicated that CSC¡¦s e-factoring system not only created a new operating model but also became a successful strategic information system. IT was an innovation that was fully integrated with CSC¡¦s ERP system and work flows. It provided an convenient payment method to secure customers transaction in the business activity growing period and played the role of IT as to provide a secure and convenient trading platform. Finally, the e-factoring system was expanding under the protection of government laws. Thus, we conclude that CSC¡¦s e-factoring system was a success because its development began with a specific focus of resolving specific customers¡¦ problem but later transits into a successful strategic information system through its convenience and effeciency in supporting and retaining target customers.

This research investigates the role of laboratory information systems on business outcomes in medical pathology in Australia. Pathology information systems are inherently large-scale systems handling large numbers of data daily to service not only the pathology laboratory itself, but also referring medical practitioners. Patient results are often required in a

This quantitative research study investigated the impact of organisational context on the process and success of strategic IS planning (SISP) in post-implementation information systems in Libyan organisations. A set of direct and indirect relationships were investigated in the research model. The organisational context presented as a contingent situational variable mediated by SISP process and predicted by SISP success (the criterion variable). The causality of the relationship set was developed from the contingency theory of information systems and supported by fit models in strategic management research. The study deployed multivariate analysis represented in the structural equation modelling (SEM) to develop robust construct measurements and analyse data collected from executives responsible for information systems planning in both public and private Libyan organisations. Multi-dimensional multi-items constructs were used in the path analysis model after they were extensively validated. The path analysis model represented as mediation model, where hypothesise suggest that SISP context has an impact SISP success, through the influence of the SISP process. In the model, four dimensions of the SISP context construct were found to have a significant impact on SISP success directly and indirectly through the SISP process. Two of these dimensions are components of the leadership orientation construct, namely “Creative and Controlling” leadership. The other two dimensions are “Organisation centralisation structure and the Riskiness of organisation strategies”. The environmental uncertainty and planning resource constructs were found to have no impact on SISP success in Libyan organisations. Furthermore, this study validated six out of seven dimensions of SISP process construct measurement; only five exhibited acceptable fit level in the path analysis model and all were affected by the SISP context. However, just three out of five SISP process constructs had an impact on SISP success namely “Comprehensiveness, Focus and Intuition planning process”. Different SISP processes were associated with different levels of SISP success, “Intuition” was the most effective SISP process approach. The second most effective SISP process approach was the “Focus on innovation”, followed by “Limited comprehensiveness”. The SISP success measured by the fulfilment of key objectives that has three measurements constructs namely “Analysis, Alignment, and Cooperation”. The research suggest that under the effect of organisation context the most successful SISP produced by (CIO, CEO, or top executives) who rely less on personal judgment, focus more on innovation rather than control and limit their comprehensiveness of information systems planning process.

由於資訊科技具有策略上的價值，結合資訊系統與組織策略的策略資訊系統也日漸受到組織高層重視。策略資訊系統應用的目的，不只是提供市場更多元的產品與迅速的服務，甚至可以重新定義產業競爭的方式使得組織從中獲利。而良好的策略資訊系統規劃，才可以真正讓組織從資訊科技的應用中獲得競爭優勢。 本研究主要探討如何在策略資訊系統規劃過程中整合CEO與CIO的觀點。本研究由文獻中整理策略資訊系統規劃所應該具備的要素並評量12個SISP方法對於要素的支援情形。然後探討SISP過程中相關的決策議題，包括權力、政治行為、衝突與協商，以及漸近式的決策形成過程。以文獻為基礎所建構的觀點整合資訊規劃方法中，將可以發現CEO與CIO兩人的觀點其實是具有相當多的分歧存在。本研究並利用動態網頁的技術，以IC製造業公司的資料為例，建構一套可行的雛型系統以輔助SISP方法之應用。 / Information technology is valuable in strategic way. So, the top management of organizations has paid more attentions to Strategic Information Systems (SIS) that link information strategy with organizational strategy. The purpose of the use of SIS is not only to offer new services, but also to redefine the way of competition. A good Strategic Information Systems Plarniing (SISP) can help the organizations take competitive advantages by the information technology. The purpose of this research is to study the issues of the different views of Chief Executive Officer (CEO) and Chief Information Officer (CIO) in the process of SISP. After reviewing the literature, we have established the key characteristics of SISP and evaluated 12 SISP methods accordingly. Then, we study the human issues of the SISP process including power, political behavior, conflict and negotiation, and incrernantalism. On the base of these studies, a View Integrated SISP method has been proposed. This method emphasis on the different views of CEO and CIO. A prototype system (VICAS) in WWW has been implemented. Some testing data from an integrated circuit manufactory company has been tried.

傳統上，由於受到組織及技術的限制，資訊科技(Information Technology)的應用只局限在單一組織之內。然而，隨著科技、經濟、組織及策略等因素的改變，這種情況已經改觀。 　　在國外有許多成功的個案將資訊科技視為策略性武器，並運用在產業競爭上。也有學者探討電子市場系統（Electronic Marketplaces or Electronic Market System），認為資訊科技也可以充當買賣交易過程中的中介系統(intermediary system)，提供買賣雙方交換價格和產品資訊，降低買方尋找成本，創造經濟價值。 　　本研究主要目的在探討台灣證券市場跨組織資訊系統(Interorganizational System；IOS)之演進、系統的促成與限制因素、系統的網路架構。涵蓋範圍及與業務之間的關聯性、以及系統對台灣證券市場之影響。研究結果發現，有十項因素促成台灣證券市場IOS成長：(1).組織變革；(2).技術能力；(3).成功經驗；(4).不斷創新；(5).經濟效益；(6).跨組織效率；(7).競爭優勢；(8).市場安全；(9).作業流程標準化；(10).政府參與。另外有二項因素限制IOS的成長:(1).系統整合；(2).電腦相關成本。IOS對台灣證券市場的影響可以從四個構面分析：(1).國家經濟；(2).產業；(3).組織；(4).投資人。本研究最後建議台灣證券市場應去除限制IOS成長的因素，並朝三個方向努力：(1).進行產業合作，建立資訊聯盟(Information Alliance)；(2).擴充系統網路範圍，加強規模經濟、範疇經濟（Economies of Scale and Scope）及網路外部性(Network Externalities)；(3).建立證券、金融業EDI，達到無紙化作業。