Concept Of Critical Success Factors Research Articles

A new framework for ranking Critical Success Factors for International Construction Projects

Abstract Due to the wide range of opportunities, collaborations, and challenges offered by the international construction sector, interest in international construction is on the rise. Construction companies must be able to carry out international construction projects (ICPs) more effectively and efficiently. However, executing ICPs is more challenging than executing domestic construction projects. Considering the peculiarities of the construction industry and the associated complexity of construction projects, construction companies should decide on international capability and the selection of an ICP through a careful evaluation of their critical success factors (CSFs). Most of the previous research deals with the concept of CSFs in the context of project management in general, but few studies have identified CSFs for ICPs. To fill that gap in current research, the main objective of this study was to identify and group CSFs for ICPs. A total of 37 CSFs were identified after conducting a detailed literature review and a pre-pilot study. A new framework of CSFs for ICPs was proposed following primary research, which was conducted through in-depth interviews with leading experts in international projects. Although the constructability/complexity factor of the project received the highest rating in terms of importance to the success of the ICP, the next most critical factors were found to be external factors, such as local contractor/subcontractor, investor, and presence of a foreign partner. The results of this research may help participants involved in ICPs to improve their understanding of the international construction environment and deliver more successful ICPs.

Critical success factors of public-private partnership from 2000 to 2019: A literature review

Public-Private Partnership (PPP) is one of the schemes that have inspired many countries in infrastructure development. One of the most discussed PPP topics by researchers is the concept of Critical Success Factors (CSF). Therefore, this study examines CSF publications for PPP projects from selected journal sites from 2000-2019. The results showed that research on CSF in PPP began to increase in 2012. The most identified CSFs were appropriate risk allocation and sharing, competitive and transparent procurement processes, favorable and efficient legal frameworks, commitment and responsibility of the public and private sectors, and a robust and reliable private consortium. Furthermore, it was also found that most countries that were the objects of research on PPP CSF were China, followed by Hong Kong and Australia. The results also show that the dominant research focuses on multi-sector types of infrastructure where CSF can be applied to all infrastructure sectors. The findings obtained in this study can provide an overview of CSFs for projects with PPP schemes in the future. Besides, the identified CSFs can be applied to any PPP infrastructure sector. They can assist stakeholders in increasing the likelihood of PPP project success and can be adopted for further research

Principal Component Analysis on Morphological Variability of Critical Success Factors for Enterprise Resource Planning

The concept of critical success factors (CSFs) has been widely used as a measure to tackle the hurdles associated with numerous implementations of enterprise resource planning (ERP) systems. This study evaluates the morphological variability of CSFs using the analytical principal component analysis technique to identify principal components (PCs) that can be adopted for a successful ERP system implementation. The dataset of 205 CSFs from 127 different studies was evaluated for the morphological variability in those studies. According to the results, 66 PCs were identified and ranked accordingly. The first 49 PCs with eigenvalues greater than 1 accounted for 89.67 % of the variability recorded. The first 6 PCs respectively accounted for 13.67%, 19.37%, 24.67%, 29.41%, 33.52% and 36.94% cumulative variations. In general, the graphical illustration of the study results show the palpable division between the taxonomic groups for 3 PCs.

A Supply Chain Maturity Model for automotive SMEs: a case study

The aim of this paper is to develop a supply chain (SC) maturity model for automotive small and medium-sized enterprises (SMEs) based on the concept of critical success factors (CSFs). Starting from an analysis of the existing literature of supply chain barriers in the automotive industry, a list of relevant CSFs is adopted for our maturity model. Then, the proposed maturity model is validated by a case study in small automotive company, to demonstrate the capacity of the proposed model to assess the maturity of SC, and to develop an improvement roadmap for SC' automotive SMEs. This improvement roadmap will then allow companies to implement improvement actions in order to reach a higher maturity level of SC.

