Fiercely global competition and Taiwan¡¦s readiness to go along with WTO¡¦s requirement have put tremendous pressure on companies on this island to be more responsive to market by becoming more internally integrated enterprise and leveraging limited resources to exert synergy. The motivation that ERP systems are implemented are from several sources: internal system integration from an Intranet prespective, process efficiency improvement, upgrading legacy system, imitation from competitors. The electronics industries, which have been taking orders outsourced from multi-nation companies, are under great pressure from their international partners to implement ERP systems in order to capture the synergy effect of supply chain management. In addition, government subsidies for IT related investment in responding to Y2K crisis has encouraged companies to replace their old systems with ERP systems. The major problem confronted to the company that has implemented an ERP system is how to realize the benefits accompanied with the ERP implementation. Managerial adaptation is usually required when companies introduce a new technology. Thus, this research applies Leonard-Barton¡¦s perspective as the reference structure and adopts case study methodology to investigate how the three dimensions (technical, delivery system and organizational performance) could be related to the four chosen companies (an adaptor manufacturer, a passive component manufacturer, an IC packaging company and a LCD/LCM manufacturer). The data was collected mainly through semi-structured interviews. By doing the above, this research would like to explore the relationship between ERP implementation and organizational adaptation. Based on conventional wisdom, business process reengineering(BPR) goes together with ERP implementation. The research results indicated that BPR in these four cases was conducted according to the built-in system flows of the ERP package adopted. Because of this system-oriented implementation, the targeted company can exploit the integrity and internal flow of the implemented ERP to improve its information flows and strengthens the connection across different departments in the company. The system integrity and the paradigm of built-in flow are the main benefits derived from ERP implementation from the technology perspective. Guided by the built-in flow, the company can adapt itself through learning and obtain potential synergy. However, by so doing, the company is exposed to the risk of system function inadequacy and the deleterious impact brought by BPR, which is conducted without active participation of the user organization. In summary, the potential hazard of technology dimension comes from system function inadequacy and system transplant without conducting proper BPR. This in turn will increase the risk of software project and incur potential costs such as compromise and system tuning. According to data available, this research suggests that: 1.In case that ERP system function does not meet customer requirement, the system integrity should be preserved. 2.Guided by the built-in ERP system flow, the company can keep learning and achieve evolutionary change. 3.Change management is essential to ERP system delivery in order to realize the benefits of implementation. In summary, ERP implementation requires a careful mapping analysis of system function and user requirement. In addition, companies should pay more attention to managerial adaptation to enable organizational change and gain benefits through continuous learning.

After 1990s, ERP (Enterprise Resource Planning) gradually becomes the enterprises¡¦ basic information platform. ERP is often employed by companies to integrate SCM and CRM, leading to an integrated supply chain with capability to link supplies and customers. The deployment of information resources is predicated on information technology infrastructure(ITI), which provides various sorts of information services. The implementation success of information system requires ITI to work smoothly with business processes. It is apparent that ITI, although an issue related to the IT domain, is capable of influencing the whole organization. This leads to an important role for ITI in implementing ERP by enterprise. The purpose of a company¡¦s strategic planning is to adopt itself to the environment change. This would demand a sounding planning of limited resources with ITI being included. The objective of IT strategy(ITS) is to provide the enterprise an overall action plan for employing information resources.From the literature survey, an interactive relationship between ITI, ITS, and ERP implementation was proposed by this research. This research employed case study methodology to investigate four companies which had implemented ERP.The focus is to explore the relationship among ITI, ITS, and ERP implementation. The research results indicated that, if ITS is well planned prior to the implementation, the implementation process would be less problematic and the results would be beneficial to the company¡¦s competitive advantage. As for the relationship between ITS and ITI, if the deployment of IT is directed to improve business value and competiveness, the required investment on ITI would be more. In turn, a competent ITI which provides support which are less prepared in ITI, implementing ERP has the effect of reininforcing the company¡¦s ITI.In addition, for the value judgement of ITI and the motivation of ERP implementation, this research developed an investment intensity matrix which can provide reference for investment decision on ITI. In the final analysis, the research provided a list of the IT infrastructure service needed by ERP implementation, acting as a guideline for information resource deploymeny for the enterprises that intent to implement ERP system.

