Success Factor Research Papers - Academia.edu (original) (raw)

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- Stakeholders, Best Practices, European Commission, Identification
- by Mary Casey
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- Business, Nursing, Midwifery, Public sector
- by boyke sirait
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- Project Management, Multidisciplinary, Project manager, Case Study
- by Karen van der Zee
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- Sociology, Psychology, Acculturation, Intercultural Relations

In the lead up to large-scale change bought about by enterprise system implementations, there are multiple complex influences at play that impact perceptions that the organisation might not be ready for the change effort. These influences manifest in uncertainty, ambiguity in roles and responsibilities and in many cases, information overload. Organisational change management (OCM) is often considered to be one of the most important success factors for enterprise system implementations and has even be referred to as a critical success factor. In this paper a definition of OCM will be proposed and outcomes of an investigation into the effectiveness of integrating OCM when implementing enterprise resource planning projects will be discussed. For the purposes of this investigation large scale enterprise resource planning systems were chosen as the software of choice to study. These systems by virtue of their complexity and implementation costs often cause long reaching impacts on the organization. Often to the point where organizations can wait for long periods of time to obtain any real benefit realisation. In this study 208 European organisations responded to a survey. Findings in brief indicated that experts who applied CM in their projects evaluated their projects as more successful than projects without CM.

This paper presents an extension to the technology acceptance model (TAM) and empirically examines it in an enterprise resource planning (ERP) implementation environment. The study evaluated the impact of one belief construct (shared beliefs in the benefits of a technology) and two widely recognized technology implementation success factors (training and communication) on the perceived usefulness and perceived ease of use during technology implementation. Shared beliefs refer to the beliefs that organizational participants share with their peers and superiors on the benefits of the ERP system. Using data gathered from the implementation of an ERP system, we showed that both training and project communication influence the shared beliefs that users form about the benefits of the technology and that the shared beliefs influence the perceived usefulness and ease of use of the technology. Thus, we provided empirical and theoretical support for the use of managerial interventions, such a...

- by Kwasi Amoako-Gyampah
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- Information Systems, Communication, Information Management, Training
- by Lana Liu
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- Business, Action Research, Organisational Change, Management Accounting
- by Lana Khong
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- Education, Teacher Training, Teaching Methods, Pre Service Teacher Education
- by Juan Llopis
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- Information Systems, Information Management, Design Methodology, Success Factor

Development of manufacturing small and medium enterprises (SMEs) is a key engine to promote development of rural economy in developing countries. A common industrial organization among manufacturing SMEs, especially in rural areas, in Indonesia as in many other developing countries is clustering, where firms producing similar products concentrate in a certain area. This has led the Indonesian government to adopt

- by tulus tambunan
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- Industrial Organization, Food Policy, Rural Development, Urban Development
- by Emese Panyik
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- Marketing, Tourism Management, Rural, Rural Development
- by Rene Antrop-Gonzalez
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- Sociology, Higher Education, Social Capital, Marriage and Family Therapy

Internal and external developments in higher education are leading to transformation of education being placed high on the agenda. This places a great burden on the professionalisation of the staff. In a previous article (Hezemans and Ritzen, 2004) we described the way in which professionals learn and innovate. Communities of Practice (CoPs) were introduced as a ‘new’ way to learn. In this article we further zoom in on the phenomenon CoP: what are CoPs, what are the success-factors and how can this way of learning and working together contribute to innovation in higher education.

- by Marijke Hezemans and +1
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- Higher Education, Professional Development, Community of Practice, Professional Learning

A crucial success factor in e-com- merce is the development of an appealing, effective, and efficient Web site. Web de- velopment is evolving constantly with new tools, approaches, and methodologies. This editorial explores Web development trends and issues and discusses the gap between research and practice that exists in this domain. The perspective from the field is provided by Dr.

