Organizational Critical Success Factors Research Articles

An Ensemble Model for Predicting Retail Banking Churn in the Youth Segment of Customers

(1) This study aims to predict the youth customers’ defection in retail banking. The sample comprised 602 young adult bank customers. (2) The study applied Machine learning techniques, including ensembles, to predict the possibility of churn. (3) The absence of mobile banking, zero-interest personal loans, access to ATMs, and customer care and support were critical driving factors to churn. The ExtraTreeClassifier model resulted in an accuracy rate of 92%, and an AUC of 91.88% validated the findings. (4) Customer retention is one of the critical success factors for organizations so as to enhance the business value. It is imperative for banks to predict the drivers of churn among their young adult customers so as to create and deliver proactive enable quality services.

Establishment of Critical Success Factors for Organizations Managing High-rise Residential Buildings: A Review

Disputes between residents and the organization managing their high-rise residential building sometimes remain unresolved problems. Satisfactory Critical Success Factors (CSFs) will ensure successful competitive performance for the organization. Therefore, this paper aims to determine the most critical factors for the success of organizations in non-low cost high-rise residential buildings. Based on comprehensive analyses from previous research, this study proposes five (5) CSFs for organizations managing high-rise residential buildings. Findings will be expected to assist organizations managing high-rise residential buildings, specifically in non-low cost residential building in evaluating their performance.

A PERSPECTIVA DO ALINHAMENTO DE ESTRATÉGIAS SUSTENTÁVEIS NA GESTÃO DE COOPERATIVAS

In this context where environmental management is configured on a critical success factor for organizations, it is necessary to investigate: If the issues of environmental responsibility are considered and incorporated into business strategies of Cooperatives? To meet the purpose of the present study seeks to analyze the alignment of social and environmental responsibility issues and strategies developed by companies belonging to the Group of Agrarian Cooperative of Rio Grande do Sul/ RS. The research has a quantitative nature. As for his goals, the study can be classified as exploratory and descriptive. Data collection was performed by means of instruments applied to the managers of seven unions belonging to the Group of Agrarian Cooperatives, based in five cities located in the central region of RS. For data analysis, we used SPSS 20.0, which was performed in the test frequency. The main results showed that the units of the Group are consolidated Cooperatives, with significant participation of four thousand associates. In all of Cooperatives, managers are unaware of the importance of environmental management area, because only actions are taken to control water and energy, as well as actions to comply with the regulatory requirements. Thus, it appears that the unions are much weaker than expected for a strategic alignment to environmental management.

Performance expectancy and use of enterprise architecture: training as an intervention

Purpose– Enterprise architecture (EA) aligns information systems with business processes to enable firms to reach their strategic objectives and, when effectively employed by organizations, can lead to enhanced levels of performance. However, while many firms may adopt EA, it is often not used extensively. The purpose of this paper is to examine how performance expectancy (PE) and training affect the degree to which organizations use EA.Design/methodology/approach– The paper employed a survey method to gather data from IT professionals, senior managers, and consultants who work within organizations that have adopted EA. Covariance-based structural equation modeling was used to analyze the research model and test the hypotheses.Findings– The paper found PE to be a significant predictor of EA use. In addition, training is also shown to enhance use of EA while also playing a mediating role within the relationship between PE and use of EA.Research limitations/implications– The study is limited by the focus only on training as an intervention. Other mediators and/or moderators such as top management support and organization culture may also play an important role and should be examined in future studies. Nonetheless, the study demonstrates the critical role that training can play in facilitating widespread use of EA within organizations.Practical implications– Widespread use is a critical success factor for organizations that want to gain the maximum possible benefit from EA. To achieve extensive use, the study suggests that organizations that adopt EA should consider implementing a formal and robust education and training program.Originality/value– This study extends the research on information technology training by examining the role of training as an intervention within the technology acceptance paradigm. The paper also contributes to the literature regarding post-adoption innovation diffusion by demonstrating the efficacy of organizational training in promoting widespread usage.

Organizational Transformation: Designing the Innovative Generation Y Organization

The knowledge economy demands an organizational approach that is flexible, agile and adaptable to the needs of an ever-changing environment and customer. Within the developing world, the drive for entrepreneurship and innovation has been deemed as critical success factors for organizations to survive and thrive amidst the challenges posed by the 21st century landscape. The purpose of the project was to design, develop and implement an organizational culture transformation programme for a generation Y entrepreneurial creative agency within South Africa to drive innovation, storytelling and creative excellence. The implementation utilized narrative inquiry (executive interviews; employee focus groups; enterprise change techniques) to gather data in order to implement an organizational design methodology aimed to redefine the organizational purpose, operational model and talent architecture. The study encapsulates action research that was conducted over a six-month period with a multidisciplinary consulting team ranging from work psychologists and industry subject matter experts from various disciplines. Implications for the project enhances the current research landscape pertaining to organizational design, collaborative and emergent change techniques, as well as practical tools and findings that can be applied to foster organizational designs that drive innovation, problem solving and creative excellence.

