Categories Of Success Factors Research Articles

Adaptive reuse of heritage buildings; a systematic literature review of success factors

Whilst adaptive reuse is often applied with good outcomes, we are also faced with projects that have not achieved the desired results. There is little insight into why some projects succeed and others fail, or even what constitutes “success” at all – due in part to the intangibility of the word “success” and unsettled definitions and synonyms of “adaptive reuse. Accordingly, this paper seeks to answer the question: What are the factors that can be used to assess the success of heritage adaptive reuse projects? This study is framed as a systematic literature review of relevant articles published or in press. The methodology is based on using a PRISMA diagram to address a number of papers that are screened in each step of the diagram: identification, screening, eligibility and included. The literature review process started with 731 in the first step and ends with the final results of 72 papers. The results are classified into ten categories of success factors: architectural, structural, socio-cultural, economic, environmental, energy, authenticity, legal, management and functional factors. Together, these provide a comprehensive understanding of factors that affect the success of adaptive reuse as a strategy to regenerate heritage buildings. This insight facilitates adaptive reuse strategies for designers, architects and real estate developers.

Factors influencing resource availability for post-disaster housing reconstruction: the case of Gaza Strip-Palestine

Disasters are on increase around the world which resulted in widespread devastation of houses. For reconstruction projects in post-disaster, it is crucial to understand the success factors influencing the resource availability. Drawing on a questionnaire survey in Gaza Strip-Palestine following the 2014 war, the significant success factors are identified. The questionnaire targeted 55 key informants in implementing agencies of housing reconstruction after 2014 war. Three categories of success factors were identified: project stakeholders, reconstruction project and its management, and project operational environment. The collected data were analyzed using descriptive and inferential analysis. The study findings revealed that the category related to project operational environment had the highest average influence index on resource availability. The highest influential success factors were ‘enhancing transparency and accountability’, ‘call for international support’, and ‘strong leadership from the government’. The study findings highlighted the highest success factors which successfully helped the reconstruction practitioners in post-2014 to acquire resources. The results will assist the reconstruction stakeholders in Gaza-Strip and other countries to highlight and ensure the significant success factors influencing the resource availability to effectively manage housing reconstruction projects after the war. This research contributes to existing knowledge by identifying success factors influencing the resource availability.

Categorizing Risks and Success Factors of Water Industry in Malaysia

This study investigated categories of risks and success factors associated with water industry in Malaysia. Seven risk categories were proposed, which are technology, organization, economy, government, nature, crime and public. The proposed categories of success factors were regulatory agencies, water operators, financial, assets, human resource, contract and public. Categories of risks and success factors were developed based on the integration of theory of perceived risk (Bauer, 1960), risk items of Ameyaw (2015), stakeholder theory and legitimacy theory. To validate the proposed categories of risks and success factors, 100 questionnaires were distributed by post to the management personnel of water operators and 32 questionnaires were returned. Descriptive analysis and relative importance index were used to analyze the data. The results indicated highest agreement towards the occurrence of risk factors in term of technology, economy and public. However, there was a big gap between risks’ probability of occurrence and risk allocation and also between severity of risk factors and risk allocation amongst water operators in Malaysia. This highlights low awareness amongst water operators in Malaysia on water risk management. Additionally, the respondents considered all items of success factors as important. Implicit in these findings is that there is a need for the regulatory agencies to play an active role in promoting risk management awareness amongst water operators through campaign, workshop and training programs.

Dizajn strukturne matrice za identifikaciju i evaluaciju kritičnih faktora uspeha softverskih projekata

The topic of critical success factors draws high attention of both academia and practitioners working in the software industry. Literature review shows that existing models of critical success factors for software projects are more concentrated on specific categories of success factors, neglecting the interaction that exists within these models between different groups of factors. The purpose of this paper is to present a new concept of interaction-based model for identification and evaluation of critical success factors for software projects. The approach is based on conjoint use of graph theory and Design Structure Matrices to highlight important interactions of a project system. The key result of the paper is the tool for evaluation of the interaction between critical success factors through quantification and the analysis of the possible propagation of specific factor within project success factor network, which will make possible the identification of the critical factors with the highest influence on the entire project system.

