導入企業資源規劃(ERP)系統關鍵成功因素之研究

Abstract

Gartner Group (2008) CIO survey indicates that business intelligence and enterprise applications are the first priority for IT spending. When CIOs are asked if they have the confidence to employ information technology to enable dramatic change in business organizations, they are guarded in their confidence in IT's ability to create such change. The purpose of this study is to investigate the critical success factors of ERP implementation. Employing Q-methodology, managers are given a set of critical success factors of ERP implementation for evaluation. The data are then used to classify managers into different types using factor analysis. This study shows that eighteen out of twenty-one managers can be classified into five types. The first type containing five managers emphasizes the alignment of IT strategy with the corporate goal and business process reengineering. The second type consisting of three managers expects to have top management highly support and an implementation team with cross-functional members. The third type having two managers anticipates top management support and understanding, and plans for cross-functional communication and collaboration. The fourth type including four managers lays stress on the employee’s adjustment to new systems. The fifth type comprising four managers underlines the implementation team and empowerment of top management, and marks the smooth communications between members of implementation team and consultants. In summary, top management plays an important role in ERP implementations. Smooth communication is a necessity in ERP implementation. Process reengineering is a driver for CIO’s investment in IT. Employee and its organization’s adjustment and acceptance are positively related to the success of ERP implementation. Finally, empowerment to project team will enable a successful ERP implementation.