Implementing wildlife-management strategies into road infrastructure in southern Ontario: a critical success factors approach

Wildlife-road conflict has profound negative impacts on both wildlife populations and society. Despite a long-held understanding of this problem, in most regions the wildlife-management strategies (WMS) available to mitigate this conflict are still relatively underutilized. This study examines the implementation of these strategies into road infrastructure, using Southern Ontario as a case study, in order to develop an understanding of what leads to successful WMS implementation. The project management concept of critical success factors was applied and interviews with project decision-makers and key stakeholders were conducted. Nine factors were identified and a comparison between a ‘smooth’ and ‘rough’ project is used to illustrate the cumulative effects that these factors, and their interrelationships, have on project implementation success. Practitioners can use these findings to evaluate WMS projects based on likelihood of success and allocate resources accordingly, ultimately leading to increased chances of implementation and overall benefit to conservation and society.

CRITICAL SUCCESS FACTORS AND THEIR INFLUENCE IN ERP IMPLEMENTATION SUCCESS OF ORGANIZATIONAL PERFORMANCE

Effectiveness and efficiency of ERP execution is depending on the organization implementation. Every company that embarks on ERP execution will definitely hope that the execution will be success and effective. The concept of Critical Success Factors (CSFs) early emerged in 1961. Many studies have been conducted in order to analyze on the most CSFs. Few only intended di-rectly to focus on organizational performance. A conceptual model will be developing to show the relationship between all the selected CSFs towards organizational performance in making sure the successful of ERP implementation in the organization. Systematic Literature Review (SLR) has been done in order to gain the CSFs. Completely target CSFs will be list out and traceability matrix table will be produce due to the priority of organizational performance. Pilot study has been conducting to proof the conceptual model suggest. A questionnaire has been distributed to 30 industry respondents. Results from this questionnaire survey than will demonstrate either the CSFs is really effect the successful execution of ERP in organizational performance or need to do changes based on the outcome. This paper proposes specific CSFs that influence directly to ERP execution success towards organizational performance. These will be very useful to organization in order to check on the organizational performance towards the successful implementation of ERP.

Determinants for success of public-private partnership in India: a conceptual model

In the present era, governments across the world are focusing on new innovative methods for financing projects, developing infrastructure and delivering quality services. Public-private partnerships (PPPs or 3Ps) are an instrument to collaborate the strengths of both public and private sectors. One of the most important areas of PPP study in the present time is its critical success factors (CSFs). This work aims to systematically evaluate the research work on the CSFs for implementing PPPs. The concept of CSFs shows an innovative way to categorise certain factors whose presence in a project is expected to make the project successful. The current paper highlights 14 main CSFs which are considered as significant for any PPP project. Each factor includes a number of success sub-factors. Finally, a framework for determinants of PPP is developed based on literature review.

Critical Factors for Structural Safety in the Design and Construction Phase

Structural failures occur worldwide. Various investigations have concluded that the primary causes of failure were design and construction errors within the building process. However, the exact factors that played a significant role were not clear. Therefore, the primary focus of this study is to improve structural safety by determining the influencing factors for structural safety within the design and construction process. First, a theoretical framework was developed, based on safety science and management literature. In particular, the concept of critical success factors, the factors within projects that are essential to reach the stated goals, appeared to be useful for this research. The factors mentioned in the literature played a role within some documented structural failures in the Netherlands. Based on this framework, a questionnaire was established. In this questionnaire, participants from the building industry were asked to indicate the extent to which factors from the theoretical framework were present in successful and less successful projects. In addition, they were asked to select the greatest determining factors for structural safety, in their opinion, from a list of possible factors. The results were statistically analyzed. Factors concerning the interrelations between various project partners had the largest impact on structural safety: communication and collaboration, control mechanisms, allocation of responsibilities, structural risk management, safety culture, and knowledge infrastructure. These factors will be designated the critical factors for structural safety, which are essential to assure structural safety within projects.

