Journal of Library and Information Studies 15:1 (June 2017) Extended Abstract 1. Introduction Given the prevalence of mobile technology and the develo

Size: px

Start display at page:

Download "Journal of Library and Information Studies 15:1 (June 2017) Extended Abstract 1. Introduction Given the prevalence of mobile technology and the develo"

焕学祖
5 years ago
Views:

1 doi: /jlis (1).077 企業行動化之導入策略與組織績效影響研究 Enterprise Mobility Implementation Strategies and Their Impacts on Organizational Performance Ming-Hsin Lu 1, Weijane Lin 2, Hsiu-Ping Yueh 3 摘要 12 Abstract Mobile devices and applications have been studied within a large number of different business contexts; however, many enterprises in practice do not have sufficient and effective plans of going mobile. This study uses the modified model for mobile business value creation (MBVC) to explore the initiatives, strategies and performances of 12 local companies during their transformation process of mobilization. The methodology of multi-case study with focus group interviewing is adopted. The results support that change is a critical drive to motivate mobile enterprise strategies. The proposed model of mobile business strategies and value creation concludes the findings of this study. Based on the interviews of the managers of mobile implement, an iterative design approach accompanied with needs assessment at the earlier phase of mobile device use is recommended and associated with higher performance. This study contributes to the field of research and practices by providing empirical evidences of mobile enterprises, and feasible solutions for local company to develop mobile strategies. Keywords: Mobile Technology; Mobile Enterprise; Mobilization Strategy; Training and Learning; Organizational Performance 1,3 Department of Bio-Industry Communication and Development, National Taiwan University, Taipei, Taiwan 2 Department of Library and Information Science, National Taiwan University, Taipei, Taiwan * Corresponding Author: Hsiu-Ping Yueh, yueh@ntu.edu.tw 77

2 Journal of Library and Information Studies 15:1 (June 2017) Extended Abstract 1. Introduction Given the prevalence of mobile technology and the development of mobile application software and systems, many international enterprises have been actively promoting the use of mobile applications for internal business operations, and anticipate that smart phones and tablets will assist their staff in improving work performance. Despite the benefits of enterprise mobility having been verified (e.g., Beutner & Pechuel, 2012; Davidson-Shivers & Rasmussen, 2006; Lu, Lin, & Yueh, 2015; Lu, Yueh, & Lin, 2016; Yueh, Lu, & Lin, 2016), the effective implementation of enterprise mobility to improve organizational performance remains a subject of concern among researchers. To understand the process of implementing enterprise mobility, the present study draws upon the model for mobile information technology (IT) business value creation proposed by Stieglitz and Brockmann (2012). The model comprises three stages: mobile IT conversion process, mobile IT use process, and competitive process. However, previous studies employing this model to investigate the process of introducing IT into enterprises have lacked qualitative data, with the difficulties involved in obtaining information on the production, formulation, and implementation of various strategies throughout the process leading to the inability to derive a comprehensive, systematic implementation process model. In addition, this study maintains that organizational culture and the attitudes of supervisors and subordinates are the main drivers for smoothly promoting enterprise mobility strategies, as well as affecting the differences in enterprise mobile IT implementation strategies. The driving force for implementing mobile technology should be considered when exploring enterprise mobility strategies and performance. Therefore, the objectives of this study were as follows: (1) to explore the reasons for and the implementation strategies of promoting mobility in enterprises with different mobility levels; and (2) to understand the challenges that enterprises with different mobility levels face in their promotion of mobility and the effects on organizational performances. 2. Methods The current study employed multiple case study for the research design. In addition, this study used purposive sampling to recruit 12 human resource executives from 12 enterprises, and conducted focus group interviews and a content analysis. The enterprises were from manufacturing (n = 3), financial (n = 3), and service (n = 6) industries. The focus group interview was divided Note. To cite this article in APA format: Lu, M.-H., Lin, W., & Yueh, H.-P. (2017). Enterprise mobility implementation strategies and their impacts on organizational performance. Journal of Library and Information Studies, 15(1), doi: /jlis (1).077 [Text in Chinese]. To cite this article in Chicago format: Ming-Hsin Lu, Weijane Lin, and Hsiu-Ping Yueh. Enterprise mobility implementation strategies and their impacts on organizational performance. Journal of Library and Information Studies 15, no. 1 (2017): doi: / jlis (1).077 [Text in Chinese]. 78