EHealth Implementation Issues in Low-Resource Countries: Model, Survey, and Analysis of User Experience.

BackgroundThe implementation of eHealth in low-resource countries (LRCs) is challenged by limited resources and infrastructure, lack of focus on eHealth agendas, ethical and legal considerations, lack of common system interoperability standards, unreliable power, and shortage of trained workers.ObjectiveThe aim of this study is to describe and study the current situation of eHealth implementation in a small number of LRCs from the perspectives of their professional eHealth users.MethodsWe developed a structural equation model that reflects the opinions of professional eHealth users who work on LRC health care front lines. We recruited country coordinators from 4 LRCs to help recruit survey participants: India, Egypt, Nigeria, and Kenya. Through a web-based survey that focused on barriers to eHealth implementation, we surveyed 114 participants. We analyzed the information using a structural equation model to determine the relationships among the constructs in the model, including the dependent variable, eHealth utilization.ResultsAlthough all the model constructs were important to participants, some constructs, such as user characteristics, perceived privacy, and perceived security, did not play a significant role in eHealth utilization. However, the constructs related to technology infrastructure tended to reduce the impact of concerns and uncertainties (path coefficient=−0.32; P=.001), which had a negative impact on eHealth utilization (path coefficient=−0.24; P=.01). Constructs that were positively related to eHealth utilization were implementation effectiveness (path coefficient=0.45; P<.001), the countries where participants worked (path coefficient=0.29; P=.004), and whether they worked for privately or publicly funded institutions (path coefficient=0.18; P<.001). As exploratory research, the model had a moderately good fit for eHealth utilization (adjusted R2=0.42).ConclusionseHealth success factors can be categorized into 5 groups; our study focused on frontline eHealth workers’ opinions concerning 2 of these groups: technology and its support infrastructure and user acceptance. We found significant disparities among the responses from different participant groups. Privately funded organizations tended to be further ahead with eHealth utilization than those that were publicly funded. Moreover, participant comments identified the need for more use of telemedicine in remote and rural regions in these countries. An understanding of these differences can help regions or countries that are lagging in the implementation and use of eHealth technologies. Our approach could also be applied to detailed studies of the other 3 categories of success factors: short- and long-term funding, organizational factors, and political or legislative aspects.

Success Factors of Artificial Intelligence Implementation in Healthcare.

Background: Artificial Intelligence (AI) in healthcare has demonstrated high efficiency in academic research, while only few, and predominantly small, real-world AI applications exist in the preventive, diagnostic and therapeutic contexts. Our identification and analysis of success factors for the implementation of AI aims to close the gap between recent years' significant academic AI advancements and the comparably low level of practical application in healthcare.Methods: A literature and real life cases analysis was conducted in Scopus and OpacPlus as well as the Google advanced search database. The according search queries have been defined based on success factor categories for AI implementation derived from a prior World Health Organization survey about barriers of adoption of Big Data within 125 countries. The eligible publications and real life cases were identified through a catalog of in- and exclusion criteria focused on concrete AI application cases. These were then analyzed to deduct and discuss success factors that facilitate or inhibit a broad-scale implementation of AI in healthcare.Results: The analysis revealed three categories of success factors, namely (1) policy setting, (2) technological implementation, and (3) medical and economic impact measurement. For each of them a set of recommendations has been deducted: First, a risk adjusted policy frame is required that distinguishes between precautionary and permissionless principles, and differentiates among accountability, liability, and culpability. Second, a “privacy by design” centered technology infrastructure shall be applied that enables practical and legally compliant data access. Third, the medical and economic impact need to be quantified, e.g., through the measurement of quality-adjusted life years while applying the CHEERS and PRISMA reporting criteria.Conclusions: Private and public institutions can already today leverage AI implementation based on the identified results and thus drive the translation from scientific development to real world application. Additional success factors could include trust-building measures, data categorization guidelines, and risk level assessments and as the success factors are interlinked, future research should elaborate on their optimal interaction to utilize the full potential of AI in real world application.

