Combine Supplier Information Degree of the Evaluation Model In Analytic Hierarchy Process For Information
System Outsourcing Project

The progress of the Internet and technology era, the suppliers of electronic enterprises have developed from the internal area to the phenomenon of cross-border cooperation, and its global scope. The impact of globalization, enterprises in the choice of procurement sources of supply of materials, also become more cumbersome and complex. However, in order to maintain the quality of enterprise products procurement, supplier selection will become an important issue to consider the direction of corporate procurement.

There are many ways to make evaluation for hierarchy process of information system outsourcing project. Ceng Junkai (2010) said that application of hierarchical analysis of group decision-making for information service outsourcing selection, the establishment of strategy and management, economy, technology and quality, resources, four major dimensions.

From the information system outsourcing of 40 possible selection of indicators, the integration of 26 more likely to affect the factors, in response to cloud technology from the original basic structure with information sharing degree of facets, classified as operational capacity, Service ability, professional and technical ability, external evaluation, information level and price, and use the AHP to calculate the weight of each criterion and explore the importance of each criterion. In view of this, by the preparation of the assessment of enterprises in the choice of information systems outsourcing suppliers of the scale, to provide enterprises in the choice of information systems outsourcing suppliers to reference.

The outsourcing of professional and technical capabilities of suppliers, for the operation of the enterprise's information system a great impact. Therefore, to the first level structure of professional competence is nothing wrong is the choice of enterprises in the information system outsourcing suppliers are most concerned about the issue. In addition, the supplier's internal operating capacity, outsourcing project management capabilities and excellent staff quality, but also affect the operation of information systems, the key factors, therefore, the supplier's operating capacity is often companies in the choice of information systems outsourcing Business of the key factors.

The rise of cloud technology, the degree of information sharing for information systems has been paid more and more attention by many enterprises. Through the analysis of AHP indicator weight, it is found that the importance of the information level of the new facet has surpassed that of the outside basic As for the evaluation aspect, it can be seen that in the process of choosing the outsourcing business, enterprises need timely online support and problem-solving services, which has been gradually paid attention to, accounting for 12.9% of the six dimensions. Support capacity for the most attention, we can see that the rise of the cloud, enterprises in the choice of information systems outsourcing suppliers, the cloud of e-commerce capabilities to be considered one of the elements. Enterprises in the choice of information system outsourcing supplier, the first system will be able to smooth operation and import as the main basis for suppliers in addition to the project team members need to do some screening, Also need to strengthen the expertise and project progress management, and through the rise of the cloud technology, enhance online real-time services for enterprises and support, thereby enhancing the quality of service to achieve a win-win situation.

THESIS-ANTITHESIS-SINTHESIS

(Dialectical principle in Management)

Increasingly, managers live in a world of paradox. For instance, they are told that they must manage by surrendering control and that they must stay on top by continuing to learn, thus admitting that they do not fully know what they do. Paradox is becoming increasingly pervasive in and around organizations, increasing the need for an approach to management that allows both researchers and practitioners to address these paradoxes. A synthesis is required between such contradictory forces as efficiency and effectiveness, planning and action, and structure and freedom. A dialectical view of strategy and organizations, built from four identifiable principles of simultaneity, locality, minimalist and generality, enables us to build the tools to achieve such synthesis. Put together, these principles offer new perspectives for researchers to look at management phenomena and provide practitioners with a means of addressing the increasingly paradoxical world that they confront.

The principle of social construction calls for the identification of both a source of constraint and a source of deviation/construction. As far as dialectical strategy goes, the source of constraint is the plan. Its source of variation comes from the stimuli that press the organization/individual to adapt and to be flexible as action unfolds and from the ability to do its self with and around the prescribed plan. As far as dialectical organization goes, the source of constraint is the minimally formalized structure, including shared goals and the stereotypes acquired in the indoctrination process. Deviation and construction comes from the perception of errors as learning opportunities and from the role of action as a ground for coordination.

            The principle of totality calls for finding an underlying ‘whole’ to which semiautonomous parts are linked. At the organizational level, the ‘whole’ behind an instance of a dialectical strategy is the overarching action culture that grounds it. Individually, looking at this phenomenon as an enactment of distilled experience, a high level of skill frames organizational members’ life experiences as the background that allows for discrete instances of improvisation to appear. These overarching elements notwithstanding, each dialectical strategy is autonomous in the way that it depends on the specific details of the plan driving it and on the people working towards it. Dialectical organizations, on their side, take much of their rules and structure from general societal norms and depend on the diversity of their members, encompassing a wide span of settings in which a particular organization is just a single element.