3 Extended Abstract into two sessions, and the data was analyzed based on the rubrics of mobile IT implementation for enterprises (Yueh, 2014) in order to compare the mobility levels of the 12 enterprises. Data triangulation and analyst triangulation were also employed to ensure the reliability and validity of the study. 3. Results The current study divides the implementation level of mobile technology into high, medium, and low. Based on the model for mobile IT business value creation (Stieglitz & Brockmann, 2012), the study provides a comprehensive overview of the mobile IT implementation strategies and performance effects shown in Figure 1. The figure shows that before the enterprises invested in implementing mobile IT, the top executives conceptional change and organizational culture were key drivers for mobile technology implementation. Large enterprises encouraged interdepartmental opinion sharing to facilitate resource integration and strategy improvements. However, for small and medium-sized enterprises with low mobility, their executives decisionmaking styles were the major drivers of enterprise mobility. Through the implementation process, the enterprises expected to enhance their organizational resilience through converting to a mobile IT organizational model. At this stage, the implementation process was critical to subsequent strategic planning. The mobilization of enterprises with medium to high mobility was mostly initiated and guided by senior management and coordinated Figure 1. Model for Mobile IT Implementation Strategies and Organizational Performance Creation 79

4 by the managers of different departments, whereas the managers of small and mediumsized enterprises with low mobility adopted a management control approach in their mobility implementation. During the mobile IT use process, enterprises with medium to high mobility sought to enhance their employees identification toward and sense of participation in implementing enterprise mobility through developing various subsidy measures, strengthening communication, and organizing innovation competitions. This study also found that the capacity of mobile technology in facilitating task completion is the key to increasing mobile IT usage. During the competitive process, the problems enterprises face include: employees work-life balance, managing large volumes of information communication and over-reliance on mobile technology that affects learning. The above issues would influence employees identification and satisfaction toward mobility and subsequently affect the objectives of mobility implementation. 4. Conclusion and Suggestions This study analyzed 12 Taiwanese enterprises implementing mobility, proposed a model for mobile IT implementation strategies and enhancing organizational performance, and compared the different strategies employed by enterprises with different mobility levels. The results not only provide a comprehensive overview and planning recommendations for enterprises seeking to implement mobility, but may also serve as a reference for enterprises to improve mobility strategies that were already in place. The contributions of this study include: (1) supplementing the model for mobile IT business value creation and (2) reexamining and integrating the performance of enterprise mobility. Future studies should consider further exploring and comparing the different mobility strategies employed in different industries and how they affect organizational performance. In addition, obtaining employees opinions and adding quantitative data in order to provide more comprehensive strategies for implementing enterprise mobility. 壹研究背景與目的 Dimension Data, IT 2015Consoli 2012 Dimension Data, 2015 IT 80

5 IT 2015 Forrester Research, 2015; Lu, Yueh, & Lin, 2015; Yueh, Lu, & Lin, Harmon & Demirkan, 2011 Beutner & Pechuel, 2012; Davidson- Shivers & Rasmussen, 2006; Lu, Lin, & Yueh, 2015; Lu, Yueh, & Lin, Lu, Yueh et al., 2015 Lu, Lin et al., 2015; Yueh et al., Jones, Cline, & Ryan, Pan, Nam, Ogara, & Lee, 2013 Lu, Yueh et al., 2015; Yueh et al.,

6 Intel 8 Bring your own devices, BYOD 8 Byrne & Evered, rubrics ( )( ) 2003 Enterprise Resources Planning, ERP 4 reframe restructurerevitalize renew Lee 2012 organizational-level intermediate-level Barua & Mukhopadhyay, 2000 Kuettner Schubert 2012 Lillis Mushi

7 83 Suhardi Ramadani 2014 Soh Markus 1995 Soh Markus (1) (2) (3) Stieglitz Brockmann 2012 Stieglitz Brockmann 2012 ( ) ( )

8 Increasing organizational performance by transforming into a mobile enterprise, by S. Stieglitz and T. Brockmann, 2012, MIS Quarterly Executive, 11(4), p 貳研究方法 Jones et al., 2006 van Heck, van Baalen, van der Meulen, & van Oosterhout,

9 A 5 10 B 20 C 20 D 1 5 E 5 10 F G 20 H 5 10 I 20 J 1 K 1 5 L

10 NSC S MY3 2014

11 5 protocol analysis Ericsson & Simon, 1993; Strauss & Corbin, (1) (2) (1) (2) (3) (4) (5) 參研究結果 Kendall 5 Kendall s ω =.915, F = , p =.038 Kendall C A G 87