English

Unlike in the past, a critical success factor for organizations in this 21st century in achieving and sustaining a competitive advantage is by combating the challenge of improving quality and service delivery. This study using the ex-post facto design critically analyzed the role of selection interview and selection test on employee’s performance. One hundred and ninety (190) (males = 96 {50.5%}; females = 94 {49.5%}) participants whose age ranged between 20 and 55, were involved in this study. Three hypotheses were tested using the t-test and ANOVA, the findings showed that female university employee unlike males favourably perceived the link between selection interview, selection test and employee performance t (188) = 3.86, p<.05. The result also revealed that university employees who are singles, more than the married, reported more favourable perception of the link between selection interview, selection test and employee performance t (188) = 6.43, p<.05. It also showed that university employees in the age range of 20-25 years reported the highest mean score on perception of the link between selection interview, selection test and employee performance. Therefore, selection interview and selection test are good predictors of employee performance, if conducted in a standardized form. Key words: Perception, selection interview, selection test, employee performance.

An empirical investigation on organizational innovation and individual creativity

Innovation is one of the critical success factors for organizations. It is essential for business to understand the driving forces of innovation. This study investigates the impact of the following three factors on innovation: employee relationship, knowledge sharing, and IT application maturity. 167 samples of firm level data were collected to construct the measurements of innovation, intensity of employee relationship, employee diversity, quality of knowledge sharing, and IT application maturity. It is found that all of these factors have significant impacts on innovation. We further extend the investigation to individual creativity as a corresponding concept to organizational innovation. An employee social network was constructed at a size of 149 nodes. It is shown that the centrality of each employee in the social network has significant positive impact on individual creativity. With these results from investigating organizational innovation and individual creativity, this study empirically illustrates the importance of enhancing employee relationship, knowledge sharing, and IT application maturity.

Organizational critical success factors influencing balanced scorecard systems in UK healthcare

AbstractThe balanced scorecard has increasingly become established as a practitioner management tool within UK healthcare organizations over the last two decades. This paper aims to outline the current organizational critical factors that have a propensity to influence the success of a balanced scorecard system within UK healthcare organizations, with focus on the system in England. The National Health Service (NHS) remains a uniquely complex sector, and is entering a period of further change. Ten critical success factors are identified, which are grouped into four over arching categories. The categories identified are: strategic purpose, design and process, contextual integration, and strategic human resource management. It is acknowledged that different approaches can be taken in terms of content and purpose for a balanced scorecard system, including systems focusing on performance measurement or strategic management. Notwithstanding such local interpretations, it is suggested that senior management mus...

Innovation Contests

The ability to generate innovative products and services is a critical success factor for organizations. The trend of open innovation has brought about many-faceted, IT-based tools (e.g., lead user method or online tool kits), among these, the innovation contest seems particularly promising and continuously gains in importance as a corporate practice. However, a deep understanding of this online innovation practice is still lacking. Contrary to other methods used to realize open innovation, research in the field of online innovation contests displays a growing, but only rudimentarily intertwined body of publications. This paper provides the quintessential systematization of the field by integration of academic knowledge and business deployment. Juxtaposing 33 relevant journal and conference publications with empirical basis and an analysis of 57 real-world innovation contests, interesting disruptions are pointed to and six pathways for future research are described. These cover the optimal degree of elaboration, the interplay of competition and community, the importance of community applications, the trajectory toward open evaluation, and the identification of additional design elements.

Evolution and revolution in the twenty‐first century: Rules for organizations and managing human resources

AbstractChanging organizational critical success factors, new expectations for human resources, and the changing roles and capabilities of HR professionals are discussed here. The authors envision that today's top HR job encompasses: enabling capable and courageous leadership; building a very strong and adaptive organizational culture; strengthening organizational productivity and performance; fostering creative innovations, products, and solutions; and building exceptionally high customer loyalty. They explain why and show you how this is done. © 2005 Wiley Periodicals, Inc.

Myths about outsourcing to application service providers

Which applications are organizations outsourcing to ASPs? What did they hope to gain? And what are the critical success factors for organizations using ASPs? To assess these issues we cosponsored a study to assess organizational attitudes and adoption metrics for ASPs. Our survey garnered 256 usable responses from businesses regarding their use of ASPs. The study indicated that a significant number of respondents believed ASPs offer a fast-track way of implementing IT projects. However, 80 percent also favored internal implementation for core IT projects, which suggests that other factors still present a substantial barrier to ASP adoption. Nevertheless, companies are outsourcing some core applications - such as supply chain management and e-commerce - and several non-core applications. This outsourcing implies that companies perceive a significant benefit to ASP adoption. The message for users is unambiguous: to succeed, understand how Internet outsourcing works for your company, benchmark against successful ASP adopters, and establish a common criterion for evaluating an ASP.

