| dc.contributor | 科技管理與智慧財產研究所 | - |
| dc.creator (作者) | Wu, Ming Ji | - |
| dc.creator (作者) | 吳明機 | - |
| dc.date (日期) | 2001 | - |
| dc.date.accessioned | 5-Nov-2015 18:06:55 (UTC+8) | - |
| dc.date.available | 5-Nov-2015 18:06:55 (UTC+8) | - |
| dc.date.issued (上傳時間) | 5-Nov-2015 18:06:55 (UTC+8) | - |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/79340 | - |
| dc.description.abstract (摘要) | Business process reengineering (BPR) has been widely applied in many enterprises. However, most cases have targeted large enterprises. In Taiwan, small and medium enterprises (SMEs), which account for at least 95 per cent of all enterprises, have played an extremely important role in Taiwan’s economic growth. The question of whether those SMEs can successfully implement BPR in order to strengthen their management structure is an important issue. Undertakes a detailed case study of an SME whose profits had fallen dramatically and which successfully implemented organizational restructuring (OR). Discovers that, although the SME in question did not make use of information technology to achieve the goal of organizational restructuring, by adopting use of BPR concepts and methods it achieved its goal of transformation. The model used for the implementation procedure of OR should provide a useful reference for other SMEs in Taiwan seeking to achieve perpetual operation, because most SMEs will eventually encounter similar problems. | - |
| dc.format.extent | 364508 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.relation (關聯) | Industrial Management & Data Systems, 101(9), 492 - 501 | - |
| dc.subject (關鍵詞) | BPR; Small‐ to medium‐sized enterprises; Organizational restructuring; Taiwan | - |
| dc.title (題名) | A case study of the SMEs’ organizational restructuring in Taiwan | - |
| dc.type (資料類型) | article | en |
| dc.identifier.doi (DOI) | 10.1108/EUM0000000006282 | - |
| dc.doi.uri (DOI) | http://dx.doi.org/10.1108/EUM0000000006282 | - |