12 C G F 9.38 A 9.38 B 7.38 D 6.50 I 6.00 H 4.75 J 4.13 L 3.88 K 3.13 E 1.13 B D H L 88

13 C F E L K Stieglitz Brockmann 2012 ( ) IT BOT source code 89

14 C E 2014 A F D Mobile Enterprise System, MES ios Android BOT

15 ( ) BYOD D IT BYOD 91

16 F I IT ( ) 92

17 93 B C

18 L K 肆結論與建議 12 Stieglitz Brockmann

19 Beer & Nohria, 2000; Fayol, 1949; Palmer, Dunford, & Akin, 2009 Stieglitz Brockmann 2012 L 95

20 K Stieglitz Brockmann 2012 Stieglitz Brockmann 2012

21 12 (1) Stieglitz & Brockmann, 2012 (2) Kuettner & Schubert, 2012; Lee, 2012; Lillis & Mushi, 2016; Suhardi & Ramadani, 2014 Stieglitz Brockmann 2012 誌謝 NSC S MY3 NSC S 參考文獻 References index.aspx CommonWealth Magazine. (2015). [Tian Xia 2000 da diao cha]. Retrieved from cw2000_2015/index.aspx (in Chinese) 2003 ERP A 1(2) Wang, Ben- Jeng, & Lin, Yu-Zen (2003). ERP change management for enterprise to implement system-using a company as example. Electronic Commerce Studies, 1(2), (in Chinese) TAECT 2015 Lu, Ming-Hsin, Yueh, Hsiu-Ping, & Lin, Weijane (2015, November). [Jin rong bao xian ye xing dong hua zhi bian ge yu yuan gong jie shou du zhi ge an yan jiu]. 97

22 Paper presented at The Taiwan Association for Educational Communications and Technology (TAECT) 2015 conference, National Taiwan University, Taipei, Taiwan. (in Chinese) score.asp?menuitemid=003 aenrich Technology Corporation. (2015). [92-98 nian Yu Qi ke hu Qi Xue Wang huo jiang ji tong guo zong ji lu]. Retrieved from asp?menuitemid=003 (in Chinese) 2014 NSC S MY3Yueh, Hsiu-Ping (2014). [Dian zi shu xing dong yue du zai ju dao ru qi ye shu wei xue xi zhi ke ji chuang xin yu cheng xiao yan jiu]. NSC Project Reports (NSC S MY3), unpublished. (in Chinese) Yueh, Hsiu-Ping, Liu, Yi-Lin, Chen, Tzy-Ling, & Chen, Gwo-Dong (2010). Exploring key factors of corporate e-learning implementation using cases of enterprises participated in National Corporate e-learning Projects. Journal of Business Administration, 85, (in Chinese) (3) Yang, Shin-Jer, Chen, Rou-Yin, & Hsieh, Yung- Ming (2015). A study of critical success factors in enterprise cloud migration. Journal of Information Management, 22(3), (in Chinese) gov.tw/ct.asp?xitem=672&ctnode=214 Ministry of Economic Affairs, Small and Medium Enterprise Administration. (2015). [Zhong xiao qi ye ren ding biao zhun]. Retrieved from ct.asp?xitem=672&ctnode=214 (in Chinese) event/digitalservices/images/ pdf Chao, Di-Yuan, [Lin, Wei-Ling], & [Hou, Jun-Wei] (2012). Cathay Life Insurance: Finding the right people and trust subordinates decision. Retrieved from bc/b2cstatic/event/digitalservices/ images/ pdf (in Chinese) 2015 IT 9 tw/article/view/id/37960 Business Next 98

23 Publishing Corporation. (2015). [ IT qu shi bai pi shu Hu lian shi dai bao fang zhan kai da, 9 cheng qi ye wu wei gao cheng ben yan mi bu shu]. Retrieved from id/37960 (in Chinese) Barua, A., & Mukhopadhyay, T. (2000). Information technology and business performance: Past, present, and future. In R. W. Zmud (Ed.), Framing the domains of IT management: Projecting the future through the past (pp ). Cincinnati, OH: Pinnaflex Educational Resources. Beer, M., & Nohria, N. (2000). Purpose of change: Economic value or organizational capability. In M. Beer & N. Nohria (Eds.), Breaking the code of change (pp ). Boston, MA: Harvard Business School Press. Beutner, M., & Pechuel, R. (2012). Acceptance, chances, and problems of mobile learning in vocational education in enterprises. In M. Specht, M. Sharples, & J. Multisilta (Eds.), mlearn 2012: Mobile and Contextual Learning: Proceedings of the 11th International Conference on Mobile and Contextual Learning (CEUR Workshop Proceedings) (pp ). Aachen, Germany: CEUR-WS.org. Byrne, D., & Evered, R. (2011). Best practices for enabling employee-owned smart phones in the enterprise. Retrieved from public/us/en/documents/best-practices/ enabling-employee-owned-smart-phonesin-the-enterprise.pdf Consoli, D. (2012). An advanced platform for collaborative and mobile enterprise 2.0. Journal of Mobile, Embedded and Distributed Systems, 4(2), Davidson-Shivers, G. V., & Rasmussen, K. L. (2006). Web-based learning: Design, implementation, and evaluation. Upper Saddle River, NJ: Pearson/Merrill/ Prentice Hall. Dimension Data. (2015). The 2015 mobile workforce report: Rise of the mobile worker. Retrieved from slideshare.net/dimensiondata/the mobile-workforce-report-rise-of-themobile-worker Ericsson, K. A., & Simon, H. A. (1993). Protocol analysis: Verbal reports as data. Cambridge, MA: MIT Press. Fayol, H. (1949). General and industrial management. London, England: Pitman. Forrester Research. (2015). The Forrester wave: Enterprise mobile management, Q Retrieved from com/3057/files/noticias%20core%20 Soluciones/Reporte%20Forrester%20 XenMobile% pdf Harmon, R. R., & Demirkan, H. (2011). The next wave of sustainable IT. IT Professional, 13, doi: / MITP Jones, M. C., Cline, M., & Ryan, S. (2006). Exploring knowledge sharing in ERP 99

