| dc.contributor.advisor | 尚孝純 | zh_TW |
| dc.contributor.author (Authors) | 曾蕙婷 | zh_TW |
| dc.creator (作者) | 曾蕙婷 | zh_TW |
| dc.date (日期) | 2006 | en_US |
| dc.date.accessioned | 14-Sep-2009 09:47:35 (UTC+8) | - |
| dc.date.available | 14-Sep-2009 09:47:35 (UTC+8) | - |
| dc.date.issued (上傳時間) | 14-Sep-2009 09:47:35 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0093933011 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/31320 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 國際經營管理碩士班(IMBA) | zh_TW |
| dc.description (描述) | 93933011 | zh_TW |
| dc.description (描述) | 95 | zh_TW |
| dc.description.abstract (摘要) | The objective of this paper is to provide a foundation for understanding the management of inflexibility in an integrated process by using sales compensation process as a studied case. The majority of process integration studies have focused on the design and management of an efficient operation by taking the advantage of information technology. Little was known about the downsides of process integration. It is necessary to build deep knowledge about the management of integration inflexibility so that risks of integration failure can be minimized. By summarizing literature and industry experiences of process integration and enterprise flexibility and inflexibility, three types of inflexibility are proposed. They are operational, organizational, and system inflexibilities. The sources of these inflexibilities can be categorized into two types: nature of IT-enabled integrating and technological barriers. These two sources of inflexibility, observed in the studied case, are interrelated and can correlatively affect business performance. Companies that intend to apply process integration to their sales compensation process would aim for eliminating the risk of integration downsides by examining the sources of inflexibilities in the IT-enabled process. Only with a solid and thorough view of the system, could companies achieve their goals of rolling out the packaged service in the compensation plan process. This paper analyses the up and down sides of process integration and plans to provide guidance for further application of process integration packages. | en_US |
| dc.description.abstract (摘要) | Abstract 1 Chapter One: Research Background and Motivation 2 Chapter Two: Literature Review 5 2.1 Process integration 5 2.2 Process integration package 7 2.3 Flexibility and inflexibility of process integration 9 2.3.1 Organization flexibility and inflexibility 9 2.3.2 Operational flexibility and inflexibility 10 2.3.3 System flexibility and inflexibility 11 2.3.4 Sources of integration inflexibility 11 2.4 Sales Compensation 13 Chapter Three: Case Analysis Framework 15 3.1 Incentive management 15 3.2 Causes of integration inflexibility 16 Chapter Four: The Case Result 17 4.1 Why Care About Commission Management? 17 4.2 Burning issues in Current State 18 4.3 How Future state will be 20 4.4 Tool Selection 20 4.5 Design strategy 24 4.5.1 How to simplify pay plan 25 4.5.2 Inflexibility faced during the integration 28 Chapter Five: Discussion 35 Chapter Six: Conclusion and Contribution 38 References 40 | - |
| dc.description.tableofcontents | Abstract 1 Chapter One: Research Background and Motivation 2 Chapter Two: Literature Review 5 2.1 Process integration 5 2.2 Process integration package 7 2.3 Flexibility and inflexibility of process integration 9 2.3.1 Organization flexibility and inflexibility 9 2.3.2 Operational flexibility and inflexibility 10 2.3.3 System flexibility and inflexibility 11 2.3.4 Sources of integration inflexibility 11 2.4 Sales Compensation 13 Chapter Three: Case Analysis Framework 15 3.1 Incentive management 15 3.2 Causes of integration inflexibility 16 Chapter Four: The Case Result 17 4.1 Why Care About Commission Management? 17 4.2 Burning issues in Current State 18 4.3 How Future state will be 20 4.4 Tool Selection 20 4.5 Design strategy 24 4.5.1 How to simplify pay plan 25 4.5.2 Inflexibility faced during the integration 28 Chapter Five: Discussion 35 Chapter Six: Conclusion and Contribution 38 References 40 | zh_TW |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0093933011 | en_US |
| dc.subject (關鍵詞) | 企業流程 | zh_TW |
| dc.subject (關鍵詞) | 不穩定因子 | zh_TW |
| dc.subject (關鍵詞) | 績效獎勵 | zh_TW |
| dc.subject (關鍵詞) | The Management of Inflexibility | en_US |
| dc.subject (關鍵詞) | Integrated Process | en_US |
| dc.subject (關鍵詞) | Sales Compensation Process | en_US |
| dc.title (題名) | 企業流程整合過程中之不穩定因子之管理─以績效獎勵制度為例 | zh_TW |
| dc.title (題名) | The Management of Inflexibility in an Integrated Process--- Using Sales Compensation Process as an Example | en_US |
| dc.type (資料類型) | thesis | en |
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