Today, ERP is now considered to be the price of entry for running a business and for being connected to other enterprises in a network economy. Due to the complexity of the ERP and the needs for the business process reengineering, most of the ERP implementation projects were judged to be unsuccessful. A common problem when adopting ERP software has been the issue of misfits, that is, the gaps between the functionality offered by the package and that required by the adopting organization. These misfits include data formatting, data relating, access, controlling, operating, output formatting and data contents, and so forth. This study presents a methodology to analyze the above misfit issues and proposes strategies to solve the problems. The results will contribute to the ERP implementation.

Industries are facing more and more challenges with shorter product life span, shorter cycle time demand from customers, diverse product features, adopting advanced processes, global marketing, time demanding manufacturing and management, uncertainty of forecast, and pressure of price cut, etc. To manage all the aspects, industries are requires to re-engineer their companies to improve competitiveness. Therefore, in recent years. CIM, which emphasize on integrating in-house resources,is getting higher attentions from semiconductor companies. The main motive to introduce CIM is to reduce manpower, improve product quality, shorten cycle time, lower inventory, increase efficiency, react to fast changing market and enhance production flexibility. Especially on semi-conductor assembly and test sub-contacting business, due to strong request from IDM customers to manage their supply chain, companies are introducing CIM systems to fulfill the customer requirement and enhance competitiveness, meanwhile elevate the entry barrier as well. How to benefit from CIM are the new challenges to the companies who bring in such system. Thus, this research applies Leonard-Barton¡¦s perspective as the reference Structure and adopts case study methodology to investigate how the three dimensions (Technical, delivery system and organizational performance) could be related to the four Chosen companies of IC Assembly and testing manufacture. The data was collected mainly Through semi-structured interviews. By doing the above, this research would like to explore the relationship between CIM implementation and organizational adaptation. The research results indicated that manufacture flow module in these four cases was conducted according to the built-in system flows modeling of the CIM package adopted, then through by the system and flow integration of CIM and ERP to make the information flow and internal organization more close. The system integrity and the paradigm of built-in flow are the main benefits derived from CIM implementation from the technology perspective. Guided by the built-in flow, the company can adapt itself through learning and obtain potential synergy. However, by so doing, the company is exposed to the risk of system function inadequacy and the deleterious impact brought by BPR, which is conducted without active participation of the user organization. In summary, the potential hazard of technology dimension comes from system function inadequacy and system transplant without conducting proper BPR. This in turn will increase the risk of software project and incur potential costs such as compromise and system tuning. Lastly, we found three key factors to the successful adaptation between CIM system and organization. 1. Integration between CIM and ERP. 2. Specification and compatibility of CIM and usage of build-in flow modeling tools. 3. Internal flow adaptation including internal change management, coordination among associated information departments, and KU educational trainings. The mentioned three points are keys to minimize the problems of organization adaptation and help to smoothen the manufacturing flow integration and improve the overall performance when CIM system implement in the industries.