24 implementation: An organizational culture framework. Decision Support Systems, 41(2), doi: / j.dss Kuettner, T., & Schubert, P. (2012). IT-based competitive advantage: A cross-case comparison of business software usage. Procedia Technology, 5, doi: /j.protcy Lee, O. K. D. (2012). IT-enabled organizational transformations to achieve business agility. The Review of Business Information Systems, 16(2), doi: /rbis.v16i Lillis, D., & Mushi, R. (2016). Exploring the values of mobile phone technology in Tanzania tourism SMEs. Paper presented at The 22nd ICE/IEEE ITMC IEEE International Technology Management Conference 2016, Trondheim, Norway. Lu, M. H., Lin, W., & Yueh, H.-P. (2015). Corporate employees acceptance of mobile learning in workplaces in Taiwan. Proceedings of the 23rd International Conference on Computers in Education (ICCE 2015), Hangzhou, 2015, Lu, M. H., Yueh, H.-P., & Lin, W. (2015). Exploring the key factors for corporate implementation of mobile technology. In D. G. Sampson, R. Huang, G.-J. Hwang, T.-C. Liu, N.-S. Chen, Kinshuk, & C.-C. Tsai (Eds.), Proceedings of the 15th IEEE International Conference on Advanced Learning Technologies (pp ). Washington, DC: IEEE Computer Society. doi: /ICALT Lu, M. H., Yueh, H.-P., & Lin, W. (2016). Mobile technology use among sales people in insurance industry. In P.-L. P. Rau (Ed.), Lecture Notes in Computer Science: Vol Cross-Cultural Design (pp ). Toronto, Canada: Springer. doi: / _75 Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach. Boston, MA: McGraw-Hill Irwin. Pan, Y., Nam, T., Ogara, S., & Lee, S. (2013). Adoption model of mobile-enabled systems in supply chain. Industrial Management & Data Systems, 113(2), doi: / Soh, C., & Markus, M. (1995). How IT creates business value: A process theory synthesis. Proceedings of the 16th International Conference on Information Systems, Netherlands, 1995, Stieglitz, S., & Brockmann, T. (2012). Increasing organizational performance by transforming into a mobile enterprise. MIS Quarterly Executive, 11(4), Strauss, A. L., & Corbin, J. M. (1990). Basics of qualitative research: Grounded theory procedures and techniques. Newbury Park, CA: Sage Publications. Suhardi, & Ramadani, L. (2014). Enterprise IT value engineering: A proposed method 100

25 and case study. Proceedings of 2014 International Conference on Information Technology Systems and Innovation (ICITSI), Indonesia, 2014, Van Heck, E., van Baalen, P., van der Meulen, N., & van Oosterhout, M. (2012). Achieving high performance in a mobile and green workplace: Lessons from Microsoft Netherlands. MIS Quarterly Executive, 11(4), Yueh, H.-P., Lu, M. H., & Lin, W. (2016). Employees acceptance of mobile technology in a workplace: An empirical study using SEM and fsqca. Journal of Business Research, 69(6), doi: /j.jbusres Received: 2016/9/30Accepted: 2017/1/23 101

Mixtions Pin Yin Homepage

Mixtions Pin Yin Homepage an tai yin 安胎饮 775 ba wei dai xia fang 八味带下方 756 ba zhen tang 八珍汤 600 ba zheng san 八正散 601 bai he gu jin tang 百合固金汤 680 bai hu jia ren shen tang 白虎加人参汤 755 bai hu tang 白虎汤 660 bai