| Summary: | 碩士 === 國立暨南國際大學 === 資訊管理學系 === 96 === Because of the rise of global market and drastic competition, traditional enterprises have gradually switched combats with each other into B2B cooperations and interactions for meeting global competition and consumers’ demands. With the flourishing development of information technology and e-commerce, it has been a critical core for enterprises to inject Interorganizational System into supply chain system. Through Interorganizational System, information about transactions and operations becomes more lucid, and it also helps to respond changes of markets more promptly by mastering instant shared information about up- and down-stream firms in the supply chain. However, when channeling Interorganizational System into itself, an enterprise is not necessarily able to exhibit the best efficiency of Interorganizational System. This negative result may be brought about by many causes, such as efficiency of enforcement which is not clear enough and too scare knowledge about the value of IOS. To improve efficiency of IOS, an enterprise can carry out different organizational policies to make the system go deep into core value of an enterprise. In view of this, this research use the organizational institutional theory introduced by Scott (1995) as the foundation of analysis. By means of three pillars of the organizational institutional theory, including Regulation, Norm, and Cognition, we investigate whether the effects which different organizational institutions on process routinization and value internalization of interorganization information system when an enterprise channel Interorganizational information system can improve the performance of an enterprise and overall supply chain.
The empirical results in our study reveal that：(1) Formal regulation institutions have positive effects on process routinization of system; (2) There is no supportive and significant evidence about the effects of Norm institutions on the degree of value internalization. It may be because that Norm institutions are not as strict as formal regulation institutions are; (3) Cognition institutions have positive effects on value internalization of system; (4) There is no supportive and significant evidence about the effects of process routinization on value internalization. It may be because that process routinization which repeats everyday didn't have direct influence on value internalization of system; (5) Process routinization of system has significant influence on organization performance; (6) Value internalization of system has significant influence on organization performance. To sum up, four of six hypotheses about direct effects are supported by empirical results obtained in this study. In conclusion, we provide our empirical results to be a reference in academic as well as practical field for improving organization performance.
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