IT application systems to be deployed and developd in an enterprise are involved of many factors and variables, even though IT systems are so important for the enterprises in today. Many companies opted to deal with the frighteningly complicated matter of ¡§machines and human¡¨ by creating a new position: CIO. This newfangled executive, companies hoped, would protect and prepare them for the coming technology revolution. But there still are debates on the responsibilities of CIO as the coming challenges between the continuous involvements of IT and fast changing of the global ecomics.
The enterprise has to change its internal organization, culture and operational processes once it wants to implement the ERP system. That will bring in many business risks during its adapting to the dramatic changes. In addition to that, ERP also have a direct, and often paradoxical, impact on a company¡¦s organization and culture. On the one hand, they expect to create flatter, more flexible, and more democratic organizations. On the other hand, they also emphasize more consistent with hierarchical, command-and-control organizations with uniform cultures.
Today, CIO are not only required to face and management the problems of integrations of many internal systems, but also are required to link the many various systems of various external business partners. With a back-to-basics focus, many CIO are concentrating on the top-3 concerns ¡V the business/IT alignment, value management, and leadership.
This paper explore the insight of a CIO in an organizational society, who is in charge of the success of the implement of the ERP into a company, what challenges he encountered and faced, and how did he respond to those challenges. This study relies on qualitative data collection from one case, A-company, in the forms of documented data, archival data, observtion, and interviews. The data are analyzed and interpreted through four structural conherent perspectives by the contextualism, by the standpoint of a CIO: industry environment, organization sructure, organizational culture, and organizational politics. This study discovered that the CIO in this case is like a picture of one fat racehorse pulling the milk cart in a farm.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0731103-175448 |
| Date | 31 July 2003 |
| Creators | Lin, Chin-Yao |
| Contributors | Yi-Ming Tu, Hsiang-Chu Lai, Tung-Chin Lin |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0731103-175448 |
| Rights | not_available, Copyright information available at source archive |
Page generated in 0.0018 seconds