外文文獻(xiàn)及譯文--醫(yī)藥企業(yè)信息化實(shí)施與建設(shè)

1、<p><b>　　畢業(yè)論文</b></p><p><b>　　外文文獻(xiàn)原文及譯文</b></p><p>　　學(xué)生姓名： 學(xué)號(hào)： </p><p>　　系 別： </p><p&

2、gt;　　專 業(yè)： </p><p>　　指導(dǎo)教師： </p><p><b>　　年月</b></p><p>　　Medical information implementation and construction

3、</p><p>　　Question research background: they are attracted to guarantee, is to improve the business productivity, streamlined operation cost, and increase savings (Tilley Sue of rights, 2007), launched initi

4、ative will the world ERP system into their existing business environment. There has been a growing increasing use of enterprise resource planning (ERP) system development, for example, through the SAP, Oracle, BaaN, Edwa

5、rds as peoplesoft and corresponding business information system platform for large </p><p>　　While there is wide adoption of ERP systems in Europe and North America, developing countries lag far behind . How

6、ever, due to economic growth, developing countries such as Kenya are becoming major targets for ERP vendors . In some developing countries, for example Kenya, a number of large and mid-sized organisations have implemente

7、d ERP solutions and more are expected to follow suit. The majority of adopting organisations that joined the `ERP bandwagon’ presumed that with relative ease they can</p><p>　　However, the transfer of inform

8、ation systems like ERP – typically developed in developed countries – to developing countries is often marred by problems of mismatch with local, cultural, economic and regulatory requirements. For instance, state that:

9、Meanwhile, ERP is beginning to appear in many organisations of developing countries. Little research has been conducted to compare the implementation practices of ERP in developed vs developing countries. . . ERP technol

10、ogy faces additional challeng</p><p>　　Gargeya & Brady state that studies, mostly conducted in developed countries, show that organisations often run into costly and sometimes fatal difficulties with imp

11、lementation and subsequent maintenance of ERP systems. For example, Akkermans & van Helden and Monk & Wagner observe that a typical ERP implementation initiative takes anywhere between one and three years and typ

12、ical budgets are in tens to hundreds of millions of dollars. </p><p>　　Popular press and trade journals have documented both successes and failures but with very little explanation on the underlying causes.

13、Poba-Nzaou et al. estimate the failure rate of ERP implementations in developed countries to be between 66% and 70%. Since the trade press is now replete with articles on ERP failures in Europe and North America where mo

14、st these systems originate from, we agree with the Huang & Palvia argument that ERP implementation is likely to be more problematic in less deve</p><p>　　In Kenya, the state-owned Uchumi supermarket chai

15、n closed down in June 2006 after admitting it was insolvent — throwing more than 1,000 employees out of work and leaving debts of hundreds of millions of Kenyan shillings The over-ambitious expansion strategy and the poo

16、r installation of the ERP system were cited by experts as some of the reasons which contributed to insolvency, especially since they were financed out of working capital which resulted in tying up the much needed financi

17、al resource</p><p>　　It is an urgent need for understanding ERP implementation practices in less developed countries, and in Kenya in particular, because these systems are still in their early stages in thes

18、e countries and face economic, cultural and infrastructure challenges. The adoption and use of ERP in Kenya raises a unique question for less developed countries within Sub-Saharan Africa that has not been addressed in p

19、revious studies, i.e. the challenges faced by user and vendor organisations during ERP impleme</p><p>　　The difficulty in ERP implementation in developed countries may be exacerbated by the claim that ERP em

20、bodies established ways of doing business thereby requiring organisations adopting ERP systems to change their business processes to conform to business practices inbuilt in ERP packages. Vendors argue that the adoption

21、of these best practices makes the configuring of the software less costly and brings about improvement in the organisation's processes. Consequently, organisations and their mem</p><p>　　ERP systems are

22、developed by vendors who draw on their existing sources of knowledge, resources and norms. These would include the developer organisation's own business strategy and prevailing norms about what constitutes best pract

23、ice. In general, the `spirit’ of ERP packages reflects beliefs about the value of having a single enterprise-wide system, and hence tend to have features that are aligned with cross-functional process integration and ent

24、erprise-wide data sharing .</p><p>　　Soh & Sia further argue that developers, while modeling likely organisational requirements in order to design the system, usually draw on the network of organisations