Sauerbruch, STARPAHC, and SARS: Historical Perspectives on Readiness and Barriers in Telemedicine

AimTelemedicine is a promising solution to extend traditional health care services. Even though mainly discussed during the past two decades, its roots go back into the past century and even further, considering the use of bonfires to warn other villages of diseases. Insights from historical cases can therefore be useful for the ongoing discussion regarding the successful implementation of telemedicine.Subject and MethodsWe analyzed three historical telemedicine cases (varying regarding time and place) and extracted their success factors and barriers as well as assessed their maturity by using the Telemedicine Community Readiness Model (TCRM). Evidence-based categories of success factors and barriers as well as the TCRM’s dimensions were used as deductive categories to analyze the study material’s content.ResultsThe analysis showed that the readiness for telemedicine is higher when the technology is the only option to access health care services. In all three cases, core readiness played a central role. However, the health sector, existing technology, and finance were barriers present at all times, while during pandemics, some barriers are only temporarily removed, for example, by putting legal issues on hold. The analyzed cases were all on lower levels of maturity as they mainly represent pilot tests or exceptional circumstances.ConclusionResults indicate the important core functions in telemedicine initiatives as well as the diversity of their circumstances. Insights from such historical meta-perspectives can, for example, help to strengthen the sustainability of the increased use of telemedicine during the COVID-19 pandemic and scale up current telemedicine projects.

Factors affecting job performance of airline operations employees in Thailand

Job performance behaviour of employee is a critical driver of organization performance. Airline operations employees namely, pilots, cabin attendants and ground service agents can increase organizational effectiveness. This research analysed the effect of individual characteristics, organization behaviour, learning and development and compensation on operations employees performance. The purposes of this study were (1) to identify factors affecting job performance of airline operations employees in the context of Thailand, (2) to evaluate success factor categories with employee job performance, (3) to explore significant difference between ranking results from two certain groups of respondents. A random sample of 400 respondents divided into two groups, group one- 200 experienced employees (60 pilots, 70 flight attendants and 70 ground service agents) from five airlines in Thailand, group two- 200 HR strategic experts and HR university lecturers completed an online survey. Research concluded that rank order views from both groups were not much different. It showed that job performance is highly associated with organization behaviour, which is motivated by organization culture, organization structure, workplace ambience and leadership and teamwork process. HR experts rated the importance of learning and development in the second order while employees rated the importance of compensation in the second place and perceived learning and development as the least important.

Social Innovation for Sustainability Challenges

Social innovation is concerned with social mobilization and impact, and is increasingly seen as an option to address sustainability challenges. Nevertheless, the concept of social innovation is quite open in character and requires empirical accommodation to establish how it differs from other types of innovation in this setting. This article contributes empirically to the concept of social innovation as it reviews categories of success factors of social innovation against those of five other innovation types (product, service, governmental, organizational, system) in 202 innovation cases that focus on climate action, environment, resource efficiency and raw materials. Statistical analysis with contingency tables is applied to examine the distribution of five kinds of success factors across the innovation types: economic, environmental, political, social, and technological. The results confirm empirically that social innovation is indeed a distinct type of innovation. There are statistically significant differences in the distribution of categories of success factors between social innovation on the one hand and product, service and governance innovation on the other. In addition to the prevalence of social success factors, social innovation is characterized by a lesser emphasis on political and technological success factors.