The principle of contradiction offers the clearest illustration of dialectics. Contradiction only emerges where two opposing forces are at work. The fact that plans necessarily possess an emergent component, ), either because of the complexity of environmental interaction or because of communication distortion, allows us to uncover this principle in a dialectical strategy. The fact that human interaction creates an informal ‘shadow’ system in every formal structure allows us to do the same regarding the concept of dialectical organization. Dialectical view of management is grounded on the interplay of contradictory forces and not on the attempt to subdue one to the other. Under this principle, a thesis does not exist despite its antithesis but because of it. The concepts of dialectical strategy and dialectical organization support this argument. Research has shown that, from a dialectical view of strategy, the design of a ‘minimal’ plan, where goals and deadlines are scrupulously prescribed and enforced, enhances the firm’s flexibility and adaptability to unexpected internal and external shifts. Additionally, some level of structure is needed for informal cooperation to emerge and it found that loosely coupled structures were heavily dependent upon highly structured relationships and reward systems. Thus, a second insight from this principle is to shift the role of the manager from one of choice between the poles of a given paradox, as contingency theory prescribes.

Instead, paradoxes will be surfaced, held, lived, experienced, their visibility promoting integration between its opposites. Finally, ones simultaneity can seldom escape paradox in managerial life. This situation close to linkage between deliberate and emergent strategy. Showing us that emergent and unplanned/unintended action will probably sprout from the most deliberate of plans. There are two brief explanations for this phenomenon. The first is that communication distortion impedes people in understanding a message exactly as its conveyor understands it. The second is that the changes in the environment surrounding most businesses has shifted towards a state of turbulence, where emergence is the norm because of the complexity of relationships between environmental factors.

Synthesis between two opposing poles of a paradox does not result from an overarching design effort but from case-by-case enactment. But the first inference one can make from this principle is that a synthesis is a local phenomenon; it results from the decisions taken by an organization or individual concerning a specific challenge or problem. Secondly, this synthesis occurs not in reflection but in action. It given by the most organization’s biases towards pre-conception, few would endure the poles of paradoxes dealing with deviation from current practice if it were not because of poignant challenges from the environment. Moreover, it is these demands for action that permits and facilitates the integration between opposites as action unfolds. Finally, and in spite of this, the transition from local responses to organizational (global) routines is possible.

Paradoxes flourish where environmental changes and situational opportunities are creatively engaged with organizational theory and practice. Contradictions co-exist in time and must be tackled simultaneously. Its take on dialectical phenomena in organizations provides a basis for empirical investigation and practical action to make new synthesis of decision.

References

Amabile, T. M. How to kill creativity. Harvard Business Review, 1988, 76 (4), 77-87

Berry, J. W. & Irvine, S. H. Bricolage: Savages do it daily. In R. J. Sternberg & R. K. Wagner (Eds), Practical intelligence: Nature and origins of competence in the everyday world. Cambridge: Cambridge University Press, 1986, pp.271-306.

Brews, P.J. & Hunt, M.R. Learning to plan and planning to learn: Resolving the planning school/learning school debate. Strategic Management Journal, 1999, 20, 889-913.

Chanin, N.M. & Shapiro, H. J. Dialectical inquiry in strategic planning: Extending the boundaries. Academy of Management Review, 1985, 10, 663-675.

A HIDDEN TREASURE

SHANTAO CATHOLIC WEEKLY
(BY FR. PETER CHI,C.M.)

It has been fifty years since the Congregation of the Mission started its mission in Taiwan. Last February, this Congregation celebrated its golden jubilee and held a workshop on the spirit of St. Vincent, its founder. A lot of the Congregation's endeavors in Taiwan were exhibited, but there was no sight of Shantao Catholic Weekly. Why not? Actually, Shantao ought to be known because it is INDEED the hidden treasure of the Congregation.

1. BACKGROUND:

Shantao was first launched on August 15, 1955. The original purpose was for the communication among the parishioners in St. Mary's Church located on Chienkuo 4th Road. Shantao was initiated by the American priest, Rev. Thomas Smith, C.M. He had been expelled from the Yujiang Diocese of Jiangxi Province by communist China, and was then appointed by Bishop Joseph Chen, the Apostolic Prelate of Kaohsiung Diocese as the priest to serve the mainlanders in their pastoral needs. At that time, the number of the mainlanders was quite huge, scattered around every corner of the district. Under such circumstances, to forward pastoral directives and to inform pastoral activities were very difficult. Thus there was an urgent need for preaching the gospel by written language. Nonetheless, Rev. Smith had to wait for the right time in view of the lack of a Chinese priest's help.

