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| Title: | 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 |
| Authors: | 曾蕙婷 |
| Contributors: | 尚孝純
曾蕙婷 |
| Keywords: | 企業流程
不穩定因子
績效獎勵
The Management of Inflexibility
Integrated Process
Sales Compensation Process |
| Date: | 2006 |
| Issue Date: | 2009-09-14 09:47:35 (UTC+8) |
| Abstract: | 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 |
| Reference: | 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. |
| Description: | 碩士
國立政治大學
國際經營管理碩士班(IMBA)
93933011
95 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0093933011 |
| Data Type: | thesis |
| Appears in Collections: | [國際經營管理英語碩士學程IMBA] 學位論文
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