Critical success factors for B2B e-markets: a strategic fit perspective

Purpose – The objective of this paper is to explore and determine a set of factors that are critical to the success of business-to-business (B2B) e-markets in the aerospace and defence, healthcare, higher education and local government industry sectors, in order to advance our current understanding of what factors facilitate e-market adoption and success. The paper examines critical success factors (CSFs) for e-markets from a strategic fit perspective. Design/methodology/approach – The study adopted a semi-inductive qualitative approach based on a review of the literature, followed by a pilot study and 58 indepth semi-structured interviews with senior level executives in buyer, supplier, e-market and third-party organisations. Qualitative data analysis software, QSR N6, was used to code and analyse the interview data for citations that corresponded with the candidate e-market CSFs that had been identified either in the literature, pilot study or during the course of the interviews with respondents. The CSFs for e-markets were ranked by the frequency of respondents citing a particular CSF. Findings – The study found eight factors that are critical to e-market success and four factors (critical mass, integration issues, value proposition, and leadership participation) were found to be conducive to e-market success in all four industry sectors. Likewise, four factors (industry knowledge, revenue model, branding and reputation, and rich content) were found to be only conducive to e-market success in three of the four industry sectors. Practical implications – The paper can help academic researchers, managers, consultants, practitioners and other professionals better understand what factors are critical to the success of e-markets and other online enterprises operating in the B2B marketspace. Originality/value – There have been numerous calls for more empirical research on the dynamics of e-market adoption for more than a decade. To date, research on the CSFs for e-markets has been largely anecdotal and sporadic with a paucity of studies noting factors that are likely to be favourable to e-market success. This study addresses the call for more research on e-markets and imparts empirical evidence on factors that are perceived to be conducive to the success of e-markets. It contributes to the base of knowledge on e-markets by relating the concept of CSFs with the theory of strategic fit as, to date, no known study has examined CSFs for e-markets from a strategic fit perspective. The study also presents the benefits capabilities-industry participants’ needs fit conceptual model as a precursor for theory building in future studies on B2B e-markets and informs stakeholders involved in developing e-markets or other online B2B ventures to better comprehend the conditions and determinants of success.

Critical success factors at SAIPA Press

PurposeThis paper aims to review a study that identified the critical success factors at automobile part company SAIPA Press.Design/methodology/approachThe paper explains the concept of critical success factors and suggests how to identify them and then convert them into opportunities.FindingsThe key success factors (KSF) of any company are those aspects of business and strategy that are absolutely central to success. They might include research and development, hiring technically qualified people, customer relationship management or simply employee satisfaction. They vary across sectors, and then from firm to firm, but in every case there are three to six success factors that are identifiable and should be well understood by all employees.Practical implicationsThe paper gives a framework for identifying CSFs in any business.Originality/valueThe paper may be useful to managers in many different sectors.

Evaluating Country Competitiveness in Emerging Industries

Many leading countries have strategy for important emerging industries such as nanotechnology and biotechnology. Evaluating country competitiveness in such industries is a complex process, but findings can be very valuable. This article shares findings and learning of an attempt to address this vital need about competitiveness. Strategy concept of critical success factors is being extended to country level to evolve simple but effective approaches. For the purpose, this article leverages the data from the IPS National Competitiveness Report for benchmarking. The learning and insights derived through the research are used to introduce simple matrix of industry life cycle and segments to help make strategic choices for differentiated positions and also draw strategic implications.

