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6.2 研究貢獻與建議
從以上研究結果，我們可以發現若企業未能考量前瞻分析與系統化的洞察行 動的串連，單單倚賴資訊科技或系統的導入是無法創造價值的；而對應的改善方向 和行動方案，常常不是一個系統可解決的，牽涉到許多組織的變化或配套流程的調 整。
從研究結果我們可以總結，策略面與執行面的緊密銜接是最重要的議題。
我們建議，未來資訊單位在導入一套資訊系統時，首先應分析外部觀點後，
以前瞻的想法與企業的決策者作策略串連，之後，才應進行配套工作的展開與建 議。由於所展開的工作不僅僅牽涉到資訊單位自身，還包含其他面向，故跨單位的 溝通也是重要的關鍵，因為這些變化對企業來說猶如進行了一項內部轉型變革。
其中，對於策略前瞻觀點部分，我們從個案分析裡發現，如果資訊長無法針 對廣泛的市場面作全面性的趨勢進行了解，可專注分析公司所處的產業鏈以及其上 下游狀況，來縮小了解範疇。而針對改善方向，標竿分析是ㄧ個可以收斂和借鏡的 工具，其中標竿對象的選擇，則建議應與業務面主管共同決定。
在執行面的配套工作上，建議資訊單位應該站在全公司的角度進行規劃，有 許多資訊單位在遇到組織或人員的問題時，會因為不在職轄範疇而卻步，但資訊長 的觀察常是執行長的盲點，應進一步以幕僚的角色，中肯的給予企業主建議。
6.3 研究限制與後續研究建議
本研究所選取之個案公司雖儘量以不同產業之個案公司來作為研究標的，試 圖歸納有一定廣度的跨個案觀察(表 6 五不同產業個案列表)，來提出有效導入資訊 科技需考量的前提與配套，但由於所選擇的五個個案中，有四個個案其資本額都小 於台幣四億元以下，僅第一產險公司之資本額有達到 25 億元以上的規模，就其所 面臨的資訊問題面向、複雜度、困難度，所面臨的跨系統整合問題、資訊人員相對 應所必須具備的能力等等都有許多的差異，再加上各公司之定位、產業佈局與核心
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競爭力等變數都會影響企業對於市場趨勢所帶來的影響深度，以至於各公司對於與 其公司相關的市場前瞻看法和策略對應方向也因而有許多的差異；在加上對內，各 公司的系統成熟度、組織和管理狀況也各有差異，各產業之單一個案很難代表該產 業之全部。故建議個別公司在參考此研究之歸納原則同時，應進一步納入企業特質 進行調整。
而針對下一步研究方向，由於本研究所挑選的個案和產業類別有限，建議進 一步研究可以就此議題進行更深度和廣度的探討，建議其相關研究可針對以下方向 進一步作研究和探討，延伸此研究相關議題：
1. 從資訊需求面更廣度的探討，不同類型資訊需求的可能模式進行深入研 究；針對可能面臨的資訊議題，如系統改造、新系統導入、業務流程改善或跨組織 流程規劃等議題，等面向，進行歸納與分類，探討每一類議題其整合策略面和執行 面的可能串連方法和模式。
2. 從產業面更深度的探討，在不同產業之資訊需求，從其策略前端到執行細 項的可能模式進行深入研究；針對各產業，研究其策略與執行面串連的困難和挑 戰，並進一步研究可能的解決方案。
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