How women and men business owners perceive success

Purpose – Women and men business owners are often thought to have different success criteria for their businesses, but there is little empirical research to support this. The purpose of this paper is to investigate the nature of self-defined success factors, and to compare women and men’s success criteria. Design/methodology/approach – This study surveyed 216 New Zealand business owners’ (78 women, 138 men) self-perceived success criteria for their businesses. Results are based primarily on an open-ended question on their interpretation of what success means to them. In total, 30 main categories of success factors were identified, and the four main factors analyzed in depth. Findings – The four most frequently occurring success factors were financial success, personal satisfaction, work-life/work-family balance, and satisfied stakeholders. Women and men business owners described very similar success criteria, which were balanced across financial success and personal and relationship factors. No statistically significant gender differences were found in the incidence of these success factors, suggesting a movement of male business owners to a more holistic view of business success that incorporates financial success, alongside personal and relationship aspects. Research limitations/implications – Offers implications for researchers, policy makers, and practitioners. Highlights the need to be careful when designing research studies in multi-faceted areas such as business success, and also in gender comparative studies. Originality/value – Uses self-perceived success criteria to assess gender differences.

Challenges and success factors for large-scale agile transformations: A systematic literature review

Agile methods have become an appealing alternative for companies striving to improve their performance, but the methods were originally designed for small and individual teams. This creates unique challenges when introducing agile at scale, when development teams must synchronize their activities, and there might be a need to interface with other organizational units. In this paper we present a systematic literature review on how agile methods and lean software development has been adopted at scale, focusing on reported challenges and success factors in the transformation. We conducted a systematic literature review of industrial large-scale agile transformations. Our keyword search found 1875 papers. We included 52 publications describing 42 industrial cases presenting the process of taking large-scale agile development into use. Almost 90% of the included papers were experience reports, indicating a lack of sound academic research on the topic. We identified 35 reported challenges grouped into nine categories, and 29 success factors, grouped into eleven categories. The most salient success factor categories were management support, choosing and customizing the agile model, training and coaching, and mindset and alignment.

A conceptual model of critical success factors for Indian social enterprises

Purpose There have been global upsurge in the social enterprise research &amp; practice considering social enterprise as a rapidly growing thought worldwide. The renewed significance of social enterprises (SE’s) has arisen primarily on account of their assumed potential in solving a range of social problems. The evidences supporting the budding role of SE’s in fostering sustained socio-economic development of regions &amp; communities across globe are evolving continuously. Even though, social entrepreneurship &amp; SE’s have remained central thought provoking domain in the realm of scholarly investigation for a past couple of decades, the emerging literature on SE’s &amp; their role in economic development is riddled with theoretical inconsistencies &amp; definitional controversies. Thus, very little is known about functioning &amp; management of SE’s. For the sake of advancing the field, the purpose of this paper is to identify and analyze the critical success factors (CSF’s) of SE’s operating in different social settings in India. Further, a conceptual model is developed incorporating different factors of social enterprise operation in an integrated framework. Design/methodology/approach Based on the review of the extant literature, three categories of success factors comprising a total of 38 success factors for SE’s were initially identified. Under each category, the success factors were then classified and reduced to appropriate numbers based upon their importance to SE’s and their repeated manifestations in the literature, making a total of 13 CSF’s under all 3 categories. Based on these 3 categories of CSF’s, a conceptual model was developed. Findings The study determines thirteen critical factors as contributing to the success of social enterprises: (1) Business planning skills (2) entrepreneurship orientation; (3) leadership; (4) networking; (5) Innovative financing (6) triple bottom line planning; (7) social enterprise marketing; (8) community engagement; (9) human capital; (10) organizational culture; (11) Social Impact Evaluation (12) Frugal innovation &amp; (13) Government support. Originality/value The paper presents a theoretical research model incorporating factors and determinants of social enterprise success to direct a future research agenda. The paper can further be used by researchers to empirically test critical success factors of social enterprises. Moreover, practitioners can also gain benefits from the conceptual framework &amp; promote social entrepreneurship.

