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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
The Management of Inflexibility in an Integrated Process--- Using Sales Compensation Process as an Example
作者 曾蕙婷
貢獻者 尚孝純
曾蕙婷
關鍵詞 企業流程
不穩定因子
績效獎勵
The Management of Inflexibility
Integrated Process
Sales Compensation Process
日期 2007
上傳時間 1-Sep-2015 16:15:58 (UTC+8)
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.
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
參考文獻 1. Bruce Claremont (1992), Understanding the Business Aspects of Software Migrations.
     2. Deloitte (2007) 2006 Strategic Sales Compensation Survey “Building a Sales Compensation Plan That Works”, 2007 Ewing Marion Kauffman Foundation
     3. Garner (2004) The Mission and Future of Integration.
     4. Goodhue, D. L., Wybo M. D., and Kirsch L. J. (1992) The Impact of Data Integration on the Costs and Benefits of, MIS Quarterly, 16, 3, 293.
     5. Hecht, B. (1997) Choose the right ERP software, Datamation, 43, 3, 56.
     6. Kern, Harris (2001), IT Organization: Building A World class Infrastructure, Prentice Hall.
     7. Michael Dunne (2006) Introducing the Concept of Sales Performance Management, Gartner Inc., 21 June 2006.
     8. Moore, J. E., and Love, M. S. (2005) IT professionals as organizational citizens, Association for Computing Machinery, Communications of the ACM, 48, 6, 88.
     9. Roldán, J. L., and Leal, A. (2003) A validation test of an adaptation of the DeLone and McLean’s Model in the Spanish EIS field. In Jeimy J. Cano (Eds.). Critical Reflections on Information Systems: A Systemic Approach. Hershey, PA: Idea Group Publishing.
     10. Shang, S. (2005) A comparative study on users` role in of ERP software and BPM software implementation, eBusiness Journal, 2005, 331-351.
     11. Shang, S. (2007) The “What” and “Why” of the inflexibility of IT-enabled Process Integration, working in progress
     12. Sheth, A. P., and Larson J. A. (1990) Federated Database Systems for Managing Distributed, Heterogeneous, and Autonomous Databases, ACM Computing Surveys, 22, 3,184-236.
     13. Singletary, L. A. (2003) Empirical study of attributes and perceived benefits of applications integration for enterprise systems, Louisiana State University and Agricultural & Mechanical College: United States – Louisiana.
     14. Singletary, L. A. (2004) Applications Integration: Is it Always Desirable?, Proceedings of the 37th Hawaii International Conference on System Sciences
     15. Smith, Jack P. (2006), Building a sales compensation that works.
     16. Spathis, C., and Constantinides, S. (2003) The usefulness of ERP systems for effective management, Industrial Management + Data Systems, 103, 8/9, 677.
     17. Sushil, (2001) Enterprise Flexibility, Global Journal of Flexible Systems Management, 2, 4, 53.
     18. Sundaram, V. Liu, F. Dalmia, S. White, G.E. Tummala, R.R. (2001) Process integration for low-cost system on a package (SOP), Electronic Components and Technology Conference, 2001. Proceedings., 51st.
     19. Themistocleous, M. (2004) Justifying the decisions for EAI implementations: a validated proposition of influential factors, Journal of Enterprise Information Management, 17, 2, 85.
     20. Volkoff, O., Strong, D. M., and Elmes, M. B. (2005) Understanding enterprise systems-enabled integration, European Journal of Information Systems, 14, 110-120.
     21. Waring, T. and Wainwright, D. (2000) Interpreting integration with respect to information systems in organizations - image, theory and reality, Journal of Information Technology, 15, 2, 131.
描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
93933011
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0093933011
資料類型 thesis
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) 2007en_US
dc.date.accessioned 1-Sep-2015 16:15:58 (UTC+8)-
dc.date.available 1-Sep-2015 16:15:58 (UTC+8)-
dc.date.issued (上傳時間) 1-Sep-2015 16:15:58 (UTC+8)-
dc.identifier (Other Identifiers) G0093933011en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/78077-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理英語碩士學位學程(IMBA)zh_TW
dc.description (描述) 93933011zh_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.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0093933011en_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 Inflexibilityen_US
dc.subject (關鍵詞) Integrated Processen_US
dc.subject (關鍵詞) Sales Compensation Processen_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 Exampleen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 1. Bruce Claremont (1992), Understanding the Business Aspects of Software Migrations.
     2. Deloitte (2007) 2006 Strategic Sales Compensation Survey “Building a Sales Compensation Plan That Works”, 2007 Ewing Marion Kauffman Foundation
     3. Garner (2004) The Mission and Future of Integration.
     4. Goodhue, D. L., Wybo M. D., and Kirsch L. J. (1992) The Impact of Data Integration on the Costs and Benefits of, MIS Quarterly, 16, 3, 293.
     5. Hecht, B. (1997) Choose the right ERP software, Datamation, 43, 3, 56.
     6. Kern, Harris (2001), IT Organization: Building A World class Infrastructure, Prentice Hall.
     7. Michael Dunne (2006) Introducing the Concept of Sales Performance Management, Gartner Inc., 21 June 2006.
     8. Moore, J. E., and Love, M. S. (2005) IT professionals as organizational citizens, Association for Computing Machinery, Communications of the ACM, 48, 6, 88.
     9. Roldán, J. L., and Leal, A. (2003) A validation test of an adaptation of the DeLone and McLean’s Model in the Spanish EIS field. In Jeimy J. Cano (Eds.). Critical Reflections on Information Systems: A Systemic Approach. Hershey, PA: Idea Group Publishing.
     10. Shang, S. (2005) A comparative study on users` role in of ERP software and BPM software implementation, eBusiness Journal, 2005, 331-351.
     11. Shang, S. (2007) The “What” and “Why” of the inflexibility of IT-enabled Process Integration, working in progress
     12. Sheth, A. P., and Larson J. A. (1990) Federated Database Systems for Managing Distributed, Heterogeneous, and Autonomous Databases, ACM Computing Surveys, 22, 3,184-236.
     13. Singletary, L. A. (2003) Empirical study of attributes and perceived benefits of applications integration for enterprise systems, Louisiana State University and Agricultural & Mechanical College: United States – Louisiana.
     14. Singletary, L. A. (2004) Applications Integration: Is it Always Desirable?, Proceedings of the 37th Hawaii International Conference on System Sciences
     15. Smith, Jack P. (2006), Building a sales compensation that works.
     16. Spathis, C., and Constantinides, S. (2003) The usefulness of ERP systems for effective management, Industrial Management + Data Systems, 103, 8/9, 677.
     17. Sushil, (2001) Enterprise Flexibility, Global Journal of Flexible Systems Management, 2, 4, 53.
     18. Sundaram, V. Liu, F. Dalmia, S. White, G.E. Tummala, R.R. (2001) Process integration for low-cost system on a package (SOP), Electronic Components and Technology Conference, 2001. Proceedings., 51st.
     19. Themistocleous, M. (2004) Justifying the decisions for EAI implementations: a validated proposition of influential factors, Journal of Enterprise Information Management, 17, 2, 85.
     20. Volkoff, O., Strong, D. M., and Elmes, M. B. (2005) Understanding enterprise systems-enabled integration, European Journal of Information Systems, 14, 110-120.
     21. Waring, T. and Wainwright, D. (2000) Interpreting integration with respect to information systems in organizations - image, theory and reality, Journal of Information Technology, 15, 2, 131.		zh_TW