List Of Critical Success Factors Research Articles

의료관광의 주요성공요인 및 중요도에 관한 연구

본 논문의 연구목적은 차세대의 국가 경세의 성장엔진으로 알려진 의료관광 산업의 성공적인 발전을 위한 주요성공요인(CSF)을 개발하는 것이다. 이를 위해서 연구자는 실험적이고 확정적인 요인 분석을 실시하여 주요성공요인을 생성하였고, 이들 요인들의 신뢰성과 타당성을 조사하였다. 본 연구를 위해 76명의 의료관광 분야의 전문가가 본 연구가 실시한 설문조사에 참여하였다. 설문지는 모두 51개항의 질문으로 구성되었으며, 이들이 성공적인 의료관광의 주요성공요인 도출을 위한 측정지표가 된다. 본 연구를 통해서 생성된 요인은 모두 15가지이다. 요인분석으로 성과측정지표를 개발한 후에는 이들 요인들 사이의 중요도를 계층분석기법(AHP)으로 분석하였다. AHP 분석의 결과로 주요성공요인들 사이의 중요도출 측정할 수 있었다. 본 연구의 결과는 급변하는 의료환경에서 각 의료기관들이 의료관광 시장에서 경쟁력을 확보할 수 있도록 방향과 기준을 제시할 수 있을 것이다. Health care has become one of the paramount issues of the 21st century as governments and individuals grapples the complex problems associated with contemporary medical care such as cost, affordability, and shifting demographic trends. The purpose of this study was to develop the critical success factors of medical tourism for health-care organizations and to measure the wights of these factors. For this purpose, we gathered the data from doctors, travelling agencies and scholars. about the success factors of medical tourism. Exploratory and confirmatory factor analysis was carried out to determine the factors as the Critical Success Factors of medical tourism. We did also the research to evaluate the validity and reliability of these factors. After that the Analytical Hierarchy Process (AHP) was applied to analyze the weight and significances among these factors. Factor analysis resulted in 15 major factors (Eigenvalue > 1.0). The AHP analysis showed the list of Critical Success Factors weighted by its significance priorities. The recommendable degree of reliability and validity suggests that these factors could be the valuable refences for the policy making process of the medical tourism in Korea.

A SWOT analysis of total productive maintenance frameworks

In the literature of Total Productive Maintenance (TPM), a large number of frameworks have been proposed by different authors and consultants. If an organisation or a maintenance manager has to make a strategic decision of implementing TPM, it may not be easy for them to identify a suitable framework from a plethora of frameworks that are available in literature. Hence, in this paper, an attempt has been made to perform a comparative study of these frameworks using a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis. In addition to this, the SWOT analysis helped us consolidate a list of critical success factors for TPM apart from identifying the potential weaknesses and threats. Further, it can be concluded that implementation of TPM is by no means an easy task, as it is heavily burdened by weaknesses and threats. However, if an organisation implementing TPM gives due considerations to these weaknesses and threats, it can utilise the significant strengths and opportunities offered by TPM to achieve a competitive advantage.

Challenging the code of change: Part 2. Crossing the rubicon: Extending the integration of change

It has been argued that the two most common approaches to change management adopted by organizations, Theory E and Theory O, represent an inefficient dichotomy and integrating elements of both into any change initiative has been proposed. The dichotomy in a Theory E approach, incorporating practices driven by an economic imperative and a Theory O approach, incorporating practices for improving organizational capability are questioned by this research. By comparing the integrated model identified by Beer and Nohria (2000) with 18 other change management approaches, the limitations of their model are exposed. Considerable similarities are observed between change management models and this leads to the conclusion that a more comprehensive integrated model should be developed and tested. This includes the importance of identifying the context for change as a prerequisite to change design. Initial research validated the use of an extended list of critical success factors, the utility of a new model for initiating change and reinforced the importance of a contingency paradigm.

Challenging the code of change: Part 1. Praxis does not make perfect

It has been argued that the two most common approaches to change management adopted by organizations, Theory E and Theory O, represent an inefficient dichotomy and, thus, integrating elements of both into any change initiative has been proposed. The dichotomy presented by a Theory E approach, incorporating practices driven by an economic imperative and a Theory O approach, incorporating practices to improve organizational capability, are questioned by this research. By comparing the integrated model identified by Beer and Nohria (2000) with 18 other change management approaches, the limitations of their model are exposed. The considerable similarities observed between change management models leads to the conclusion that a more comprehensive integrated model should be developed and tested. This includes the importance of identifying the context for change as a prerequisite for change design. Initial research validated the use of an extended list of critical success factors and the utility of a new model for initiating change and reinforced the importance of a contingency paradigm.

