| Summary: | 碩士 === 輔仁大學 === 企業管理學系管理學碩士在職專班 === 103 === Facing competition caused by globalization, SMEs are experiencing rapid growth in organization size due to factors such as budget considerations and the opening up of the Chinese market. How to integrate and exchange resources and information speedily has become a great problem. For big enterprises, introducing ERP is the best solution in efficiently integrating and deploying the company’s overall resources. However, research points out that the application of ERP has a 50% chance of failure (Muscatello & Parente, 2006). With the limitation of budget and the lack of professionals, how are SMEs to successfully implement ERP? What problems may surface during the implementation process and how will these problems be solved? These are the main subject of study in this Essay.
For the purposes of this study, qualitative case study method is used. Moreover, in order to achieve an in-depth study, only one case is selected to carry out exploratory study. In the exploratory study, unstructured on site study method and journal recording method is used. With content analysis, information is coded and classified. And frequency was used to quantify the subject in order to develop a theory.
Using the Mckinsey’s 7S Model for analysis, discoveries were made regarding the case study companies. The main organizational problem they faced during the implementation of ERP occurred, primarily, in the Systems, secondarily, in the Staff, and lastly, in the Structure. Furthermore, in accordance with the classification and organization of documents related to the subject, a solution to the organizational problems faced by case study companies during the implementation of ERP was devised. This solution is to carry out cautious assessment to the following related factors before purchasing and after contracting: internal resources, external resources, education and training, higher managerial level’s active participation and implementation strategy.
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