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題名 非知識密集型服務業對數位化的動機與成果: S 公司之個案分析
The Motivations and Performance of Digitalization for Non-KIBS Firms: A case study Of Company S作者 李思瑀
Li, Ssu-Yu貢獻者 羅明琇
李思瑀
Li, Ssu-Yu關鍵詞 ERP
ERP導入
數位化
美容業
資訊整合
流程資訊化日期 2020 上傳時間 2-九月-2020 11:57:32 (UTC+8) 摘要 在過去十年之中，服務業都是台灣GDP佔比最大的。根據勞動部的統計分類，可將服務業分類為「知識密集型服務業(Knowledge Intensives Business Services, 簡稱KIBS)」與「非知識密集服務業(簡稱 Non-KIBS)」。從主計處過去四次的「工業及服務業普查報告」可看出，非知識密集服務業的從業人數、企業家數都遠遠超過知識密集型服務業，但是兩者的全年生產毛額卻相差無幾。比較兩者的數位化深度，知識密集型服務業的數位化深度是遠遠超過非知識密集型服務業的。綜觀整體服務業而言，「其他服務業」之中的美髮及美容美體業，其數位化深度是所有的服務業之中最低。 因此，本文將透過其他服務業之中，數位化深度最低且競爭最為激烈的產業 - 美髮及美容美體業-為出發點，來探討非知識密集型服務業數位化的動機與結果。透過主計處對於資訊化深度的項目分類，本文將以ERP作為企業數位化的最終點，研究美髮及美容美體業導入ERP等系統的前因結果，本文透過個案分析方式來剖析個別公司在ERP導入前後，團隊內部的資源部屬、管理模式、營業模式與營業效率的變化，來探究導入ERP前、中、後的動機、風險與優勢。 本文選擇 S 公司作為個案分析的研究對象。本文發現，S公司數位化的動機為簡化部門作業流程與增進系統間資訊流通等等企業內部效率與整合的需求。透過數位化，讓S公司人員配置、薪資支出都有顯著的減少，並且人均營業額、店均營業額也有顯著成長。此外，從管理角度上，透過S公司過去系統導入的成功與失敗經驗，將成功數位化的關鍵歸納成三大要素 – 管理階級要素、專案團隊要素、使用者要素。從S公司的經驗發現，三大要素之間的平衡關係才能促成公司對系統的成功導入。此外， S 公司也提供了後 ERP時代，數位化的寶貴經驗。S公司透過資料倉儲(Data Warehouse)的整合，讓S公司得以解決各部門獨立系統之間的資訊不對稱 (Information Asymmetry)，更開創新的數位化契機。
The service industry has taken the largest proportion in Taiwan’s GDP in the past decade. According to the classification from Ministry of Labor, the service industry can be categorized into KIBS(Knowledge Intensives Business Services) and non-KIBS. Based on the past four “Industry and Service Censuses” published by National Statistics, the non-KIBS has exceeded the KIBS by large in terms of number of persons engaged and number of enterprises. However, the Annual Gross Value of Production of the two are identical. Compares to the KIBS, non-KIBS has lagged behind in digitalization.Throughout the whole service industry, the Beauty Treatment industry under Other service Activities Sector has the lowest digitalization rate. Therefore, this thesis will investigate the motivation and performance of digitalization for non-KIBS firms through the Beauty Treatment industry – the industry with fierce competition and the lowest digitalization rate.This thesis defines ERP to be the essential stage of digitalization based on the “Operation Digitalization Overview” defined by the National Statistics. In order to study the motivation, potential risks and consequences of implementing ERP for Beauty Treatment Industry, this thesis deploys case study method to analyze changes in human resource allocation, management decision, operation strategy and operation efficiency for an individual company. The anonymous company – S is chosen as the object of research. This study suggests that the main motivation for Company S to implement ERP is to simplified the operation process, to enhance the information flow between independent systems and other internal integration and efficiency improvements. After the introduction of ERP and other systems, the company has achieved fewer staffing and salary expenditure while improving the per capital and per location revenue. Furthermore, from managerial prospective, this study is able to utilize the experiences of the company S and