行政院國家科學委員會專題研究計畫 成果報告
台灣企業電子化組織再造影響因素之研究
計畫類別： 個別型計畫
計畫編號： NSC93-2416-H-011-002-
執行期間： 93 年 08 月 01 日至 94 年 07 月 31 日 執行單位： 國立臺灣科技大學資訊管理系
計畫主持人： 李國光
計畫參與人員： 李直平
報告類型： 精簡報告
處理方式： 本計畫可公開查詢
中 華 民 國 94 年 9 月 26 日
行政院國家科學委員會專題研究計畫成果報告
計畫編號：NSC93-2416-H-11-002-SSS 執行期間：93 年 8 月 1 日至 94 年 7 月 31 日 主持人：李國光, 國立台灣科技大學資訊管理系
計畫參與人員：李直平, 中國海事商業專校物流管理科
摘要
e 化時代所帶來的新的機制、經營方法 及組織結構，正可迎合目前以消費者為主的 潮流。由於電子交易之數量與複雜程度正大 幅成長，企業有必要將其公司轉型成為一個 新的組織，亦將促使企業必須使用網際網路 的資訊基礎架構，以朝向電子化企業發展。
電子化企業投資甚巨但成效不易掌握，其主 要原因在於企業的電子化轉型將對組織造 成根本的影響，首先是企業程序的革新，其 次是組織管理的調整，最後則是經營理念的 重塑，企業經由這一連串變革與再造的過 程，探討電子化企業的組織再造之影響因素 勢必成為重要的課題。研究設計是採用問卷 調查方式並以台灣 1000 大企業為研究對 象，共計發出 820 份問卷，回收有效樣本為 202 份，回收率為 24.6%。統計分析結果顯 示企業電子化實施成效會受到組織學習能 力、交易夥伴影響、高階主管支持、電子商 務系統成熟度等因素的影響。本研究的研究 發現與結論可提供台灣電子化企業實施組 織再造規劃之重要參考。
關鍵詞: 企業電子化、組織內因素、組織 間因素、組織學習
Abstract
Companies must structurally transform their internal foundation to compete effectively in the e-commerce (EC) world. This structural change requires companies to develop an innovative e-business strategy, focusing on speed to market and the execution of breakthroughs. This structural change requires large-scale changes in processes, focusing on reducing variation and hand-offs (Kalakota and Robinson, 2001). However, some important considerations regarding the future of e-business are motivated. First, e-businesses appear to influence organizations and their members. Second, firms engaged in e-business transformation must make synergistic investments and commit resources not only to information technology, but
also must align processes and customer and supplier readiness to maximize the benefits. Third, every organization can be a player in the Internet economy, provided it digitizes its business operations and exploits the essential elements of an online world: information, knowledge, relationships, and fast operations throughout the value chain (Barua et al., 2003).
Depending on the IT/IS adopted, this work defines e-business transformation as the transaction of commercial activities on global open networks among an increasing number of corporate and individual participants (Farhoomand, 2003). E-business implementation involves tight realignment of business strategy with IT strategy, establishing the necessary infrastructure, streamlining front-end and backend business processes, managing new relationships and partnerships, and considering emerging global issues.
OL can and should produce technological innovation, enhanced efficiency, increased reliability and increased corporate adaptability, all of which should improve competitiveness (Gupta and Thomas, 2001). Conversely, low levels of OL result in stagnant organizations that cannot adjust to environmental changes or competition and limit the firm ability to reduce costs or alter markets or product lines. The importance of OL can be attributed to ever-changing, dynamic, and complex business environments. The manner of organizations acquires new skills and knowledge, and simultaneously exploits useful (Gold et al., 2001). Numerous organizations have found that effective OL to be crucial for leveraging their core competencies and achieving competitive advantage.
Although numerous reviews of the OL literature have been quite instructive in indicating different perspectives on levels of learning, they have focused on cognition or behaviors, and the relationship between learning and performance.
However, empirical studies have rarely considered the organizational and inter-organizational factors that improve the OL capability and implementation effectiveness of e-business.