25、 to which they have access. These `referent’ organisations are usually those from their home market and other markets in which they have a major presence. Such markets are likely to be defined by national and industry bo

26、undaries. The structures embedded in the resultant package will therefore reflect the context of the group of comp</p><p>　　Given that Sub-Saharan Africa cultural contexts embody organisational practices dif

27、ferent from those encountered in North America and Europe where most of ERP systems are developed,there can be significant problems associated with the reengineering of local practices and processes. Furthermore, ERP bei

28、ng capital intensive, is likely to be faced with constrained IT budgets (Heeks & Kenny, 2002) due to poor economic performance in this region. Cultural conflicts escalate implementation cost, and c</p><p&g

29、t;　　The arguments above suggest that there is often a gap between the system and specific contexts, practices and requirements of particular user organisations. We can conclude that the underlying business models in-buil

30、t in ERP have implicit contextual biases such as country (for example, European or American practices), sector (for example, private sector), industry (for example, manufacturing), and even biases in organisational pract

31、ices (for example, process-oriented workflow). On this note, we </p><p>　　In spite of all the benefits, implementing ERP can be a risky undertaking (Poba-Nzaou et al., 2008). Ward et al. (2005) observe that

32、due to the behaviourial and management related challenges in the implementation process many ERP projects have been terminated. Arif et al. (2005) and Alshawi et al. (2004) assert it is imperative for organisations to be

33、 aware of the challenges and the experiences of others, and to learn from their challenges and practices, because of the complex and integrated nat</p><p>　　Only one study Ng (2001) details the difference be

34、tween technical and functional upgrades. The absence of information about ERP upgrades is somewhat surprising given the general consent that upgrading is essential for companies to survive and compete .</p><p&

35、gt;　　As software vendors enhance their products to respond to anticipated business needs, they release upgrades with more features and better performance. Although performance improvements are not necessarily anticipated

36、 in an upgrade, it is reasonable to expect organisations to upgrade ERP systems for the purpose of achieving benefits such as greater efficiency and improved functionality that the current ERP system may be lacking (Pain

37、e, 2000; Beatty & Williams, 2006b). To the user of ERP systems, d</p><p>　　One of the most neglected issues related to ERP systems is the decision to upgrade from one version to another. Although practic

38、al guidance to upgrade decisions have begun to appear in the literature (e.g. Beatty & Williams (2006a)), most studies of ERP have focused on initial adoption, and empirical research on ERP upgrade practices and deci

39、sions has been limited both in developed and developing countries. Ng (2001) found that maintenance and upgrades were adopted to realise increased business </p><p>　　Based on the suggestions of Friedland &am

40、p; Alford (1991) this research adheres to the need to study organisation as located in their societal contexts and information systems in their organisational setting. Therefore, in general this research investigates the

41、 organisational and national context within which ERP is adopted and used in Kenya, and how the context and ERP influence each other. ERP systems with in-built business practices express the tendency toward standardisati

42、on. This research seek </p><p>　　醫(yī)藥企業(yè)信息化實(shí)施與建設(shè)</p><p>　　問題研究的背景：吸引他們的保證,是提高業(yè)務(wù)的生產(chǎn)力,流線型的經(jīng)營成本,并增加儲(chǔ)蓄(Tilley蘇達(dá)權(quán)等,2007年),組織發(fā)起倡議將全世界的ERP系統(tǒng)進(jìn)入他們現(xiàn)有的經(jīng)營環(huán)境。有一個(gè)增長的增加使用企業(yè)資源計(jì)劃(ERP)系統(tǒng)發(fā)展,例如,通過SAP、Oracle、BaaN,愛德華茲作

43、為仁科和相應(yīng)的商業(yè)信息系統(tǒng)平臺(tái)為大企業(yè)和政府的公司在發(fā)達(dá)國家如美國、英國、加拿大和澳大利亞(達(dá)文波特,1998)?？ì敽虷illegersberg(2000)聲明指出:采用ERP系統(tǒng),現(xiàn)在已被大多數(shù)財(cái)富五百強(qiáng)企業(yè)公司,并作為高端市場成為飽和,ERP系統(tǒng)是逐級(jí)下我國中小團(tuán)體和地區(qū)以外的最初滲透在歐洲和北美。</p><p>　　只要有廣泛的采用ERP系統(tǒng)在歐洲和北美,發(fā)展中國家遠(yuǎn)遠(yuǎn)落后。然而,由于經(jīng)濟(jì)增長,發(fā)展中國