summarize the key factors of an successful implementation of ERP mentioned in (Mitra & Mishra, 2016) into three: Perception of Management, User acceptance and Project Team Effectiveness. From the prospective of the past experiences of company S, this study finds that the balanced relationship between the three factors are indispensable for a successful ERP implementation. Also, the object of research provides an invaluable experience on digitalization in the post-ERP era. The introduction of Data Warehouse solves the information asymmetry amongst different departments and it create new digital possibilities.參考文獻 (2020/07/21)Bingi, P., Sharma, M. K., & Godla, J. K. . (1999). Critical issues affecting an ERP implementation. Information Systems Management, 16(3), pp. 7-14.Abo Abdo Shadi, Aldhoiena Abdulaziz, & Al-Amrib Hashbol. (2019). Implementing Enterprise Resource Planning ERP System in a Large. Elsevier B. V.Acar.F.M, Tarim.M, Zaim.H, Zaim.S, & DelenD. (2017). Knowledge management and ERP: Complementary or contradictory? International Journal of Information Management., Volume 37, Issue 6, 頁 703-712.Almajali D.A., Masa`dehR., & TarhiniA. (2016). Antecedents of ERP systems implementation success: a study on Jordanian healthcare sector. Journal of Enterprise Information Management, Volume 29, Issue 4, 頁 549-565.APICS. (2001). Retrieved from American Production and Inventory Control Society: http://www.apics.orgBenchmarking Partners, I. (1999). Implementation Research Study. Cambridge: Benchmarking Partners, Inc., 12.Chamberlin Edward. (1933). The Theory of Monopolistic Competition. The Economic Journal, Volume 43, Issue 172, 頁 661-666.Costa C.J., Ferreira E., Bento F., & Aparicio M. (2016). Enterprise resource planning adoption and satisfaction determinants. Comput. Hum. Behav. 63, 頁 659-671.Davenport, T. H. (1998). Putting the enterprise into the enterprise system. Harvard Business Review, 76( 4), pp. 121-131.Deloitte Consulting. (1999). ERP`s Second Wave -Maximizizing the Value of Enterprise Applications and Processes - A global Research Report including Deloitte Consulting`s Perspective: Making ERP spell ROI.Deloitte Consulting. (n.d.). ERP`s Second Wave - Maximizizing the Value of Enterprise Applications and Processes.Dul, J., & Hak, T. (2008). Case study methodology in business research. Abingdon, England: Routledge.Ebneyamini, S., & Moghadam, M. S. (2018). Toward Developing a Framework for Conducting Case Study Research. International Journal of Qualitative Methods, vol 17, p. 1.Elmonem A. Abd Mohamed, Nasr S.Eman, & Geith H.Mervat. (2016). Benefits and challenges of cloud ERP systems e A systematic literature. Future Computing and Informatics Journal 1, 頁 1-9.HaddaraMoutaz, & MoenHenrik. (2017). User resistance in ERP implementations: A literature review. Procedia Computer Science, Volume 121, 頁 859-865.HofmannPaul. (2008). ERP is Dead, Long Live ERP II. IEEE Internet Computiong , Volume 4, Issue 4, 頁 84-88.Hyett Nerida, Kenyy Amanda, & Dickson-Swift A. Virginia. (2014). Methodology or method? A critical review of qualitative case study reports. International Journal of Qualitative Studies on Health and Well-Being, Volume 9. 