The capabilities of an Enterprise Resource Planning (ERP) system to integrate all necessary business functions into a single system with a shared database efficiently and effectively has persuaded organisations to adopt them. Research shows that ERP implementation in both large and small to medium enterprises has been a difficult challenge for organisations throughout the years. Despite the many advantages of ERP systems, there isn't a clear and easy way of implementing them in Small to Medium Enterprises (SMEs). The motivation for the research is to investigate the barriers to ERP software system implementation in an SME using a case study approach, and to identify the steps to overcome these barriers and investigate the claim of ERP vendors that their ERP solutions improve the performance of their customers, the profitability and efficiency of work processes. This research identifies the barriers to ERP implementation in an SME, provides an overview of the traditional and current approaches of ERP implementation and discusses the effects of adopting an ERP system on the company's overall performance. The research uses a mix of methods including case study research and action research. Un-structured interviews and semi structured interviews approaches with negotiation and change management techniques were also used in order to generate knowledge concerning the problems at the case study. The case study has determined reasons for failed implementations, unlike previous research which suggests education level impact upon the implementation of the ERP system, the study demonstrates that an insufficient education level is not a necessary condition for resistance to change. It has also been shown in this research that high level management can have a direct influence on the ERP implementation in SMEs. This research suggests that SMEs need to standardize processes into business routines which will influence the introduction of a different knowledge store that helps the development of the new system; however employee s resistance to change, lack of trust of the new system and lack of knowledge has limited the implementation process by increasing mistakes and duplication of data. The ERP system has been evaluated by the end users at the case study organisation, and the results suggests that the implementation of an ERP system has improved the overall business and has increased the performance, the profitability and the efficiency of work processes. This research adds to the overall knowledge of ERP implementation in SMEs by deriving a better understanding of the problem in the body of knowledge and identifying the barriers to ERP implementation in SMEs. It provides recommendations that have been tested in the case study organisation for overcoming ERP implementation barriers in SMEs, and a financial model of the implementation costs and benefits. Finally, the recommendations presented in this thesis and suggested areas for further research set out the potential way forward to advance knowledge in this area.

Product is the core of an enterprise, and the major portion of its cost is determined in the design phase. By managing the design chain more effectively the enterprise can design the product to fit customer need, cut down cost and speed up time to market. All the benefits give rise to the implementation of Collaborative Product Commerce (CPC) system, whose purpose is to let all relevant parties including the focal company, customers, and suppliers to design, develop and manage the product in its whole product life cycle. In the literature of information technology (IT) and organizational change, the expected results of IT implementation may not happen, depending on the interaction between technology and organization. To illustrate this phenomenon, Adaptive Structuration Theory¡¦s (AST) is invoked to probe into the interaction between the CPC system and the organization. Our research findings indicated that the implementation of CPC system is influenced by the CPC¡¦s spirit, organizational environment, task features and group¡¦s internal structure. All these lead to variation in the appropriation process, which in turn has impact on the organizational performance. AST is helpful to explain the problems encountered in implementing CPC system. These include the improvement of product design and development process, the integration of CPC system and ERP system, the selection of consulting firms, and the user¡¦s attitudes. The CPC spirit is to achieve the optimized product design and development process. In the aspect of organizational environment, both executive support and openness of organizational culture are positive factors for implementation. In the aspect task feature, the relationship of the focal company with its downstream or upstream partners has significant impact on the task to be implemented by the CPC system, whether the appropriation process will go smoothly depends the reengineering effort made on the existing processes. In the aspect of group¡¦s internal structure, the experience, learning capability, and computer efficacy of user have positive impact on implementation. In addition, the consultants are also helpful to the implementation, which can be judged by their experiences, turnover rate, and domain knowledge. The appropriation process is evaluated by the consensus and the attitude of the user towards the CPC system, and these two factors all have positive impact on the implementation. The final conclusion renders that a prior established product data management in company with product design and development process reengineering will be helpful to the implementation of CPC system. In addition, the consultants interpret CPC¡¦s spirit. Therefore a partnership with the consultant company and the communication between the user and the consultant are helpful to the implementation of CPC system.