44、家正在成為主要目標(biāo)ERP供應(yīng)商。在一些發(fā)展中國家，多家大型和中型組織實(shí)施ERP解決方案和更有望跟進(jìn)。大部分采用組織加入的ERP浪潮的假設(shè)相對(duì)輕松地用他們都從中受益的所謂‘最佳的商業(yè)模式”嵌入在ERP系統(tǒng)。</p><p>　　然而,在傳輸信息系統(tǒng)開發(fā)的ERP ，通常喜歡在發(fā)達(dá)國家對(duì)發(fā)展中國家往往是——孽海誤匹配的問題與當(dāng)?shù)?、文化、?jīng)濟(jì)和監(jiān)管要求。例如,聲明指出:與此同時(shí),ERP是開始出現(xiàn)在各大機(jī)構(gòu)的發(fā)展中國家。研

45、究較少的實(shí)踐進(jìn)行比較的ERP實(shí)施對(duì)發(fā)展中國家的發(fā)展。ERP技術(shù)在發(fā)展中國家面臨著額外的挑戰(zhàn)與經(jīng)濟(jì)、文化和基本的基礎(chǔ)設(shè)施問題。</p><p>　　研究布雷迪狀態(tài),在發(fā)達(dá)國家,主要是進(jìn)行的統(tǒng)計(jì)數(shù)字表明,組織經(jīng)常遇到的困難和昂貴的、有時(shí)可以致命的實(shí)施和后續(xù)維護(hù)ERP系統(tǒng)。例如,觀察到典型的ERP實(shí)施主動(dòng)采取任何一至三年,典型的預(yù)算是在幾千萬到數(shù)以千萬計(jì)的美元。</p><p>　　廣受歡迎的新

46、聞界和貿(mào)易雜志有書面的成功和失敗,但都以極少的解釋的潛在原因。高慶宇估計(jì)其故障率等ERP的實(shí)施在發(fā)達(dá)國家之間66%和70%。自從交易物品媒體現(xiàn)在處處充滿了ERP系統(tǒng)的失敗,在歐洲和北美在那里大多數(shù)的這些系統(tǒng)源于我們同意黃和Palvia ERP論證的,很可能是更有問題的不發(fā)達(dá)國家像鑒于ERP技術(shù)在發(fā)展中國家面臨著額外的挑戰(zhàn)與經(jīng)濟(jì)、文化和基礎(chǔ)設(shè)施的問題”。</p><p>　　有Uchumi連鎖醫(yī)藥企業(yè)在2006年6

47、月后關(guān)閉破產(chǎn)——投擲坦言這是一千多名員工的工作和債務(wù)而成百上萬先令的擴(kuò)張戰(zhàn)略和窮人安裝了ERP系統(tǒng)科研專家的一些原因,為破產(chǎn),尤其是因?yàn)樗麄儽毁Y助的營運(yùn)資本,導(dǎo)致在捆綁了迫切需要的金融資源,還清供應(yīng)商、員工和其他商業(yè)債權(quán)人。分析師進(jìn)一步認(rèn)為,ERP系統(tǒng)的集成和實(shí)施,很糟糕的員工被訓(xùn)練不佳,成本都是不合理的。經(jīng)驗(yàn)是醫(yī)藥企業(yè)的實(shí)例,指出了那里</p><p>　　是一個(gè)緊急的需求為理解ERP實(shí)踐不發(fā)達(dá)國家,因?yàn)檫@些系

48、統(tǒng)仍處于早期階段,在這些國家,面臨著經(jīng)濟(jì)、文化和基礎(chǔ)設(shè)施的挑戰(zhàn)。采用ERP使用的一種獨(dú)特的問題提出在撒哈拉沙漠以南的非洲地區(qū)的欠發(fā)達(dá)國家的未被解決,特別是在過去的研究。所面臨的挑戰(zhàn)提出用戶和供應(yīng)商在ERP實(shí)施組織、語境因素(國家)的影響及組織實(shí)施,以及ERP收養(yǎng),使用。因此,本研究將探討ERP和升級(jí)實(shí)踐在私人和公共領(lǐng)域的組織在肯尼亞。</p><p>　　ERP實(shí)施的困難在發(fā)達(dá)國家可能會(huì)因這樣的觀點(diǎn),建立了ERP

