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dc.contributor.author黃健豪en_US
dc.contributor.authorHuang, Chien-Haoen_US
dc.contributor.author尤克強en_US
dc.contributor.author王耀德en_US
dc.contributor.authorYu, Keh-Chiangen_US
dc.contributor.authorWang, Yau-Deen_US
dc.date.accessioned2014-12-12T02:12:56Z-
dc.date.available2014-12-12T02:12:56Z-
dc.date.issued1993en_US
dc.identifier.urihttp://140.113.39.130/cdrfb3/record/nctu/#NT823396028en_US
dc.identifier.urihttp://hdl.handle.net/11536/58629-
dc.description.abstract資訊科技神速地進步,加上快速變化的競爭環境,對企業造成了十分沈重的壓力,迫使企業需不斷地進步,方可在同業中奪得先機。企業需要一種激烈的組織革新,以獲得巨輻的企業績效。企業處理程序再生工程(Business Process Reengineering; BPR)即是最佳的方法之一。BPR是個新觀念,為資訊科技與組織之關係作了一次全新的詮釋。多位學者專家提出許多精闢獨到的理論與觀念。但是有關於BPR 整體發展過程應是如何進行?曾有那些因素產生干擾?如何干擾?目前仍缺乏充分的討論。 本研究係使用個案研究法,因為個案研究法對研究新的、未臻成熟的理論有相當的助益,而且透過案例的討論,可以增加理論的實用性。研究過程首先於眾多的BPR文獻中,整理出四個重要的觀點:(1)組織再造設計觀點,(2)處理程序革新觀點,(3)生命週期觀點,(4)企業轉型觀點。不同的觀點雖然有許多基本之共同理念,但是因為注視焦點的差異,對BPR發展過程強調的重點與方式就有差別。本研究所選之案例公司--聯合報編輯部,於民國80年9月啟用“聯合報編採全程自動化系統”,專案雖以“自動化”為名稱,但其發展過程卻是十分符合BPR的內涵與要業。整個發展過程值得深入研究。 經由理論觀點與個案公司資料的分析與比對,本研究對BPR整體發展過程有進一步地瞭解,提出一個概念模式:企業處理程序再生工程整合發展模式(Business Process Reengineering Integrated Development Model: BPRIDM)。模式中強調BPR發展的整體性,應該是規劃與再造設計階段,和作業與持續改良階段兩者緊密銜接。BPR發展與企業背景有著密不可分的關係,而且過程很難可以預先就有完善的規劃,要不斷地改良。發展重點在於企業處理程序觀念注入企業,以成為組織改變。發展過程的方向受企業目標的導引,過程也需要資訊科技資源與組織資源的配合才能成功。三項重要因素在不同企業環境會有不同的組合方式,並產生不同的狀況,實在很難有雷同相似的情境或條件,更不可能存在標準的進行方法。本研究僅就理論與資料比對,再以BPRIDM模式討論,提出24個重要命題,希望成為後續研究的基礎。zh_TW
dc.description.abstractEnvironmental pressures have pushed modern organizations to use the power of availbale information technology to radically redesign their business processes in order to achieve dramatic improvements in their performance. As Business Process Reengineering (BPR) is new, conceptual and theoretical work in the erea is limited. It is useful to utilize the Case Study method for creating a conceptual model of BPR. At first, this study surveys many articles and books, and proposes four important viewpoints of the BPR theories: (1) Organizational Redesign. (2) Process Innovation. (3) Life Cycle. (4) Business Transformation. There are different focuses in these four viewpoints. A case o the Editing Department of The United Daily News is presented to explain the viewpoint. At last, this study presents a Business Process Reengineering Integrated Developmental Model (BRPIDM). BRPIDM comprises two hpases: Planning and Redesigning phase, and Operating and Continuous- Improving phase. Since BPR is regarded as a stratgic process to change an organization, each phase involves the management of three dimensions of strategic planning: the goal, the technology, and the managerial behavior. In each dimension there are two levels of ingredients: the organizational level (marco), and the individual level (micro). The purpose of BRPIDM is to provide a guideline for successfully integrating cross functions of business processes with the flexibility of information technologies, through appropriate management of human behaviors. BRPIDM should serve as a roadmap and saves significant efforts for organizations intending to do BPR.en_US
dc.language.isozh_TWen_US
dc.subject企業處理程序再生工程zh_TW
dc.subject企業處理程序再生工程整合發展模式zh_TW
dc.subjectBusiness Process Reengineeringen_US
dc.subjectBusiness Process Reengineering Integrated Development Modelen_US
dc.title資訊科技促成企業處理程序再生工程的個案研究zh_TW
dc.titleA Case Study Of Information Technology Enabled Business Process Reengineeringen_US
dc.typeThesisen_US
dc.contributor.department資訊管理研究所zh_TW
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