資訊系統的全球整合與在地回應需求，往往是一體兩面，如何在此兩方面取得平衡，除了考驗著總公司決策人員的智慧，卻也考驗著各分公司之資訊部門主管，如何配合此整合策略，對因應在地業務彈性所產生的需求，調整在地的相關系統。
而個案公司PharmCom，分布於全球超過150個國家的資訊系統，在經歷多次的併購後，在有限的整合時間內，並無法有效將系統加以整合。因而產生了極錯綜複雜的資訊環境，公司在開發與維護成本上也總是花費極大。為因應此情況，於是開始制定相關的全球系統整合策略，在2007年開始了第一步的整合計畫。
PharmCom台灣分公司在配合總公司全球系統整合需求下，進而開始調整台灣所使用的相關資訊系統。針對因整合計畫而被分割或去除部分功能的不完整在地系統，提出了新一代資訊整合系統的委外開發專案。期間因許多不同的因素，整個專案所有的模組皆無一能於時限完成所有功能。最後使得個案公司面對了一個此已開發兩年多的系統卻無系統可完整上線所產生的困境。
開發過程中本地資訊部人員更因人力因素及採菁英策略，並無法於過程中投入學習，進而無法與廠商在同時間學習到相關的技術，另一方面，廠商從系統分析過程中，也取得個案公司相關的商業知識，更加深了個案公司對廠商的依賴在無形中產生。
本個案將藉由PharmCom台灣分公司面對全球整合策略下所做系統委外專案，探討系統委外可能面臨的困境及其過程中因依賴而產生了所謂資訊霸權的現象。另外也藉以延伸當一個跨國性的企業，在展開資訊系統的全球整合時，各國家子公司為配合在地業務彈性，可能面對的問題及該採取怎樣的因應策略加以探討。

In nature, global integration of information systems and the local responsiveness demand and complement each other. Therefore, how to strike a balance between these two aspects not only tests the wisdom of decision-makers of head office, but also challenges the heads of its local branches’ information departments regarding how to meet the requirements of this integration strategy by adjusting the local related systems in response to the demands generated by the business flexibility.
The corporation of case study, PharmCom, the information systems of which are distributed in more than 150 countries worldwide, after experiencing several mergers and acquisitions, in the limited integration time, can’t effectively integrate these systems. Thus, a very complex information environment emerges, and the company is now facing gigantic expenditures on the development and maintenance of the new information system. In order to deal with the situation, PharmCom has taken on the work to develop relevant strategies for integrating global information systems. That’s why in 2007 the first step of the integration plan began.
Corporation Taiwan Branch begin to adjust the information system used in Taiwan to meet the head office’s system integration requirements. It requested an outsourcing project on integrated information system development in an effort to make up for the incomplete local systems that have been severed or reduced in size in order to conform to the head office’s global integration policy. Owing to many different reasons in the development time, PharmCom is facing an awkward situation that the new system that has been developed over two year and can’t provide a completed on-line system.
Because of the limit of human resource as a result of the company’s elite strategy, the local staff in information department couldn’t fully devote their time to learning the new system, which prevented them from updating relevant skills from the IT contractors. On the other hand, the IT contractors, by means of system analyses, thus obtained the knowhow of the PharmCom and its Taiwan branch, which has gradually deepened the company’s reliance on the IT contractors.
With this case study, It would like to discuss PharmCom Taiwan Branch’s outsourcing project on system integration in face of the global system integration strategy and explore the plight of the so-called phenomenon of Technology hegemony that resulted from its overdependence on the IT contractors. Meanwhile, I also intend to use this case to elaborate the potential problems the local branches of an international corporation may confront and how they should adapt to local business flexibility in face of global integration of information systems.

