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研究生: 張淮方
研究生(外文): Truong Hoai Phuong
論文名稱: Factors Influencing the Effectiveness of ERP Implementation at Hanoi Department of Information & Communication in Vietnam
論文名稱(外文): Factors Influencing the Effectiveness of ERP Implementation at Hanoi Department of Information & Communication in Vietnam
指導教授: 溫嘉榮
學位類別: 碩士
校院名稱: 樹德科技大學
系所名稱: 資訊管理系碩士班
論文出版年: 100
畢業學年度: 99
語文別: 英文
論文頁數: 52
中文關鍵詞: Enterprise Resource Planning SystemsCritical Success FactorsHa Noi Department of Communication and Information
外文關鍵詞: Enterprise Resource Planning SystemsCritical Success FactorsHa Noi Department of Communication and Information
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  • 評分:*****
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The implementation of enterprise resource planning (ERP) systems supporting business processes across many different departments and partners has been known to be much more difficult than the development of a computer application supporting a single business function. In this article, we present a case study of an ERP system application by a small business. Jinyang Oil Seal Co., Ltd. is a professional oil seal manufacturer for automobiles and electronic equipment in Korea. Jinyang has recently adopted and implemented an ERP system, which has helped the organization to achieve a competitive advantage. This article reports how Jinyang coped with the typical challenges that most small business organizations face when implementing an ERP system
Enterprise Resource Planning (ERP) systems are highly integrated enterprise-wide information systems that automate core business processes. The ERP packages of vendors such as SAP, Baan, J.D. Edwards, Peoplesoft and Intentia represent more than a standard business platform, they prescribe information blueprints of how an organization’s business processes should operate. In this paper the scale and strategic importance of ERP systems are identified and the problem of ERP implementation is defined. A Critical Success Factors (CSFs) framework is proposed to aid managers develop an ERP implementation strategy. The framework is illustrated using two case examples from a research sample of eight companies. The case analysis highlights the critical impact of legacy systems upon the implementation process, the importance of selecting an appropriate ERP strategy and identifies the importance of Business Process Change (BPC) and software configuration in addition to factors already cited in the literature. The implications of the results for managerial practice are described and future research opportunities are outlined.

The implementation of enterprise resource planning (ERP) systems supporting business processes across many different departments and partners has been known to be much more difficult than the development of a computer application supporting a single business function. In this article, we present a case study of an ERP system application by a small business. Jinyang Oil Seal Co., Ltd. is a professional oil seal manufacturer for automobiles and electronic equipment in Korea. Jinyang has recently adopted and implemented an ERP system, which has helped the organization to achieve a competitive advantage. This article reports how Jinyang coped with the typical challenges that most small business organizations face when implementing an ERP system
Enterprise Resource Planning (ERP) systems are highly integrated enterprise-wide information systems that automate core business processes. The ERP packages of vendors such as SAP, Baan, J.D. Edwards, Peoplesoft and Intentia represent more than a standard business platform, they prescribe information blueprints of how an organization’s business processes should operate. In this paper the scale and strategic importance of ERP systems are identified and the problem of ERP implementation is defined. A Critical Success Factors (CSFs) framework is proposed to aid managers develop an ERP implementation strategy. The framework is illustrated using two case examples from a research sample of eight companies. The case analysis highlights the critical impact of legacy systems upon the implementation process, the importance of selecting an appropriate ERP strategy and identifies the importance of Business Process Change (BPC) and software configuration in addition to factors already cited in the literature. The implications of the results for managerial practice are described and future research opportunities are outlined.

Abstract    i
Acknowledgments  iii
Table of Contents  iv
List of Tables  vii
List of Figures  viii
Chapter 1 Introduction  1
1.1 Background of the Study  3
1.2 Importance of the Study  4
1.3 Research Motivation  4
1.4 Aims, Objectives or Purpose  5
1.5 Rationale of Study or Clinical Relevance  5
1.6 Delimitations  6
1.7 Assumptions  7
1.8 Terminology and Definitions  7
Chapter 2 Literature Review  9
2.1 The Definition of ERP  9
2.2 CSFs  10
2.3 Top Management Support  11
2.4 Teamwork and Users involvement  13
2.5 Cost  14
2.6 Technology  14
Chapter 3 Research Methodology  16
3.1 Research Framework  16
3.2 Research Hypotheses  17
3.3 Variable Definitions and Measures  18
3.3.1 Top Management Support  18
3.3.2 Teamwork and Users Involvement  19
3.3.3 Cost factor in ERP  20
3.3.4 Technology Factor in ERP  21
3.4 Research Sample  22
3.5 Relationship between research factors and operation measurement for research construct  23
3.5.1 Relationship between Top Management Support and Effectiveness of ERP Implementation  23
3.5.2 Relationship between Teamwork, Users Involvement and Effectiveness of ERP Implementation  24
3.5.3 Relationship between Cost and Effectiveness of ERP Implementation  25
3.5.4 Relationship between Technology and Effectiveness of ERP Implementation  25
3.6 Tool development  26
3.6.1 Question Design  26
3.6.2 Reliability Analysis  27
3.6.3 Validity analysis  27
3.7 Data Analysis  28
3.7.1 Descriptive Statistics  28
3.7.2 Factor Analysis  28
3.7.3 Regression Analysis  29
Chapter 4 Results  29
4.1 Descriptive Statistics  30
4.2 ANOVA Test  32
4.3 Factor Analysis  33
4.4 Hierarchical Multiple Regression Analysis  35
4.4.1 Linear Regression Analysis for Top Management Support Factor  36
4.4.2 Linear Regression Analysis for Teamwork and Users Involvement Factor  36
4.4.3 Linear Regression Analysis for Cost Factor  37
4.4.4 Linear Regression Analysis for Technology Factor  38
Chapter 5 Conclusion  41
5.1 Conclusions  41
5.2 Organizational Implications  43
5.3 Limitations  44
5.4 Suggestions  44
5.5 Future Study Suggestion  45
References  46
Appendix Questionnaires  49

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