Many higher education institutions (HEIs) around the world are investing in the implementation of different Virtual Learning Environments (VLEs) to support the teaching and learning process. However, there is a lack of detailed guidelines or a practical framework for the VLE system implementation without which an effective VLE system implementation framework, many of the full potential of VLE system cannot be realised objectives and benefits remain underachieved. A small number of frameworks specific for VLE system implementation are reported in the literature; however, these are not comprehensive in terms of covering the entire end-to-end implementation, do not consider all the key elements of a VLE system implementation and are far from integrated. Moreover, a practice-based framework that considers various organisational, pedagogical, and technological aspects and covers the entire end-to-end implementation, is not available in the current literature, and there is no complete set of guidelines to be used by HEIs to support and manage an effective VLE system implementation. Therefore, further research is needed for investigating various key elements and for identifying aspects of a good-practice framework for the implementation of VLE systems in HEIs. Particularly, an integrated good-practice framework that is comprehensive and integrates elements from existing literature and current practices or case studies would be a significant and useful contribution to this field, which highlights the importance of this study. Hence, research into investigating a good-practice VLE system implementation framework is important, and this thesis builds and presents a good-practice-in-context framework for the implementation and use of VLE systems in HEIs. This is done through identifying and exploring the key elements that build-up such a comprehensive practice-based framework for VLE system implementation through literature and good practices by considering various pedagogical, technical, and organisational aspects. These key elements include stages, processes, critical success factors (CSFs) considered, challenges (CLG) faced, associated risks, stakeholders (SHs) involved, and various tools, technologies, and methods, integrated with the VLE system. The key elements provide a deeper understanding of the fundamental issues and success factors underlying the successful implementation and sustainability of a VLE system. Initially, a conceptual framework was developed encapsulating various key elements of a VLE system implementation framework based on an extensive literature review and an analysis of existing frameworks and models, encapsulating various key elements of a VLE system implementation framework, where the elements were integrated and mapped with each other highlighting and depicting interrelations and interactions among them. The conceptual framework was validated by empirical data from the two case studies (of HEIs, at local and national level) to propose a refined, novel, and practice-based framework for VLE system implementation in HEIs, which also contains mappings to Technology Enhance Learning (TEL) strategy components. Thus, the proposed good-practice-in-context framework can be used as a tool to assist or guide HEIs to implement VLE system successfully. Finally, the proposed framework could lead to a successful VLE system implementation and it could also serve as an effective approach that not only facilitates enhancement in the learning and teaching experience, but also fosters end-user engagement and supports flexibility and customization according to the end-user needs of HEIs.

The aim of this paper is to provide enterprise system and BPMS implementers an alternative approach to address those critical success factors that can be supported by new web based collaborative technology and to propose a typical model or configuration to deploy this approach as a methodology. In order to achieve this aim the following objectives are identified: <li>Gain an understanding of enterprise and BPMS systems and the history of failed enterprise system implementations; </li> <li>Identify and analyse the critical success factors of enterprise system implementation with a specific view on those that require communication and collaboration that can be supported by a Web 2.0 technology; </li> <li>Gain an understanding of change management as a critical success factor for enterprise system implementation and the role of communication and collaboration as components of change management; </li> <li>Research the current state of Web 2.0 collaborative technology and determine the components that may be useful to support the specific requirements identified for change management as a critical success factor in enterprise system implementation; </li> <li>Propose a model using Web 2.0 tools in the BPMS deployment; </li> <li>Identify areas to be investigated in future research such as a case study. </li> The application of the principles identified and researched for the model is demonstrated through the application of the principles to a specific case, in this instance the FlowCentric Business Process Management Suite. / Dissertation (MIT)--University of Pretoria, 2008. / Informatics / unrestricted

The diploma thesis describes the implementation of controlling information system in the company. The theoretical part deals with the theory of controlling, describes the position of controller in the company, its relation to management, objectives and functions of controlling. In the practical part is introduced the company, the organization structure, the controlling department and its integration into the organization structure with description of functions and activities. The key part of the thesis is to describe the implementation process of an information system in the company, including comments and recommendations.

The aim of this diploma thesis is compiling a business plan which deals with innovating the process of compressor assembly in Ekom manufacturing company. The basis of this innovation is investing in the assembly line in order to ensure a more effective production process. After consulting professional literature and familiarizing with the practical use of the assembly system, values which confirm the effective implementation of the assembly system into the production process are obtained.