This study examined the influence that the e-business exploits e-business implementation effectiveness by OL;
moreover, this work also clarifies the relationship between
e-business implementation performance and the effective controlling. At a minimum, the findings of this investigation provide a theoretical basis and empirical evidence of regarding likely directions for forecasting and explaining OL capability in e-business implementation. Moreover, from a managerial perspective, the findings of this work discuss the implications of these effective organizational and inter-organizational factors for devising organizational strategies that encourage and foster OL capabilities.
Keywords: E-business, Organizational learning (OL), Organizational context, Inter- organizational context 1. Introduction
Improvements in organizational performance show that learning has occurred. The successful conduct of e-business implementation requires that the organizations attempting to work in this way should manage certain critical areas well.
These areas include: new information and communications technologies, new relationships and ways of operating their supply chains, new business processes (that cut across organizations), and empowered employees (Clegg et al., 2001). Common explanations for the need of OL include the need for adaptation and improved efficiency during periods of change. The need for learning increases with the level of uncertainty. Freeman and Perez’s (1988) theory of changing “techno-economic paradigms” indicated the manner in which fundamental changes in information technologies, cause significant environmental turbulence for firms and other institutions attempting to respond.
The goals of learning in Internet circumstances can be considered a response to the need for adjusting uncertainty.
Pavitt (1991) argued that the strategies adopted by large innovative firms are determined partly by attempts to learn under high uncertainty. Accordingly, OL is as natural as learning by individuals as they attempt to adjust and survive in an uncertain and competitive world (Dodgson, 1993).
Consequently, OL enables a firm to adapt to external change and improve existing processes. Dodgson (1993) developed a comprehensive definition of OL: OL describes the means through which firms build, supplement and organize knowledge and routines around their activities and within their cultures, and adapt and develop organizational efficiency by enhancing the skills of their workforces. OL includes such direct learning activities as research and development and formal employee education, as well as involving the means used by an organization to disseminate information internally and the manner in which this information is processed and stored (Gupta and Thomas, 2001).
Increased global competition requires the transformation of networked enterprises. A networked
enterprise within an extended enterprise is a learning system for new business processes and trans-organizational technologies that can be analyzed according to three dimensions: environmental perceptions, organizational transformation, and change mechanisms (Raymond and Blili, 2001). In a network, OL is “a dynamic process of interaction with an ultimate aim of producing new knowledge and know-how for establishing of a collective competitive advantage”. Collective or “meta- organizational” learning involves four identifiable levels:
qualifying learning, structuring information, circulating information (through e-commerce and trans-organizational technologies), and competition /cooperation.
To summarize, this study defines the OL capability in e-business implementation as the networked enterprise employees regarding the environmental or partnerships’
stimuli will transfer their cognition and behavior, through inter-group interaction or knowledge-sharing using IT, and creating new knowledge or capacity, and improving performance to achieve organizational change.
Table I. Select studies on the related e-business implementation
Figure 1 Research model
2. Research model and research hypotheses Researchers have studied that the influences on the related of E-business implementation (such as EDI, EC and ERP implementation) using organizational transformation, where emphasis is on the integration of technology, organizational structures and human resources perspectives, as listed in Table I. The technology perspective includes IT support, IT capability. Meanwhile, the organizational structures perspective includes top management support, centralization, commitment and support, communication.
Finally, the human resources perspective includes training, education, expertise and knowledge. To summarize, this study stresses the effective factors of organizational context (top management support, centralization, EC maturity) and inter-organizational context (coordination, communication, and commitment) for promoting OL capability in e-business implementation.
H1: A positive relationship exists between OL capability and e-business implementation effectiveness.
H2: A positive relationship exists between top management support and OL capability.
H3: A negative relationship exists between centralization and OL capability.
H4: A positive relationship exists between EC maturity and OL capability.
H5: A positive relationship exists between communication and OL capability.
H6: A positive relationship exists between coordination and OL capability.
H7: A positive relationship exists between commitment and OL capability.
3. Research methodology
The sample frame was selected based on the Common Wealth directory of the 1000 largest firms in Taiwan.
However, this list did not contain information on IS department. Consequently, to ensure that CIOs received the questionnaire and maximize response rate, two research assistants spent two weeks telephoning these 1000 firms.
