none

• Main Authors: Yen-mei Tso, 左延美
• Other Authors: Huey-wen Chou
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/42230115220385921922

碩士 === 國立中央大學 === 資訊管理學系在職專班 === 101 === Due to the intense international variations in society and economics, public finance is deteriorating. To solve this financial crisis, governments adopt new efficient strategies different from the out-of-date concepts and practices in resource relocation and utilization. Cross-functional team is one of the solutions to address the limitation of manpower and time available to an organization. It can increase intra-organizational cooperation, eliminate the boundaries between departments, effectively integrate resources in various fields, and promote links within the organization and cooperation. Although cross-functional intra-organizational cooperation has considerable advantages, however, it is inevitable to have divergent opinions in different teams regarding the organization overall targets and benefits. The past studies of cross-functional teams had limited understanding on the factors of organization and personnel motivation in a team. In addition, the concept of cross-functional team has been widely used in product development, R and D, management, and marketing teams, etc., but it is rarely discussed in the literature of the cross-functional team in information system development. Therefore, this thesis also focuses on the capability of cross-functional team approach in overcoming the shortage of manpower and resource in information system. This study adopts the I-P-O model to construct the research framework, and discusses how the factors of organization, team, and personnel affect the cross-functional team performance. Data was collected from the interviews with the group members and the directors in an organization in order to discuss the impact on information system development. There are four major discoveries in this study. First, organization’s environment, team’s characteristic, and personnel qualities are three key factors on the team performance. The interaction between these three factors may affect the team’s interactive process. Moreover, to develop information system via cross-functional team is better than a single group process. The reason is that the diversity in cooperated groups is positively related to knowledge distribution and exchange in information system development. Third, the information system development is greatly influenced by the support of the executive, which is affected by the executive’s personality, and moreover, timing of building the information system, consideration of cost, and the pressure from the past failures. Finally, when the cross-functional team is established when all the team members do not sense the mission that is lack of necessity, the team will suffer the problems of goal vagueness and of consensus, which may directly lead to failure.