scholarly journals An empirical study on the key success factors of ppp-based PCA in the big data environment -- a case study of China

2020 ◽  
Vol 214 ◽  
pp. 01010
Author(s):  
Bowen Su ◽  
Qiliang Hu
Keyword(s):  
Big Data ◽  
Success Factors ◽  
Financial Analysis ◽  
Relevant Literature ◽  
Principal Component ◽  
Government Support ◽  
Key Factors ◽  
Key Success Factors ◽  
Data Environment ◽  
The Government

Public-private partnerships (PPPS) are increasingly being used in the construction of public services such as infrastructure in China. In the process of PPP project implementation, there are successes and failures, and the key factors of success are not completely clear. In order to identify the key factors for the success of PPP projects in the big data environment, PCA analysis is used to solve the problem of how to identify the key factors for the success of PPP projects in the big data environment. By studying the big data of PPP project and relevant literature at home and abroad, 32 potential key factors for success were constructed. The key success factors of PPP project were analyzed by questionnaire survey and principal component analysis. The results show that the 32 key factors for success can be summarized into five categories: political and economic environment, project development and operation management, government support and participation, government credit and commitment, strength of stakeholders, and factors of project bidding and procurement. Among the five factors, the key factors for the success of PPP projects are the continuous optimization of PPP policies, the rational project risk sharing mechanism, the guarantee and commitment of the government, the integrity and stability of government personnel, the satisfaction of public interests, and the complete financial analysis. This PCA method effectively solves the key factors for the success of PPP projects in the big data environment, ensures the smooth implementation of PPP projects, and promotes the long-term development of PPP projects.

scholarly journals Examining the Key Success Factors for Startups in the Kingdom of Bahrain

2021 ◽  
pp. 9-49
Author(s):  
Muneera Al Sahaf ◽  
Lamea Al Tahoo
Keyword(s):  
Success Factors ◽  
Active Role ◽  
Major Effect ◽  
Fund Raising ◽  
Key Success Factors ◽  
Clear Vision ◽  
Vision 2030 ◽  
The Government ◽  
Oil Wealth ◽  
The Impact

With Bahrain Economic Vision 2030, aspiring the shift from an economy that depends on oil wealth to a diversified economy, including startup businesses.  A number of startups in Bahrain have been growing at a rapid pace in various industries. This is a result of the excellent ecosystem, and support provided to startups by the government in Bahrain. This study aims to examine the key success factors of startups in the Kingdom of Bahrain. The quantitative method was the adopted approach, whereby data was collected to examine the impact of four selected variables; fund-raising, experience, knowledge, and partnerships on the success of startups in Bahrain. The quantitative findings outlined the importance of several factors that were perceived to have a significant influence on the success of Bahraini Startups, where the majority of respondents agreed/strongly that two of the examined factors are considered critical to succeed in startups in the Kingdom of Bahrain. These factors are experience and knowledge, which proved to have an active role to maintain the success of startups. However, the startups’ founders disagreed on the impact of fund-raising and partnerships which are considered to have no major effect on the success of startups. Recommendations of this research include two segments; for founders is to seek more opportunities to enhance their knowledge and capitalize on their experiences, and for government entities to provide and improve training offerings, and facilitate founders’ communication and assist them in reaching out to the investors and the supporting entities, which will provide ease for new startup entry to the market, and establishment of a clear vision with framework prior to embarking the new venture.

scholarly journals Model for assessing the success of SMEs in the internacionali­zation process

2010 ◽  
Vol 58 (6) ◽  
pp. 245-252
Author(s):  
Lea Kubíčková ◽  
Aleš Peprný ◽  
Šárka Nováková
Keyword(s):  
Risk Management ◽  
Success Factors ◽  
Small And Medium Enterprises ◽  
Evaluation Model ◽  
Internationalization Process ◽  
Key Factors ◽  
Simple Method ◽  
Key Success Factors ◽  
Simple Evaluation ◽  
Medium Enterprises

The paper deals with evaluating the success of small and medium-sized companies in in­ter­na­tio­na­li­za­tion process. The process of internationalization is defined in the literature in a many ways; there is a countless variety of different approaches and models of internationalization process of firms. Like all processes in the firm also the internationalization process is accompanied by risks. For risk management it is important to know what the key factors of success are in the international arena. In this article is presented a simple evaluation model that could be used by SMEs to determine not only how strong are they compared to competitors, but also at what level are their key success factors in the process of internationalization. The aim was to find a simple method to help small and medium enterprises to assess their situation in the field of internationalization and to help them identify their strengths and weaknesses in this area. Proposed simple evaluation model has the graphic output from which it can be seen in which areas the company is doing well in internationalization process and in what areas is doing badly – then there is room for further improvement. Creating the model it was essential to divide the various factors into several groups and further evaluation to determine the range by which SMEs can quantify the level of success in internationalization process. Before the model was constructed it was necessary to collect data among small and mid-sized firms, and to process the outputs of the survey. After confirmation or to rejection of the certain hypotheses key success factors of SMEs in the internationalization process were selected and these factors were then aggregated into 4 groups. The model was then applied to data obtained from a survey of 40 SMEs and in the paper there are presented specific examples of graphical output of the model for the best and worst rated company. Authors are aware that the model is simple and has its limits, there is the need of much more work and the authors foresee further modifications of this model.