49、體現(xiàn)了商務(wù)方式從而要求組織采用ERP系統(tǒng)來改變他們的業(yè)務(wù)過程,以符合商業(yè)慣例建在ERP的軟件包。供應(yīng)商認(rèn)為這些最佳實(shí)踐的采用使得配置軟件的花費(fèi)更少,并提出了改善該組織的過程。因此,組織和他們的成員經(jīng)常經(jīng)歷壓力采取這些措施.</p><p>　　ERP系統(tǒng)是由供應(yīng)商開發(fā)利用自身的現(xiàn)有資源的知識(shí)、資源和規(guī)范。這將包括開發(fā)者組織自身的商業(yè)策略和普遍的規(guī)范是什么構(gòu)成了最佳實(shí)踐。一般來說,“精神”的方式,反映了ERP包信仰

50、的價(jià)值體系具有單種動(dòng)議,因此傾向于擁有的特性與跨職能的過程集成和對(duì)齊系統(tǒng)的數(shù)據(jù)共享。</p><p>　　實(shí)習(xí)部分進(jìn)一步認(rèn)為,開發(fā)商和新航組織要求,而建模可能以設(shè)計(jì)系統(tǒng),通常都把網(wǎng)絡(luò)上的機(jī)構(gòu)使他們的訪問。這些“可資借鑒的組織通常是那些從他們的國內(nèi)市場和其他的市場中,他們有一個(gè)強(qiáng)大的形象。這樣的市場很可能是由國家及行業(yè)邊界的定義。合成結(jié)構(gòu)嵌入在包也會(huì)因此反映上下文的集團(tuán)公司,開發(fā)人員和異性交往最密切在設(shè)計(jì)和開發(fā)的軟

51、件。作為一個(gè)結(jié)果,組織采用ERP系統(tǒng)可能會(huì)發(fā)現(xiàn)這些系統(tǒng)的假設(shè)所體現(xiàn)的關(guān)于自然和組織方式,他們運(yùn)作他們自己的存在背道而馳的結(jié)構(gòu)和工作方法。實(shí)習(xí)部分孫俐。(2000),例如,觀察軸線與組織結(jié)構(gòu)之間ERP包表示在正式的規(guī)定、程序和文化準(zhǔn)則進(jìn)行了在他們的研究中,在新加坡。但他們也指出：我們的研究結(jié)果提示錯(cuò)位的問題,(差距的功能提供的包裝和所需的組織)可能會(huì)采取更糟糕,因?yàn)樵趤喼薜纳虡I(yè)模式潛在大多數(shù)歐洲或者美國ERP包反映工業(yè)實(shí)踐。程序在亞洲組織

52、可能會(huì)在不同有進(jìn)化不同文化、經(jīng)濟(jì)和管理上的上下文。</p><p>　　考慮到撒哈拉沙漠以南的非洲地區(qū)的文化語境的不同體現(xiàn)組織實(shí)踐,所遇到的北美和歐洲的ERP系統(tǒng)是大部分發(fā)展起來,也有重大問題聯(lián)系在一起的再造當(dāng)?shù)氐膶?shí)踐和過程。此外,ERP作為資本密集的時(shí)候,也可能要面對(duì)的預(yù)算(Heeks約束它,2002年)和肯尼經(jīng)濟(jì)性能較差,因此該區(qū)域。文化沖突升級(jí)實(shí)施成本,并可導(dǎo)致長時(shí)間的時(shí)期,組織實(shí)施花更多的時(shí)間和資源,在解

53、決文化沖突。它將成為一個(gè)兩疊問題:公司缺乏金融資源以獲得定制的世界級(jí)的ERP系統(tǒng),ERP企業(yè)還沒有準(zhǔn)備好有效地應(yīng)付這些市場的需要定制過程。在許多情況下,基本設(shè)施為支持ERP可能欠缺或不足,使組織獲得最佳效益從ERP投資。ERP系統(tǒng)實(shí)施和用法也需要專業(yè)技能,這也可能不能保持足夠的可用在發(fā)展中國家。</p><p>　　以上表明,提出的論點(diǎn),通常會(huì)有差距的系統(tǒng)和各種特定的語言環(huán)境下,慣例和要求的特定用戶組織。我們可以