A framework for assisting the design of effective software process improvement implementation strategies

A number of advances have been made in the development of software process improvement (SPI) standards and models, e.g. Capability Maturity Model (CMM), more recently CMMI, and ISO’s SPICE. However, these advances have not been matched by equal advances in the adoption of these standards and models in software development which hasresulted in limited success for many SPI efforts. The current problem with SPI is not a lack of standards or models, but rather a lack of an effective strategy to successfully implement these standards or models. In this paper we have focused on SPI implementation issues and designed three individual components in order to assist SPI practitioners in the design of effective SPI implementation initiatives. We have pulled together individual components under one SPI implementation framework (SPI-IF) using a bottom-up approach already familiar to many practitioners and researchers. The framework is based on the results drawn from SPI literature and an empirical study we have carried out. In the design of SPI-IF, the concept of critical success factors (CSFs) was used and extended. Thirty-four CSF interviews were conducted with Australian practitioners. In addition, 50 research articles (published experience reports and case studies) were also selected and analysed in order to identify factors that play positive or negative roles in SPI implementation. The SPI-IF provides a very practical structure with which to assess and implement SPI implementation initiatives. In order to evaluate SPI-IF, a practical evaluation scheme was undertaken. The evaluation results show that SPI-IF has potential to assist SPI practitioners in the design of effective SPI implementation initiatives. Thus, we recommend organizations to use SPI-IF in order to effectively design SPI implementation initiatives.

A maturity model for the implementation of software process improvement: an empirical study

Different advances have been made in the development of software process improvement (SPI) standards and models, e.g. capability maturity model (CMM), more recently CMMI, and ISO's SPICE. However, these advances have not been matched by equal advances in the adoption of these standards and models in software development which has resulted in limited success for many SPI efforts. The current problem with SPI is not a lack of standard or model, but rather a lack of an effective strategy to successfully implement these standards or models. The importance of SPI implementation demands that it be recognised as a complex process in its own right and that organizations should determine their SPI implementation maturity through an organized set of activities. In the literature, much attention has been paid to “what activities to implement” instead of “how to implement” these activities. We believe that identification of only “what” activities to implement is not sufficient and that knowledge of “how” to implement is also required for successful implementation of SPI programmes. We have adopted a CMMI approach and developed a maturity model for SPI implementation in order to guide organizations in assessing and improving their SPI implementation processes. The basis of this model is what we have studied in the SPI literature and an empirical study we have carried out. In the design of this maturity model we have extended the concept of critical success factors (CSFs). We have conducted CSF interviews with 23 Australian practitioners. We have also analysed CSFs and critical barriers using 50 research articles (published experience reports and case studies). This maturity model has three dimensions––maturity stage dimension, CSF dimension and assessment dimension. It provides a very practical structure with which to assess and improve SPI implementation processes.

Critical success factors of TQM: A select study of Indian organizations

In the context of TQM, it is essential that the organizations identify a few key critical success factors, which should be given special attention for ensuring successful implementation of TQM program. The concept of critical success factors (CSFs) and their use in supporting planning efforts was originated from the approach associated with the development and implementation of management information systems. This paper represents a review of the literature on CSFs and supported by various philosophies of TQM. Such factors are considered as conducive to the success of TQM implementation. Based on an exploratory study of Indian organizations engaged in manufacturing and services, CSFs have been identified.

The Concept of Critical Success Factors (CSFs) as a Planning Tool for Healthcare Managers

A well-used concept in business, the Critical Success Factor (CSF) is just beginning to be applied to healthcare organizations. This article discusses the utility of the CSF approach to the management of health services, explains how senior healthcare executives can use it to consider, define and direct the planning needs of healthcare organizations, and demonstrates how it can be applied in hospital management. Managers can use the CSF planning approach to achieve the organization's goals in accordance with its mission, be competitive, and evaluate and restructure existing programs to satisfy needs to meet specific objectives.

Identifying and using critical success factors

This article focuses on defining and discussing the concept of critical success factors as input into the environment analysis, resource analysis, and strategy evaluation steps in the strategic planning/strategy development process. The reader is provided with eight possible sources of critical success factors including environmental analysis, analysis of industry structure, industry/business experts, analysis of competition, analysis of dominant firm in the industry, company assessment, temporal/intuitive factors and PIMS results. Examples of CSF's from various sources are provided and a scheme by which the reader can assess the relative importance of identified CSF's is presented.