Career orientations and career success among research, and development and engineering professionals

Managing the careers of research, development and engineering (RD&E) professionals is important to the strategic use of RD&E in the economy. Appropriate mechanisms for motivating RD&E professionals will probably emerge as a critical success factor for organizations that want to compete in world markets. This study examines dimensions and levels of career orientation and their correlations with individual and work-related outcome variables among 78 RD&E professionals. The findings reveal a rich diversity of career orientation in RD&E professionals. The data strongly suggest that RD&E professionals are service, lifestyle and security oriented. However, they scored low on technical orientation and entrepreneurship. This paper suggests that the dual career ladder is not an effective device for managing RD&E professionals. Organizations must be careful to provide career paths that retain and motivate workers and, more importantly, find matches between organizational needs and individuals' needs, and restructure jobs accordingly. The authors offer suggestions for future research and identify implications for management.

Transformation of a health care information system: a self-assessment survey

US health care providers are seeking to reduce costs while simultaneously maintaining quality of care. One strategy for the reinvention of the health care industry is the more effective use of new quality and information technology solutions. Results are presented from a survey of 98 top executives at Baylor Health Care System (BHCS), a large, multifunction health care organization in Dallas, TX. The survey sought to assess the executives' perceptions of current BHCS quality practices. The study used a survey developed for the health care industry based on the Malcom Baldrige National Quality Award (MBNQA) criteria. This paper reports findings related to the quality of BHCS internal and external data and information quality. Factor analysis and regression models using the survey data were used to highlight findings that include: (1) the need for a $50+ million information system transformation at BHCS as an essential action item to achieve the organization's critical success factors, and (2) the importance of internal and external data and information in achieving business process redesign and a quality transformation at BHCS. Results highlight the need for further research investigating the dimensions associated with the MBNQA criteria and their relationship with the information and analysis component.

Using adaptive engineering to implement breakthrough strategies

AbstractMuch has been written about reengineering. But is such a drastic approach always necessary? Perhaps not. By using adaptive engineering to delve into performance failures, as well as potential remedies, managers can learn a great deal about customer expectations and their organization's critical success factors. This will enable them to determine why a particular process is not working and develop a workable alternative that may allow them to refine rather than do away with existing procedures—and the resources already spent on them. By learning more about the problems they face and their possible solutions, organizations can get on the right track to continuous improvement.

Measuring Divergent Thinking Attitudes Related to Creative Problem Solving and Innovation Management

In an increasingly complex and changing business environment, creativity is becoming recognized as a critical success factor for organizations. The identification of attitudes toward creativity and the subsequent development of thinking are important mechanisms for organizations to encourage creativity across all employees. Employee attitudes toward creativity can indicate their potential for behaving in a manner, and organizations that can incorporate creativity into their organizational culture can further encourage thinking. This research extended previous research that had identified 2 divergent thinking attitudes related to organizational creativity. Three additional attitudes were identified as valuing new ideas, creative individual stereotypes, and too busy for new ideas, using various psychometric and substantive analyses with 2 large samples including both business students and employees of industrial organizations. Basic scales were established to measure all 3 a...

Accounting and non‐accounting measures of quality‐based performances in small firms

In recent years it has been often claimed that quality is one of most critical success factors for organizations. Managers introduced quality‐based programmes – such as total quality management – assuming that performances would improve. However, many quality‐based initiatives failed. There are several reasons that could explain the failure of quality‐based strategies in a number of firms; suggests two causes: the lack of effective decisional tools for evaluating the most effective investment(s) among a set of potential programmes; and the lack of specific goals to be assigned to each investment in order to monitor the actual results of the programmes on time. In small firms these problems are greater because of the limited availability of financial and managerial resources which make more difficult the identification of the most effective decisional solutions. Identifies a conceptual framework aimed at supporting the choice of most effective models for evaluating quality‐related investments in small firms, particularly an approach which balances different decisional needs such as completeness, urgency of evaluation, measurability of output and structural characteristics.

The Alignment between Organizational Critical Success Factors and Information Technology Capability in Academic Institutions

Alignment between organizational critical success factors (CSFs) and competencies is widely believed to improve performance. This study examines the performance implications of alignment between CSFs and one source of competence, the organization's information technology (IT) capability. The effects of three antecedent factors–environmental uncertainty, integration, and IT management sophistication–are also examined. This paper uses survey data from 244 large academic institutions, along with some secondary data. Following the profile deviation approach to measure alignment, the academic institutions are divided into three clusters based on their CSFs: the academic comprehensives, the reputed giants, and the small educators. The ideal profile of IT capability is next developed for each cluster in terms of four dimensions: information retrieval, electronic communication, computing facilities for students, and computer-aided education. Alignment is then computed for each institution as the proximity of its IT capability profile from the ideal IT capability profile for the cluster to which it belongs. The results suggest that alignment facilitates both perceived IT success and organizational performance. Moreover, sophisticated IT management facilitates both alignment and perceived IT success, environmental uncertainty facilitates perceived IT success but not alignment, and integration facilitates neither alignment nor perceived IT success.

The Alignment between Organizational Critical Success Factors and Information Technology Capability in Academic Institutions

The Alignment between Organizational Critical Success Factors and Information Technology Capability in Academic Institutions