The research assistants asked the target firms whether they had formal IS departments. Additionally, the research assistants sought the name of the CIO or the most senior IS executive to whom a questionnaire should be mailed. Firms with no formal IS departments were removed from the sample. This process produced a sample of 820 firms from various industries. Moreover, the final questionnaires were mailed to the 820 CIOs. A cover letter explaining the study objectives and a stamped return envelope were enclosed.
Follow-up letters were sent approximately three weeks after the initial mailing. In this work primarily adapted from
previous studies and modified for use in an e-business context. Respondents indicated the extent to which they agreed or disagreed with each statement in the constructs.
Five-point Likert type scales were used, ranging from (5) strongly agree to (1) strongly disagree. With establishing the content validity, the questionnaire was refined via rigorous pre-testing. The pre-testing focused on instrument clarity, question wording and validity. During the pre-testing, five MIS doctoral students and one MIS professors were invited to comment on the questions and wordings. The comments of these eight individuals provided were used as a basis for revisions to the construct measures.
4. Data analysis and results 4.1. Sample characteristics
Of the 820 questionnaires distributed, 202 completed usable questionnaires were returned, representing a response rate of 24.6%. Respondents came from diverse industries, with manufacturing accounting for 31.2%, banking/finance/ insurance 22.3%, computers/
communications 27.2%, and the remainder coming from various other industries including real estate, construction, health and transportation. Finally, 47.0% of the responding companies adopted IT/IS completely in e-business, 25.0%
used ERP and SCM, 13% used B2B and B2C EC system, 13.0% used Extranet, and only 3% use intranet. The respondents themselves had varying durations of e-business activity implementation, being between 3 and 5 years for 60% for respondents, less than 1 year for 18.5%, and between 1 and 3 years for 14.0%.
4.2. Reliability and validity of research variables
Internal consistency (Cronbach’s alpha) was determined to assess constructs reliability. The results of this investigation indicate that all the constructs are exceeding 0.7. The constructs are thus considered to display sufficient reliability (Nunnally, 1978). Furthermore, the content validity of questionnaire was established via a series of personal interviews with multiple IS executives.
Moreover, construct validity was determined through factor analysis of the items comprising each construct.
Furthermore, principal component factor analysis using VARIMAX (orthogonal) rotation was used to determine whether all items measuring a construct cluster together and to select of factors with eigenvalues exceeding one.
Items with loadings below 0.5 on any factor were removed from subsequent analyses. The results of the factor analyses for independent variables confirm that each construct is distinct from others.
4.3. Testing the hypotheses
The hypotheses were tested using a multiple regression
analysis. Statistical assumptions (normality, homogeneity of variance and linearity) related to multiple regression analysis were also checked and no significant violation of assumptions found. The results of the multiple regression analysis list the six variables and the effective influence of OL capability. Initially, the OL capability has a significant impact on e-business implementation effectiveness, and the regression model is significant (F=25.216, p<0.01). Second, the organizational and inter-organizational context factors significantly influence OL capability, and the regression model is significant (F=42.569, p<0.01). The value of R2 (0.554) indicates that 55.4 percent of the variance is explained by six variables. No apparent co-linearity problem exists among independent variable, since the variance inflation factors (VIF) for all independent variables are below 3 (Neter et al., 1997).
5. Discussion
5.1. Effects of organizational context
The research results demonstrated that the research model closely fitted the data, and showed that OL capability would positively influence e-business implementation effectiveness, particularly in reducing transaction cost, cost of dealing with partners, personnel payments, and dealing processing time. In the organizational context, the support of top management is important in e-business implementation. Specifically, the challenge for management is to align business strategies, processes, and applications rapidly, accurately, and simultaneously.
Another difficult task as the organization centralization variable, which negatively influences OL, especially in the firm decision-making regarding entry into new markets, pricing of main product lines, capital budgeting, and so on.
EC maturity positively influences OL. Since IT develops extremely rapidly, modern organizations frequently redesign their processes to achieve new competitive advantages. E-business strategies such as enterprise resource planning (ERP), customer relationship management (CRM), supply chain management (SCM) and knowledge management (KM) are considered the optimum solutions for managing organizational resources (Phan, 2001). However, e-business activities frequently strongly influence corporate infrastructure and supply chain.
