資訊科技導入組織的主要目的就是要為組織帶來最佳的效益。然而資訊科技導入的案例有半數以上是不成功的。作者會用不同的理論及實務來探討資訊科技與組織之間的互動關係，企圖了解問題的癥結並找出對策。每一種研究的方式都會因理論以及個案的差異而有不同的結論。本個案嘗試採用結構化理論、科技結構化理論以及組織例規理論這三個彼此有關聯的理論為基礎，以組織例規(Organizational Routines) 為視角，配合一個由知名全球化外商公司轉換為本土跨國公司的一個企業電腦事業群之產品資料管理（Product Data Management, PDM）科技的導入與持續使用四年的狀況為研究標的，以質性個案研究方法透過長期觀察、實務分析以及近期訪談來蒐集資料並整理分析，企圖從本個案進展的八年期間所發生的重要事件，來分析PDM科技與組織之間的互動關係，並發掘該事業群產品生命週期的組織運作要點，PDM科技背後的精神以及PDM科技在該事業群能夠持續運作四年下來的原因。更期望透過本研究讓即將導入PDM科技或者已經在使用該科技的組織能夠從例規的角度來思考組織成員、科技以及組織制度三者之間的關係，進而從中獲取可借鏡之處。 / The major purpose of introducing information technology into an organization is to bring the most value of the technology out to the organization. However, the results show that more than half of the cases failed to fulfill that purpose. Researchers have developed different theories to describe the interaction between technology and organization in order to come up with solutions for successful introduction of technology into organization. Naturally, different theories, together with different real practices, may draw different conclusions. This study tries to apply three most prominent inter-related theories: “Structuration Theory”, “Structural Model of Technology” and “The Theory of Organizational Routines,” to a selected case of implementing PDM (Product Data Management) into one of the Business Groups of Taiwan-based global IT company to analyze why and how its case turned out to be sustainable four years after the go-live. With that, this study also tries to derive useful information for enterprises with similar background for their upcoming introduction of information technology into their organizations. Organizations with existing information technologies in place may also be able to reflect on this study for possible fine-tuning opportunities.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0094932079 |
| Creators | 劉達成 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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