企業轉型電子化之組織及策略配套之分析

Abstract

網際網路的快速興起及資訊科技的跳躍式進步，促使推動企業電子化已經成為全球企業獲取或維持競爭優勢之重要關鍵要素。但是企業在推動電子化的過程中，因應企業轉型之策略及市場需求，企業本身之結構也應該隨之而改變。 本研究利用一個 的矩陣分析企業推動電子化之結構。此矩陣的二個垂直方向之變數分別為事業關鍵程度和業務創新或新穎性。此兩個變數將企業電子化之進程分成四個不同之象限，分別為：(1)一般性事務、(2)試驗性事務管理、(3)突破性策略管理、以及(4)效率經營等四個區塊。以求得企業的電子化定位。 本研究利用層級分析法（AHP）得出各待選組織型態之權重值，再利用TOPSIS法之評估排序，最後得到各備選組織型態在不同企業電子化定位之下之優先順序。 經過分析和整理，研究結果顯示在不同的企業電子化定位之下，因為不同的策略思維和目的，企業會採取不同的組織型態以因應不同的環境和競爭。 而由於企業電子化已經是企業為求生存所不得不所採取的競爭工具與產業標準，企業經理人必須在不同的策略定位之下選擇相配套之組織結構，以增進企業經營之效率。 本研究提供企業在電子化過程中定位之後的組織架構之配套方案，可為企業在轉型電子化的組織策略參考。

The unprecedented growth of Internet and rapid advance in information technology have created the new era of digital economy, forcing firms to manage e-Business as the key successful factor for future severe competition. During the process of cyberization, however, there is a need to restructure the organizational structure to cope with the varying and flexible strategy, as demanded by the market. This research constructs a 2x2 matrix to analyze the value-added structure of the e-Business. The two dimensions used are key component and level of business innovation. These two parameters divided e-Business progress into 4 quadrants, namely, (1) Basic affairs; (2) Trial Experiment; (3) Innovative Strategy; and (4) Efficient operations. AHP and TOPSIS methods were used to evaluate the most appropriate organizational structures for different strategic positions. Results show that different e-Business positioning requires a different organizational structure to reach the peak efficiency. While moving cyberized is inevitable, corporate managers must choose the most appropriate strategic positing and a matched organizational structure to be effective, and this research provides a tool to address such a need for the match for firms trying to turn cyberized.