54、得出的結(jié)論是潛在的商業(yè)模式內(nèi)置在ERP完全語境偏見,如國家(例如,歐洲或美國的實(shí)踐)、行業(yè)(例如,私營部門),工業(yè)(例如,制造),甚至偏見在組織的實(shí)踐(例如,面向工作流)。在這張票據(jù),我們認(rèn)為,在語境差異采用ERP包中供應(yīng)商和組織的存在,這是很重要的,明確的區(qū)別,以及它是如何考慮可能影響采納和隨后利用了ERP的包裹。因此,本研究將尋找證據(jù)如何影響組織背景下的ERP系統(tǒng)實(shí)施和升級(jí)以及如何影響組織語境是實(shí)施ERP系統(tǒng)的使用,和使用作為個(gè)案研

55、究。</p><p>　　盡管所有的利益,實(shí)施ERP可能是一種有風(fēng)險(xiǎn)的事業(yè)(Poba-Nzaou高慶宇,2008)等。病房孫俐。(2005)觀察到,由于管理有關(guān)的挑戰(zhàn),在實(shí)施過程中許多ERP項(xiàng)目已經(jīng)被終止。Arif孫俐。(2005)和Alshawi孫俐。(2004)斷言勢在必行,組織能夠覺察到的挑戰(zhàn)和其他人的生活經(jīng)驗(yàn),能夠通過學(xué)習(xí)和實(shí)踐的挑戰(zhàn),因?yàn)閺?fù)雜的、綜合的性質(zhì)和大規(guī)模的投資計(jì)劃、參與。識(shí)別有關(guān)本地公司的挑戰(zhàn)

56、是一種方式來增加成功的機(jī)會(huì)Otieno當(dāng)?shù)谽RP(Otieno;Leopoldo,2008年及2005年出版)。因此,本研究旨在確定組織所面臨的挑戰(zhàn)的ERP系統(tǒng)實(shí)施過程中肯尼亞人。</p><p>　　一個(gè)僅僅學(xué)習(xí)Ng(2001)的細(xì)節(jié)之間的差別,技術(shù)和功能升級(jí)。缺乏資訊是有點(diǎn)出乎意料的ERP升級(jí)了,升級(jí)一般同意為公司是必要的生存和競爭。</p><p>　　他們的產(chǎn)品作為軟件供應(yīng)商提高應(yīng)

57、對(duì)公司未來的業(yè)務(wù)需要,他們釋放的升級(jí)和更多的功能和更好的性能。雖然性能改善不一定是預(yù)期的升級(jí),我們有理由期待,組織去升級(jí)ERP系統(tǒng)的目的都是為了實(shí)現(xiàn)福利,如更大的效率,功能性的改善,當(dāng)前ERP系統(tǒng)可能少(潘恩,2000;比提和威廉姆斯,2006b)。用戶的ERP系統(tǒng),決定是否及何時(shí)升級(jí),從當(dāng)前的版本需要一種不間斷的過程的評(píng)價(jià)方式。</p><p>　　一個(gè)最被忽視的問題相關(guān)的決定是ERP系統(tǒng)從一個(gè)版本升級(jí)到另一個(gè)

58、地方。雖然對(duì)實(shí)踐的指導(dǎo)意義升級(jí)的決定已經(jīng)開始出現(xiàn)在文獻(xiàn)(例句。比提與威廉姆斯(2006a)),大多數(shù)研究ERP的主要集中在初始收養(yǎng),ERP系統(tǒng)的升級(jí)和實(shí)證研究實(shí)踐和決策是有限的不論是在發(fā)達(dá)國家還是在發(fā)展中國家。吳(2001)發(fā)現(xiàn),并采用維護(hù)或升級(jí),實(shí)現(xiàn)提高業(yè)務(wù)效益和成本是一主要涉及在這些決定。雖然有價(jià)值的研究,其中吳思遠(yuǎn)維護(hù)和升級(jí)決策相結(jié)合在一起使得它難以理解升級(jí)決策過程完全獨(dú)立了。因此,本研究將調(diào)查ERP升級(jí)的實(shí)踐和決策過程在肯尼亞組