23606. 10.3402/qhw.v9.23606. .Johansson, R. (2003). Case study methodology. Stockholm: Methodologies inHousing Research.Kadir Abdul Razilan, Ismail Aini Noor, & Yatin Farik MatSaiful. (2015). The Benefits of Implementing ERP System in Telecommunications. Procedia - Social and Behavioral Sciences, Volume 211, (頁 1216-1222).Kuman Madhan, Parthiban M, & Adhiyaman A. (2018). Implementation of ERP in an Automobile Manufacturing Shop Floor. International Research Journal of Automotive Technology, Volume 1, Issue 3, 頁 75-86.Kumar, K., & Van, J. H. (2000). ERP experiences and evolution. Communications of the ACM, 43(4), pp. 23-26.Mitra Prokreeti, & Mishra Sasmita. (2016). Behavioral Aspects of ERP Implementation: A Conceptual Review. Interdisciplinary Journal of Information, Knowledge, and Management, Volume 11, 頁 17-30.Mohamed A. Abd ElmonemS. Nasr b, Mervat H. GeithEman. (2016). Benefits and challenges of cloud ERP systems e A systematic literature. Future Computing and Informatics Journal 1, 頁 1-9.Olhager J, & Selldin E. (2003). Enterprise resource planning survey of Swedish manufacturing firms. European Journal of Operational Research, Volume 146, Issue 2, 頁 365-373.Rashid A. Mohammad, Hossain Liaquat, & Patrick David Jon. (2002). The Evolution of ERP Systems: A Historical Perspective.Reitsma Ewout. (2018). Critical success factors for ERP system implementation: a user perspective. European Business Review, Volume 30, Issue 3, 頁 285-310.Stake, R. E. (1995). The Art of Case Study Research: Perspective inPractice. London: Sage.Tellis, W. (1997, July). Introduction to Case Study. The Qualitative Report, Volume 3,Number 2.Wang Chih-Husan. (2016). A novel approach to conduct the importance-satisfaction analysis for acquiring typical user groups in business-intelligence systems. Computers in Human Behavior, Volume 54, 頁 673-681.Yazan, B. (2015). Three Approaches to Case Study Methods in Education: Yin, Merriam, and Stake. The Qualitative Report. Volume 20, No, 2.Yin, R. K. (1984). Case Study Research: Design and Methods. Beverly Hills, California: Sage Publications.于森, & 潘曉慧. (2003). 發展歷史及現狀透視. 北京工業大學學報, 第3卷, 第3期.尤志豐主編. (2017). 台水公司導入企業資源規劃ERP系統之可行性評估研究.方美月. (2005). 探討ERP系統效益之分析—以BSC 觀點. 遠東學報, 第二十二卷, 第四期.王弓主持. (2003). 台灣未來服務業定位之探討 : 知識密集服務業發展綱領. 台北市: 行政院經濟建設委員會委託，工研院產業經濟與資訊中心執行。標號: (92)014.602.主計處. (2017). 多因素生產力統計結果提要分析.行政院主計總處. (2016). 行業標準分類, 第10次修.行政院主計總處. (2019). 105年工業及服務業普查報告. 台北市: 行政院主計總處.何應欽. (2004). 企業資源規劃系統之執行效果－以台灣企業為對象. 商管科技季刊, 第五卷, 第四期.林殷羽. (2018). 台灣健康美容美體業營運管理與策略之探討. 銘傳大學管理學院高階經理碩士學在職專班碩士論文.林穎新. (2002). 醫學美容中心發展策略之研究以-A個案公司為例. 國立政治大學商學院經營管理碩士學程全球台商班碩士論文.林豐智. (2006). 中小企業導入ERP之成效－以振鋒企業為例. 中研院創新與科技管理研討會.洪嘉宏. (1998). 資訊科技應用於企業流程再造之研究碩士論文. 國立中興大學會計學研究所.歐陽桃花. (2004). 試論工商管理學科的案例研究方法. 南開管理評論-2004年7卷，第2期, 頁 100-106. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