2. THE LAUNCH OF SHANTAO:

In mid June 1955, three Chinese priests just returning from Italy joined the work of the Congregation. They all had worked before in Yujiang Diocese together with Rev. Smith. As their bishop was a Vincentian, so they were appointed to work with a Vincentian priest. The three priests lived together with the Vincentians and worked together, but the three did not belong to the Congregation. Rev. Peter Chi was sent to Kaohsiung assisting Rev. Smith, and the other two took positions in Tainan.

Rev. Chi's arrival at St. Mary's Church was an answer to Rev. Smith's prayer. The first assignment Rev. Smith gave him was to start a newspaper, simply a newsletter distributed to the parishioners. Complying with the Pastor's request, Rev. Chi began the preparatory work. Assisted by Rev. Smith, three young men came to help him. Two were officers working in the military's newspaper; the third was a government official. All of them were soldiers who came from China, and were all baptized. Francis Xavier Lyou, Raymond Yen and Francis Chi were their names. These three plus Rev. Chi were the whole preparatory task force. Thanks to their previous experience, in less than two months from the beginning of the preparation, the first issue of Shantao was able to be launched on August 15,.

It was intentional to launch the first issue on August 15 for two reasons: 1) This day was the feast of Assumption and was meant to put Shantao in Holy Mother's care; and 2) the name "Shantao" means "Mother of Guidance".

At first, Shantao was published weekly with 500 copies, and the target readers were the parishioners in St. Mary's Church. In less than three months, it was increased to over 3000 copies, and it covered all areas in Taiwan; even the subscription from the overseas dioceses kept increasing. In view of this, Shantao could not hold on to its original mission. It had to change course, elevate its vision, and march toward an even greater endeavor.

3. PARTNER:

In the very beginning, there were only four persons who helped. Within a few months, the manpower grew to triple its original size. They were all amateurs. During their leisure time after work, they spared 17 or 18 hours a

week between 8 p.m. and 2 a.m. to work unremittingly for Shantao. As a result, the published volumes, the scope and contents of the reports were constantly improving. The people working in and out of the office were rapidly increasing. These people were all volunteers without receiving any pay; some of them have been dedicated to Shantao for over 10 years.

There had always been a close tie among them. They were of one heart and one mind, shared bliss and adversity together, and had a constant dedication. It's almost a miracle. Except for being blessed by our Holy Mother and inspired by the brotherly love of Rev. Smith, the love among them could not find any better explanation.

4. DEVELOPMENT:

Shantao started the first issue in 1955 and continued to the 1488th issue in 1984. Within 29 years, the circulation had increased from 500 to 12000, and the size and format of the publication had been enlarged. The enhanced improvement was rather encouraging. But the fruit of the success lay in all the colleagues' sustained efforts to overcome hardship and also the perseverance and dedication to strive for improvement. During the 1488 issues in the 29 years, there had never been any delayed or short publication. Not until the transfer of the publication rights, had Shantao ever paid any single reward for tens of millions of articles in the 1488 issues! In addition to the low subscription fee and a few personal donations, the main revenue of the weekly came from the donations of the Vincentian Western Province of the United States, which supported the great amount of both printing cost and personnel cost. On the day of the transfer, the Congregation was excited and pleased to hand it over to Kaohsiung Diocese.

5. CONCLUSION:

During the 1980s, the Catholic development in the Kaohsiung Diocese had come to a certain level and Rev. Tien-Hsiang Cheng was promoted to be a bishop and became the first bishop in the Kaohsiung Diocese and later an archbishop. He divided Kaohsiung City into more than twenty parishes. Every parish had its own regular parishioners. All parishioners, no matter if they were Mainlanders or Taiwanese, belonged to the parish where they lived. St. Mary's Church was only one of the parishes in the city. This was somehow in conflict with the original purpose of Shantao. On the other hand, the relevant business was quite a burden and the expense was huge. After several discussions, considering the newspaper's future, it was resolved to turn it over to the Diocese. Further consideration was based on the observation that all modern enterprises grew with entrepreneurship, advanced management and strong financial support. It could not count on a small unit in the parish for any growth. Therefore, on behalf of the Congregation, Rev. John Hickey, the Superior of Vincentian's Kaohsiung House, consulted with Bishop Tien-Hsiang Cheng and reached a consensus that the Diocese take over Shantao. The Diocese requested the support of two years' expenses in installment payments. Shantao was turned to over to the Diocese when it published its 1488th issue in 1984. Everybody gave Shantao its praise and blessings with full joy and expectation, hoping that it would continue to grow in the future.The Congregation, with a mother-like heart, pure love and the spirit of sacrifice, always devoted itself and gave many resources without being known for the growth and the transfer of Shantao. In the 29 years, it had invested incalculable material and spiritual resources but seldom made it known. Just like Rev.Paul Yupin, the late Cardinal, commented when he visited Shantao once: "It is INDEED the hidden treasure of the Congregation of the Mission in Taiwan!"