Critical Factors for Open Data Publication and Use: A Comparison of City-level, Regional, and Transnational Cases

There is a lack of research concerning the factors influencing the success or failure of open data initiatives. Based on the results of two workshops, we provide a list of 47 success factors for open data publication and 18 success factors for open data use. We further use three case studies (ENGAGE, Open NY, and Open Vienna) to examine how the criticality of factors varies depending on the geographical level and other characteristics of the open data initiative. The cases, representing open data initiatives at city, regional and transnational levels, point at different categories of critical success factors. Our key conclusions are that 1) the criticality of the factors depends considerably on the context of the open data initiative; 2) a number of success factors appear to be more universally applicable than others; 3) the factors that are critical to all three cases are derived from many different success factor categories, which suggests that open data initiatives should adopt an interdisciplinary approach, and 4) further work is needed to detail the success factors for open data publication and use in other contexts.

Success factors influencing implementation of e-government at different stages of maturity: a literature review

Even though digitisation efforts within the public sector began over two decades ago, organisations are still struggling to implement e-government services, and most initiatives end in failures. As e-government services have evolved and become more comprehensive, the challenges of implementing them have become more extensive as well. The aim of this paper is to give an overview of the e-government literature and identify digitisation success factors at different stages of e-government maturity using Lee's synthesised e-government development model (2010). Six categories of success factors were identified across all maturity levels, including external environment, organisation, management, employees, citizens and technology. Low level success factors were identified within the organisation and technology categories, whereas high level success factors also were found within the management category. Future research focusing on the distinction between low and high level success factors is needed to help practitioners modify their plans and make the right decisions when digitising government services at different levels of e-government maturity.

A MODEL OF SUCCESS FACTORS FOR E GOVERNMENT ADOPTION THE CASE OF POLAND

Ƞ This research focuses on the possible success factors of e-government in Poland. The purpose of this research was to identify success factors for adopting e-government in this country. The paper continues as follows. Firstly, the paper clarifies the concept of e-government and reviews success factors of e-government proposed by various authors in literature. Secondly, the success factors for adopting e-government in Poland are identified and the model of success factors is proposed. This model embraces the four categories of success factors. They are: economic, socio-cultural, technological and organizational. All the factors are considered in three stages: (1) ICTs access - reflecting technical and economic accessibilities of ICTs, (2) ICTs competences - reflecting competences and awareness related to the use of ICTs, (3) ICTs use - reflecting actual usage of ICTs. The paper concludes with a discussion on research findings, implications, and avenues for further research. This work contributes to extant research by showing a holistic approach to the success factors for adopting e-government, especially in transition economies.

A model of critical success factors for software projects

PurposeExisting models of critical success factors of software projects have less concentration on communication, team, project management and product related factors. Hence, the purpose of this paper is to develop a conceptual model of critical success factors (CSFs) for software development projects, categorize the success factors, finding the factors in each category and highlighting the product, team, project management and communication factors as important categories of success factors for software projects.Design/methodology/approachA conceptual model and seven categories of success factors comprising a total of 80 success factors for software development projects were identified based on the thorough literature review. These 80 factors are collected based on their importance to software projects and their repeated occurrence in the literature related to CSFs. Based on the occurrence of the success factor in the literature, each category comprising top five success factors are identified as critical success factors for software projects. Based on these seven categories of success factors a conceptual model was developed.FindingsA total of 35 CSFs from seven CSF categories are identified from secondary research of the CSFs for software development projects. The identified CSFs include communication in project, top management support, clear project goal, reliability of output, project planning, teamwork, project team coordination, quality control, client acceptance, accuracy of output, reduce ambiguity, maximize stability, realistic expectations and user involvement. Project management, product, team and communication factors are identified as important categories of success factors for software projects.Research limitations/implicationsDifferent categories of critical success factors such as product, project management, team and communication, which were not highlighted or categorized earlier in the literature are discussed in this current work.Practical implicationsThis research is definitely useful for organizations working on software projects. The project managers working in the industry can benefit from the mentioned critical success factors and the categories of factors by concentration on them while planning and executing software projects.Originality/valueThe conceptual model, categorization of CSFs, identifying 35 CSFs for software projects and highlighting product, team and communication factors are major contributions of this research work.