107932402資料來源 http://thesis.lib.nccu.edu.tw/record/#G0107932402 資料類型 thesis dc.contributor.advisor 羅明琇 zh_TW dc.contributor.author (作者) 李思瑀 zh_TW dc.contributor.author (作者) Li, Ssu-Yu en_US dc.creator (作者) 李思瑀 zh_TW dc.creator (作者) Li, Ssu-Yu en_US dc.date (日期) 2020 en_US dc.date.accessioned 2-九月-2020 11:57:32 (UTC+8) - dc.date.available 2-九月-2020 11:57:32 (UTC+8) - dc.date.issued (上傳時間) 2-九月-2020 11:57:32 (UTC+8) - dc.identifier (其他 識別碼) G0107932402 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/131556 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 107932402 zh_TW dc.description.abstract (摘要) 在過去十年之中，服務業都是台灣GDP佔比最大的。根據勞動部的統計分類，可將服務業分類為「知識密集型服務業(Knowledge Intensives Business Services, 簡稱KIBS)」與「非知識密集服務業(簡稱 Non-KIBS)」。從主計處過去四次的「工業及服務業普查報告」可看出，非知識密集服務業的從業人數、企業家數都遠遠超過知識密集型服務業，但是兩者的全年生產毛額卻相差無幾。比較兩者的數位化深度，知識密集型服務業的數位化深度是遠遠超過非知識密集型服務業的。綜觀整體服務業而言，「其他服務業」之中的美髮及美容美體業，其數位化深度是所有的服務業之中最低。 因此，本文將透過其他服務業之中，數位化深度最低且競爭最為激烈的產業 - 美髮及美容美體業-為出發點，來探討非知識密集型服務業數位化的動機與結果。透過主計處對於資訊化深度的項目分類，本文將以ERP作為企業數位化的最終點，研究美髮及美容美體業導入ERP等系統的前因結果，本文透過個案分析方式來剖析個別公司在ERP導入前後，團隊內部的資源部屬、管理模式、營業模式與營業效率的變化，來探究導入ERP前、中、後的動機、風險與優勢。 本文選擇 S 公司作為個案分析的研究對象。本文發現，S公司數位化的動機為簡化部門作業流程與增進系統間資訊流通等等企業內部效率與整合的需求。透過數位化，讓S公司人員配置、薪資支出都有顯著的減少，並且人均營業額、店均營業額也有顯著成長。此外，從管理角度上，透過S公司過去系統導入的成功與失敗經驗，將成功數位化的關鍵歸納成三大要素 – 管理階級要素、專案團隊要素、使用者要素。從S公司的經驗發現，三大要素之間的平衡關係才能促成公司對系統的成功導入。此外， S 公司也提供了後 ERP時代，數位化的寶貴經驗。S公司透過資料倉儲(Data Warehouse)的整合，讓S公司得以解決各部門獨立系統之間的資訊不對稱 (Information Asymmetry)，更開創新的數位化契機。 zh_TW dc.description.abstract (摘要) The service industry has taken the largest proportion in Taiwan’s GDP in the past decade. According to the classification from Ministry of Labor, the service industry can be categorized into KIBS(Knowledge Intensives Business Services) and non-KIBS. Based on the past four “Industry and Service Censuses” published by National Statistics, the non-KIBS has exceeded the KIBS by large in terms of number of persons engaged and number of enterprises. However, the Annual Gross Value of Production of the two are identical. Compares to the KIBS, non-KIBS has lagged behind in digitalization.Throughout the whole service industry, the Beauty Treatment industry under Other service Activities Sector has the lowest digitalization rate. Therefore, this thesis will investigate the motivation and performance of digitalization for non-KIBS firms through the Beauty Treatment industry – the industry with fierce competition and the lowest digitalization rate.This thesis defines ERP to be the essential stage of digitalization based on the “Operation Digitalization Overview” defined by the National Statistics. In order to study the motivation, potential risks and consequences of implementing ERP for Beauty Treatment Industry, this thesis deploys case study method to analyze changes in human resource allocation, management decision, operation strategy and operation efficiency for an individual company. The anonymous company – S is chosen as the object of research. This study suggests that the main motivation for Company S to implement ERP is to simplified the operation process, to enhance the information flow between independent systems and other internal integration and efficiency improvements. After the introduction of ERP and other systems, the company has achieved fewer staffing and salary expenditure while improving the per capital and per location