- by France Belanger
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- Web Development, WEB DEVELOPMENT, Success Factor, E Commerce
- by Maurício Galimberti
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- International Marketing, Software Industry, Absorptive Capacity, Case Study
- by Beste Kucukyazici and +1
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- Best practice, Systematic review, Organizational Innovation, Success Factor
- by Ahmet Beskese
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- Marketing, TQM, Continuous Improvement, Social construction
- by B. Leavy
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- Marketing, New Product Development, Organizational Climate, Business and Management
- by Aryan Shah
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- Information Systems, Software Engineering, Information Technology, Project Management
- by Umar Al-Turki
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- Change Management, Saudi Arabia, Multidisciplinary, Developing Country
- by Frank Figge
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- Balanced Scorecard, Corporate Strategy, Management System, Sustainable Management
- by Angelo Dante
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- Nursing, Educational Measurement, Bologna Process, Adolescent

Study of success factors in large-scale construction projects is increasingly relevant. Underlying relationships among the factors that contribute to project success can provide important insights for success on future projects. Therefore, major objective of this paper is to explore such underlying relationships and examine how these relationships can be useful to further explain success in large-scale construction projects. In order to elicit the perception of critical success factors for large-scale construction projects, questionnaire and interview surveys were employed with construction professionals. Factor analysis was used to examine the underlying relationships of success factors which resulted in formulation of four factor groupings which were together called critical COMs of success and were labeled as COMprehension, COMpetence, COMmitment, and COMmunication, respectively. Critical COMs provide a very simple understanding of success in large-scale construction projects. These factor groupings can be easily understood and remembered by all project stakeholders. Project managers can also use the critical COMs to evaluate their current project and compare the perceived and real success factors for knowledge management exercise.

- by Adela Ramona
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- Business Intelligence, Critical Success Factor, Success Factor
- by Tim Mazzarol
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- Marketing, Higher Education, International Education, Educational Management

To meet today’s high demands on the purchasing function, sourcing teams have become the standard in contemporary corporate purchasing organizations. Sourcing teams are often started with high expectations. However, after making a promising start many of these teams appear to be unable to operate effectively and to meet management expectations. This study shows that sourcing team effectiveness is particularly hindered

- by Josette Gevers and +2
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- Marketing, Purchasing and Supply Management, Business and Management, Cross Section
- by Tom Bornhorst and +1
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- Marketing, Tourism Management, Strategic Planning, Performance

As more firms embrace CRM as a core business strategy, it is getting more important to assess firms' CRM readiness and performance for diagnosing, guiding, managing, and evaluating their current CRM practices. Previous CRM studies have been limited to extracting a few success factors or focus only on specific implementation methodologies without any theoretical underpinning. In this paper, we suggest a performance measurement framework called CRM scorecard as an integrative organizational artifact to diagnose and assess a firm's CRM practice. The CRM scorecard was developed through comprehensive literature review and in-depth interviews with CRM practitioners, with specific objective and subjective instruments added to measure corporate CRM capability and readiness. Additionally, we conducted an analytic hierarchy process (AHP) analysis to prioritize the evaluation factors in the CRM scorecard. To illustrate the applicability of the proposed CRM scorecard, we apply the artifact to a consumer bank, which is well known for an exemplary CRM strategy in Korea

- by Adang Ridwan
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- Business, Entrepreneurship, Organizational Behavior, Management
- by Elizabeth Stacey
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- Blended Learning, Success Factor
- by Markus Biehl
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- Project Management, Supply Chain, Global Information Systems, Firm Performance
- by Anne Warutumo
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- Project Management, Enterprise Project Management, Project Success, Project manager
- by Benson Honig
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- Marketing, Small Business Management, Business and Management, Business Planning
- by O. Klakegg
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- Decision Making, Sustainable Development, Governance, Public sector

... Professor Birchall is a regular speaker on innovation, knowledge project management, IT and learning and new forms of organisation and has designed management development programmes at all ... His latest book Capabilities for... more

- by Erling Andersen
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- Management, Marketing, Quality Management, Principal Component Analysis
- by Dr.Bhargav Gangadhara
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- Distributed Computing, Project Management, Management Accounting, BPR
- by Ann Ledwith
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- Marketing, Project Management, Industrial Design, Economic Growth
- by Edwin Chan and +1
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- Sustainable Development, Energy Policy, Multidisciplinary, Factor analysis
- by Victor Prybutok
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- Engineering, Service Quality, Information Systems Success, Information Quality