Identifying and prioritizing critical success factors for coopetition strategy

PurposeCoopetition is a revolutionary mindset that combines competition and cooperation. This paper aims to determine and to examine success factors critical to coopetition strategy management and to explore the identified factors in Hong Kong manufacturing.Design/methodology/approachBased on a literature review and expert interviews following the analytic hierarchy process, this paper identifies and prioritizes seven critical success factors and 17 critical success sub‐factors comprising three success factor categories: management commitment, relationship development, and communication management.FindingsThe results show that management leadership and development of trust are the most important success factors. Based on the factors identified, the authors propose a hierarchical model for coopetition strategy management, which has been validated in Hong Kong industry to facilitate the formulation of action plans for better coopetition management.Practical implicationsThe prioritization of critical success factors and sub‐factors can help practitioners understand their relative importance and develop improvement plans in cases where they lack sufficient resources to deal with all factors simultaneously.Originality/valueThis paper identifies the critical factors for implementing coopetition and also validates and prioritizes them in Hong Kong manufacturing industry. It provides valuable information that can help manufacturers accomplish coopetition.

Identifying and prioritizing critical success factors for conflict management in collaborative new product development

Conflict management is crucial to the success of client–supplier collaborative new product development (NPD). This paper examines the critical success factors of conflict management in collaborative NPD. Using the Analytic Hierarchy Process (AHP), the importance of 4 categories of success factors, namely relationship management, conflict handling system, new product development process management and communication, totally 13 factors, are prioritized. The results show that communication management, trust and commitment to the collaboration are the most important factors. Based on the factors identified, a hierarchy model of conflict management is proposed, with which clients and suppliers can formulate action plans for better conflict management.

The Implementation of Reengineering in SMEs: A Grounded Study

DR. RODNEY McADAM IS A SENIOR LECTURER in the School of Management, University of Ulster, Northern Ireland. The aim of this paper is to determine the critical success factors for the implementation of reengineering in small and medium-sized enterprises (SMEs). Reengineering has developed from a background in large enterprises. Existing methodologies mainly assume a large organisation setting with large-scale resources dedicated to bringing about the large-scale reengineering changes. The literature contains many studies on reengineering theory, applications and critical success factors: however, they are almost all based on large enterprises in either the public or private sectors. The paucity of research involving rieengineering and SMEs comes from two factors. First, reengineering is still a relatively new management approach and has yet to reach SMEs fully from the initial large organisation starting point. Second, there is some remaining doubt as to whether large-scale reengineering is applicable to SMEs owing to resource constraints. The research involves a literature review and an inductive grounded theory approach using multiple case studies. In total, 23 SMEs case studies involving research-based workshops were examined and analysed to determine critical success factors f'oi reengineering implementationi. The imain findings were that the kev categories of success factorS in reeingineering in SMEs are resctues, miiarket envir-onnment, customerls and(: strategy, leadership, flexibilitv andl change orientationi, structutre, methodology an-d measureinermt. Tiw componen-t factors within these categories were found to diffeir significantly from those of large organisations in a uumbhe of cascs.

Instructional design project success factors: An empirical basis

Instructional design and development (ID) projects are undertaken every day, with project stakeholders attempting to concentrate their efforts and resources on the factors leading to a successful project. What are the factors that contribute to ID project success? Are they equally important to all stakeholders in an ID project? This article addresses these questions regarding ID project success. Using a variety of data-gathering techniques and incorporating the perspective of four stakeholder groups, this study identified twenty-three ID project success factors that were grouped into four categories. Data analysis revealed significant differences among: (a) the four stakeholder groups in terms of the importance they attached to the factors; and (b) the four success factor categories in terms of their importance to ID project success. Also, an interaction was found between stakeholder groups and success factor categories.