revenue. Furthermore, from managerial prospective, this study is able to utilize the experiences of the company S and summarize the key factors of an successful implementation of ERP mentioned in (Mitra & Mishra, 2016) into three: Perception of Management, User acceptance and Project Team Effectiveness. From the prospective of the past experiences of company S, this study finds that the balanced relationship between the three factors are indispensable for a successful ERP implementation. Also, the object of research provides an invaluable experience on digitalization in the post-ERP era. The introduction of Data Warehouse solves the information asymmetry amongst different departments and it create new digital possibilities. en_US dc.description.tableofcontents 第一章、緒論 9第1節、 研究動機與目的 9第2節、 研究流程 15第3節、 論文架構 17第二章、文獻探討 18第1節、 ERP的發展歷史 182-1-1 企業資源計畫 182-1-2 ERP 的發展進程 19第2節、 ERP的定義 22第3節、 導入ERP的效益 23第4節、 導入ERP的風險與挑戰 292-4-1 導入ERP的風險 292-4-2 導入ERP的要素 30第三章、研究方法 32第1節、 個案研究架構與方法 32第2節、 研究範圍與限制 353-2-1 研究範圍 353-2-2 研究個案的選擇 353-2-3 個案研究的限制 363-2-4 本研究的優勢與限制 36第四章、個案分析 38第1節、 S公司介紹 38第2節、 檢視SPA公司目前通常遇到的困境 394-2-1 宏觀的經濟環境衝擊 394-2-2 微觀的經濟環境衝擊 404-2-3 內部員工關係的衝突 41第3節、 S公司所面對的問題與挑戰 43第4節、 S公司導入ERP管理作業系統成效分析 444-4-1 S公司數位化的動機 444-4-2 S公司整合資訊前狀況 464-4-3 企業內部流程資訊化 484-4-4 資訊化的失敗經驗 50第五章、資訊整合的問題及未來計畫 53第1節、 S企業面對資訊整合之問題 535-1-1 異質資料庫整合問題 535-1-2 各獨立系統的資料粒度(Granularity)差異巨大 545-1-3 歷史數據難以掌握 54第2節、 資料倉儲的建置 555-2-1 財務部門 565-2-2 人資部門 575-2-3 行銷企劃部門 58第3節、 S未來資訊整合方式 595-3-1 財務部 605-3-2 總務部 605-3-3 企劃部 605-3-4 教育部 61第4節、 S公司的數位化導入成效 61第六章、結論 65第1節、 研究發現 656-1-1 數位化動機結論 656-1-2 ERP導入風險結論 66第2節、 結語 67參考文獻 70 zh_TW dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0107932402 en_US dc.subject (關鍵詞) ERP zh_TW dc.subject (關鍵詞) ERP導入 zh_TW dc.subject (關鍵詞) 數位化 zh_TW dc.subject (關鍵詞) 美容業 zh_TW dc.subject (關鍵詞) 資訊整合 zh_TW dc.subject (關鍵詞) 流程資訊化 zh_TW dc.title (題名) 非知識密集型服務業對數位化的動機與成果: S 公司之個案分析 zh_TW dc.title (題名) The Motivations and Performance of Digitalization for Non-KIBS Firms: A case study Of Company S en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) (2020/07/21)Bingi, P., Sharma, M. K., & Godla, J. K. . (1999). Critical issues affecting an ERP implementation. Information Systems Management, 16(3), pp. 7-14.Abo Abdo Shadi, Aldhoiena Abdulaziz, & Al-Amrib Hashbol. (2019). Implementing Enterprise Resource Planning ERP System in a Large. Elsevier B. V.Acar.F.M, Tarim.M, Zaim.H, Zaim.S, & DelenD. (2017). Knowledge management and ERP: Complementary or contradictory? International Journal of Information Management., Volume 37, Issue 6, 頁 703-712.Almajali D.A., Masa`dehR., & TarhiniA. (2016). Antecedents of ERP systems implementation success: a study on Jordanian healthcare sector. Journal of Enterprise Information Management, Volume 29, Issue 4, 頁 549-565.APICS. (2001). Retrieved from American Production and Inventory Control Society: http://www.apics.orgBenchmarking Partners, I. (1999). Implementation Research Study. Cambridge: Benchmarking Partners, Inc., 12.Chamberlin Edward. (1933). The Theory of Monopolistic Competition. 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