企業希望藉由導入 ERP 來整合企業內部各項資源及作業流程，以提昇企業的競爭力，然而並非每家公司導入 ERP 系統都能獲得正面績效回饋，而導入前、中、後期的不同階段，都可能受企業執行力的影響而有不同的成效。本研究主要內容為，透過文獻調查後，設計執行力與ERP導入效益評估問卷，開專家會議審查問卷以建立專家效度，透過發放問卷並回收分析，利用因素分析來確認執行力構面，並藉由關連性分析來探討執行力與ERP不同時期之導入效益評估之間的關係。研究結果發現，企業的執行力好壞，對於ERP導入過程的前、中期皆有顯著的相關性，對於導入後期則僅有「專案與目標管理」之執行力子構面有弱相關，其餘皆無顯著的關連性。

Via introducing ERP, enterprises hope to integrate interior resources and operation processes to boost their competiveness. Nonetheless, not each firm that introduces ERP system can obtain positive feedback. Furthermore, owing to enterprise execution, introducing ERP into preliminary, middle or final stages may generate different outcomes. This study aims to explore the relationship between execution and effects of introducing ERP into enterprises in different stages. Questionnaires were designed, distributed and analyzed. Furthermore, factor analysis was conducted to confirm constructs of execution. Research findings indicate that the quality of enterprise execution is significantly correlated with the preliminary and middle stages of introducing ERP. Only one construct, “project and objective management” is weakly correlated with the final stage, while others did not show significant correlations.

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