A Comprehensive Study on the Differences in ERP Implementation between Manufacturing and Service Industry

In the first part, this paper presents a review of current literatures on key critical success factors (KCSFs) and their inevitable relative links with ERP benefits, project (strategic) goals and objectives in ERP implementation; this literature review searches for the available KCSFs in two sectors: manufacturing and service industry. The second part of paper looks into the available literature on differences in manufacturing and service industry. From these differences we deduct that there are differences in ERP implementation between manufacturing and services. INTRODUCTION In the course of the 1990s, ERP systems evolved when the functionality of MRPII in production was blended with other applications concerning quality, maintenance, marketing, sales, personnel and various other support activities. Thus, ERP systems moved away from the manufacturing environment to support of the entire manufacturing company and from there to the support of service companies as well. These changes in functionality and application environment have had an important impact on implementation processes for these systems. There is a voluminous literature on implementing ERP systems, which has resulted in an increasingly long list of critical success factors. There is little systematic attention, however, for the question if implementation requires different approaches if it takes place in a services environment instead of a manufacturing environment. Inspired by some implementation failures in a services environment, we have carried out a systematic review of the literature on this issue. First, we have compared the literature on MRP implementation with the literature on ERP implementation. Since ERP is supportive of many more service elements in the manufacturing environment, we expected some first clues from this comparison. Furthermore, we have compared the literature on ERP implementation before 2000 with that after 2000. Before 2000, implementing ERP was most frequently tied to solving the Y2K problem and solving various other problems with legacy systems, whereas this is most certainly less so after 2000. Again, we expected this comparison to give us a clearer view on differences in implementation requirements between manufacturing and services. In our review we looked at differences in the reasons for ERP adoption (including project goals, business objectives) and differences in project routes (project phases) and key critical success factors in implementation between manufacturing and services. Our investigation shows that some differences can indeed be identified that appear to be related to the inherent differences between manufacturing and services. We conclude that, compared to a manufacturing environment, implementation in a services environment needs to be less technology oriented, more bottom-up and more concerned with external integration with customers.

Critical Success Factors in the Development of Business-to-Business Electronic Commerce

The ubiquity of the Internet is enabling many enterprises, including small-to-medium enterprises (SMEs) to develop cost-effective electronic business-to-business (B-to-B) relationships. Currently, little is known about what strategies and tactics lead to successful adoption of B-to-B e-commerce. The purpose of this paper is to determine the critical success factors (CSFs) that underlie the development of Internet-mediated B-to-B e-commerce. A candidate list of CSFs was developed from academic and practitioner literatures. This was followed by a case study of organizations engaged in supply-chain B-to-B e-commerce relationships in the transport and logistics industry. Among the CSFs identified by the CIO respondents, four stood out as being uniformly important: holding a clear e-business vision, customer readiness, top management support, and creative, flexible managerial thinking. The CSFs identified by the CIOs are compared to those found in the literature, and the discrepancies are identified and discussed.

Implementation of an environmental management system: the experience of companies operating in Singapore

Examines the issues related to ISO 14001/Environmental Management System (EMS) implementation in Singapore. Using a literature review, the factors that hinder implementation, the possible benefits of such implementation and a list of critical success factors (CSFs) are identified. Seven case studies were conducted with companies which were either ISO 14001 certified, or in the process of certification. The case studies are used to examine the validity of the factors identified in the literature. All the listed CSFs were found to be applicable to all the ISO 14001 certified companies. However, all of these factors were not uniformly applicable to all companies. Similar to the CSFs, all the barriers to implementation that were identified in the literature review section were found to be applicable to the sample companies. However, once again, all of these factors were not uniformly applicable to all companies. The majority of the sample companies reported some form of tangible and intangible benefits from i...

The effectiveness of market information in enhancing new product success rates

An overview of the success/failure literature in new product development points to a long list of critical success factors (CSF), which define what should be done to enhance new product success rates but not how to do it. The net result is failure rates which are marginal improvements on previous decades. The basic tenet of this paper is that the effective use of market information throughout the new product development process (NPD) can enhance the success rates of new products. We examine the contingencies affecting the perceived utility and use of market information in the NPD process and develop propositions describing these contingencies. The outcome of our discussion is a conceptual framework, which can aid research in this critical area of organisational activity.

A new framework for determining critical success/failure factors in projects

Only a few studies in the project management literature concentrate on the critical factors that affect project success or failure. Whereas many of these studies generate lists of critical success factors, each list varies in its scope and purpose. The success factors are usually listed as either very general factors or very specific factors affecting only a particular project. However, lacking a comprehensive list makes it difficult not only for project managers but also for researchers to evaluate projects based on these factors. In this study, we suggest a new scheme that classifies the critical factors, and describes the impacts of these factors on project performance. Emphasis is given to the grouping of success factors and explaining the interaction between them, rather than the identification of individual factors. An empirical study is conducted to test the practicality of using such a scheme. The statistical analyses of the results demonstrate the differences between the critical success factors identified in a previous study from literature and the factors identified with the use of our scheme. Many critical factors, such as factors related to project managers' performance, factors related to team members and environmental factors, became apparent with this study. The results are encouraging, in that practitioners support the use of this scheme for determining and analysing critical success factors and how systems respond to these factors.

Information architectures: the information resources entity (IRE) modelling approach

Most approaches being put forward today for constructing an information architecture for a large organisation, such as a Fortune 1000 company, are essentially top‐down approaches. That is, organisations are first admonished to come up with a list of critical success factors. Then they're told that every business or enterprise, no matter what kind, has certain standard ‘classes of information’, into which all of the organisation's information systems, data, records and files can be shoehorned. ‘Prepare a matrix,’ we are told, ‘and then correlate your information classes with the critical success factor list.’