一、 英文參考文獻
1. Aydin, M. and Bakker, M. (2008). Analyzing IT maintenance outsourcing decision from a knowledge management perspective. Information Systems Frontiers, 10(3), 293-305.
2. Dahlstrom, R. and Ingram, R. (2003). Social networks and the adverse selection problem in agency relationships. Journal of Business Research, 56(9), 767-775
3. Eisenhardt, K.M. (1989). Agency theory: An assessment and review. Academy of Management Review, 14(1), 57-74.
4. Ferguson, R.J., Paulin, M., and Bergeron, J. (2005). Contractual governance, relational governance, and the performance of interfirm service exchanges: The influence of boundary-spanner closeness. Journal of the Academy of Marketing Science, 33 (2), 217-234.
5. Ring, P. S., and Van de Ven, A. H. (1992). Structuring cooperative relationships between organizations. Strategic Management Journal, 13 (7), 483-498
6. Jones, C., Hesterly, W.S. and Borgatti, S.P. (1997), “A general theory of network governance: exchange conditions and social mechanisms”, Academy of Management Review, 22(4), pp.911-945.
7. Bigley, G.A. and Perace, J.E. “Straining for shared meaning in organization science: problems of trust and distrust”, Academy of Management Review, 23(3), pp.405-421.
8. Hagen, J.M. and Choe, S. (1998), “Trust in Japanese interfirm relations: Institutional sanctions matter”, Academy of Management Review, 23(3), pp.589-600.
9. Lee, J., Huynh, M.Q., and Hirscheim, R. (2008), “An integrative model of trust on IT outsourcing: Examining a bilateral perspective”, Information Systems Frontiers, 10(2), pp.145-163.
10. Oliver, C. (1991), “Strategic Responses to Institutional Process”, Academy of Management Review, 16(1), pp. 145-179.
11. Pennings, J. (1973), “Measures of organizational structure: A methodological note”, The American Journal of Sociology, 79(3), pp. 686-704
12. Balancing Global Integration and Local Responsiveness for MNEs: A Dual Fits Model
13. Bartlett C.A. (1998). Managing Across Borders: The Transnational Solution, Boston:Harvard Business School Press.
14. Dahlstrom, R. & Nygaard, A. (1999), “Ownership decisions in plural contractual systems: Twelve networks from the quick service restaurant industry”, European Journal of Marketing, Vol. 33, No. 1/2, pp. 59–87.
15. Devinney, T. M., Midgley, D.F., & Venaik, S. (2000), “The optimal performance of the global firm: Formalizing and extending the integration-responsiveness or Peer Review framework”, Organization Science, Vol. 11, No. 6, pp.674–695.
16. Douglas, S.P. and Craig, C.S. (2011), “Convergence and divergence: Developing a semiglobal marketing strategy”, Journal of International Marketing, Vol.19, No.1, pp.82-101.
17. Devinney, T. M., Midgley, D.F., & Venaik, S. (2000), “The optimal performance of the global firm: Formalizing and extending the integration-responsiveness framework”, Organization Science, Vol. 11, No. 6, pp.674–695.
18. Fonstad, N.O. & Robertson, D.(2006) “Transforming a company, project by project:The IT engagement model,” MIS Quarterly Executive, Vol. 5, No. 1, pp.1-13.
19. Grein, A.F., Craig, C.S. and Takada, H. (2001), “Integration and responsiveness:Marketing strategies of Japanese and European automobile manufacturers”,Journal of International Marketing, Vol. 9, No. 2, pp.19-50.
20. Ives, B. and Jarvenpaa, S.L. (1991), “Applications of global information technology: Key issues for management”, MIS Quarterly, Vol.15,No.1.pp.33-49
21. Jayachandran, S., Gimeno, J., & Varadarajan, P. R. (1999), “The theory of multimarket competition: A synthesis and implications for marketing strategy” Journal of Marketing, Vol. 63, No. 3, pp. 49–66.
22. Jensen M.C. and Meckling W.H. (1976). Theory of the firm: Managerial behavior, agency costs, and ownership structure. Journal of Financial Economics, 3: 305-360.
23. King,W.R. (2001), “Patterns in the organization of transnational information systems”, Information & Management , Vol. 38, Iss. 4, pp. 201-215
24. Rangan, S. & Sengul, M. 2009. The influence of macro structure in the international realm: IGO interconnectedness, export dependence, and immigration links in the foreign market performance of transnational firms. Administrative Science Quarterly, 54(2): 229-267
25. Ronald H. Coase (1937), "The Nature of the Firm" Economic, 386-405
26. Luo, Y. (2001), “Determinants of local responsiveness: perspectives from foreign subsidiaries in an emerging market”, Journal of Management, Vol. 27, No. 4, pp. 451-477.
27. Miller, D. (1992), “Environmental fit versus internal fit”, Organization Science, Vol. 3, No. 2, pp.159-178.
28. Paik, Y. and Sohn. J.H.D. (2004), “Striking a balance between global integration and local responsiveness: The case of Toshiba corporation in redefining regional headquarters’ role”, Organization Analysis, Vol. 12, No. 4, pp.347-359.
29. Prahalad, C. K., & Doz, Y. L. (1987), The Multinational Mission: Balancing Local Demands and Global Vision”, New York: Free Press.
30. Rabbiosi, L. (2011), “Subsidiary roles and reverse knowledge transfer: An investigation of the effects of coordination mechanisms”, Journal of International Management, Vol. 17, No. 2, pp.97-113.
31. Reeves, M. and Deimler, M. (2011), “Adaptability: the new competitive advantage”, Harvard Business Review, Vol. 89, No. 7/8, pp.135-141.
32. Takac, P.F. (1993). Outsourcing technology. Management Decision, 13(1), 26-37.
33. Yu, T. and Subramaniam, M. (2009), “Rivalry deterrence in international markets:Contingencies governing the mutual forbearance hypothesis”, Academy of Management Journal, Vol. 52, No. 1, pp.127-147.
34. Zellmer-Bruhn, M. and Gibson, C. (2006), “Multinational organization context: Implications for team learning and performance”, Academy of Management Journal, Vol. 49, No. 3, pp.501-518.

二、 中文參考文獻
1. 新竹生物醫學園區全球資訊網(http://www.hbmsp.sipa.gov.tw/)
2. 南華社會所 劉燕青，談網路控制(http://www.nhu.edu.tw/~society/e-j/28/28-26.htm)
3. MBA Lib網站http://wiki.mbalib.com
4. 長宏專業管理顧問公司
5. 石智青校閱，《葛蘭西》，James Joll著，台北市：桂冠圖書公司，一九九四年初版。
6. 陳郁雯(2000)，委外，再造競爭優勢，人力發展月刊，第75期，月39-42
7. 黑幼龍(2011)，為什麼專案管理這麼重要？
8. 范永平(2012)，中菲電腦證卷軟體事業部-沒有簽約的系統開發案，國立台灣科技大學管理研究所EMBA碩士論文
9. 周子銓(2012)，資訊科技委外網絡治理、技術霸權、與組織自主性之研究，國科會計劃書。
10. 周朝棟(2013)，eBus專案委外期間的決策困境，國立台灣科技大學資訊管理系EMBA碩士論文