Furthermore, enterprises involved in e-business require increased support from top management.
5.2. Effects of inter-organizational context The communication variable can also positively influence OL capability. King (2001) emphasized that an aspiring learning organization requires effective internal organizational communication, as well as requiring a
communications infrastructure that facilitates teamwork.
Companies may effectively utilize an innovation after learning and adapting to the new technology gradually through communication channels, joint-problem solving, training, team-work, and value analysis across organizational boundaries (Wagner, 2003). For example, understanding statements from other stakeholder groups with different areas of expertise, and compatibility in term of activities and resource sharing can be achieved through negotiation, and coordination mechanisms are used to solve conflicts among stakeholder groups.
Regarding inter-group relations, good coordination between top managers and IS executives influence the OL capability, and will increase openness, variation, and flexibility in organizational structure, potentially increasing employee OL capability. For example, identifying IT-related opportunities to support corporate strategic direction; adapting technology in response to strategic change; frequent communication between top managers and IS executives regarding IS plans, and IS executives spending time educating top managers regarding IS opportunities and threats.
Regarding the partnerships aspect, the commitment of partners positively influences OL capability. Emphasizing partner commitment to suppliers or customers fosters partner interaction with and awareness of one another.
Accordingly, enhance the employee intention to change their learning methods from individual learning to collective learning. The modification of current IS applications to interface with the Internet technology and to establish procedures and adjustments in inter-organizational process details with partners significantly requires committed partner efforts (Premkumar et al.,1995). Finally, both company’s employee and partners will keep the objectives of collaboration well through inter-organizational business.
計畫成果自評
本研究主要採問卷調查方式，在研究時 程與方法方面均依照所提研究計畫進行，問 卷調查方法最困難之處在於獲取適當的問卷 回收率，本研究預先以電話詢問填答者之姓 名並確認郵寄地址，因此在回收率方面達 24.6% ， 符 合 一 般 學 術 論 文 所 接 受 之 20~25%。在問卷前測方面，經過三位資管領 域的教授與五位高階資訊主管的修正，在信 度與效度方面均呈現良好的結果。研究結果 顯示多個因素與企業推動電子化實施成效具 有關聯性，這些因素可以提供給企業實務界 做為電子化企業組織再造規劃之重要參考。
企業在推動電子化之過程中，組織學習能力 的提升，有助於促進企業電子化的實施成 效；特別是企業在擬定電子化之相關組織再 造策略時，必須審視跨組織之間的溝通與協 調活動之設計，及交易夥伴的合作關係等，
對公司電子化實施成效的影響。另外，組織 內部高階主管的支持與認知、授權程度與現 行電子商務系統的成熟度，亦會影響電子化 實施成效。因此，建議企業在推動電子化企
業組織再造規劃時，可參考本研究所提出的 影響因素。在學術應用價值方面，本研究的 研究成果可做為未來學術研究者建立理論架 構之參考。本研究的調查對象雖為大型企 業，未來研究者也可進一步將本研究應用到 中小企業，並調查更廣泛的影響因素。目前 本研究已準備彙整研究成果投稿至國際學術 期刊，期使國內、外學者對本項研究能有所 關注。
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行政院國家科學委員會補助專題研究計畫成果報告
※※※※※※※※※※※※※※※※※※※※※※※※※※
※ 台灣企業電子化組織再造影響因素之研究 ※
※ The Effects of factors on organizational change ※
※ – An Investigation of E-business in Taiwan ※
※ ※※※※※※※※※※※※※※※※※※※※※※※※※
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計畫類別：█個別型計畫 □整合型計畫 計畫編號：NSC 93－2416－H－011－002－SSS 執行期間：93 年 8 月 1 日至 94 年 7 月 31 日
計畫主持人：李國光 計畫參與人員：李直平
本成果報告包括以下應繳交之附件：
□赴國外出差或研習心得報告一份
□赴大陸地區出差或研習心得報告一份
□出席國際學術會議心得報告及發表之論文各一份
□國際合作研究計畫國外研究報告書一份
執行單位：國立台灣科技大學資訊管理系
中 華 民 國 九十四 年 九 月 廿二 日