The Success of the Link Model Programme in Rural Bangladesh: An Empirical Analysis

2018 ◽  
Vol 3 (2) ◽  
pp. 191-214
Author(s):  
Shutaro Takeda ◽  
Go Okui ◽  
Nanao Fujimura ◽  
Hisae Abe ◽  
Yuka Ohashi ◽  
...  
Keyword(s):  
Success Factors ◽  
Strongly Correlated ◽  
Key Factors ◽  
Or Education ◽  
Key Success Factors ◽  
Development Officers ◽  
Model Project ◽  
Degree Of Satisfaction ◽  
Link Model ◽  
Rural Appraisal

Link Model, a participatory rural appraisal (PRA) programme for micro-infrastructure construction funding aid, has received much attention in Bangladesh over the last few decades. This study aims to contribute to the latest phase of the Link Model project, launched in July 2016 by the Bangladeshi government. To this end, the authors conducted a field survey in Kalihati Upazila, which involved 102 villagers and 153 local representatives. The authors used the survey to examine the efficacy of the programme and to identify the key factors that contribute to its success. Results obtained from the questionnaire survey showed that the programme had high degrees of satisfaction and penetration in the surveyed villages. Moreover, the degree of satisfaction was unaffected by gender, religion, income or education background, which is notably consistent with the ideals of PRA. Villagers who understood the policy better were more satisfied with the micro-infrastructures developed through the Link Model programme. The ratings of union development officers (UDO) strongly correlated with the number of micro-infrastructures. Therefore, this study concludes that the key success factors of Link Model are (a) the understanding of villagers on the programme for quality and (b) the capability of UDO for quantity.

scholarly journals Key success factors for capacity development in the Brantas River Basin organisations in Indonesia

Water Policy ◽  
2013 ◽  
Vol 15 (S2) ◽  
pp. 183-205 ◽  
Author(s):  
Tjoek Walujo Subijanto ◽  
Harianto, Raymond Valiant Ruritan ◽  
Fahmi Hidayat
Keyword(s):  
River Basin ◽  
Success Factors ◽  
Capacity Development ◽  
Development Stage ◽  
Key Success Factors ◽  
Recovery Capacity ◽  
Public Corporation ◽  
New Challenges ◽  
The Government ◽  
Set Up

The Brantas River Basin has been developed under a stage-wise approach, with an evolving institutional set-up that has paved the path for the continuous development of water resources potentials within the basin. Following the maxim of ‘One river, One plan, One management’, the basin has profited from consistent steps of development, initially under the Brantas Project, into a service-based river basin organisation, namely Jasa Tirta I Public Corporation (PJT-I), established in 1990 and based on the principle of cost recovery. Capacity development in the basin is driven by challenges and has been reformulated several times to meet these challenges. During the development stage, the Brantas Project not only built the dam and other infrastructures, but also helped to establish the designer, planners and technicians for dam development in Indonesia. Nowadays, the sustainability of PJT-I depends on the trust of the Government and the satisfaction of the users who receive the services rendered. Key success factors of capacity development are strong leadership, incentive schemes and, most importantly, the spirit of innovation, the willingness to learn and the eagerness to take on new challenges.

scholarly journals Key success factors for the management of a shared services business unit (Article 3 of 3)

2006 ◽  
Vol 6 (1) ◽  
Author(s):  
T. N. Van der Linde ◽  
A. L. Boessenkool ◽  
C. J. Jooste
Keyword(s):  
Business Model ◽  
Success Factors ◽  
Shared Services ◽  
Business Unit ◽  
Key Factors ◽  
Literature Study ◽  
Key Success Factors ◽  
Business Units ◽  
Virtual Organisation ◽  
Brick And Mortar

Purpose: The first and second articles in the trilogy introduced shared services as a business model and the various models through which a shared services business can and must evolve to create value. The purpose of this third and final article in the trilogy of articles is to identify the key success factors required to successfully manage a shared services business unit. Methodology: A comprehensive literature study was conducted in order to identify the key success factors required to successfully manage a shared services business unit. This was followed up with an empirical study to determine if organisations that have implemented shared services as a business model are using any of these identified factors to successfully manage their respective shared services business units. Findings: In the article, a framework is generated to help organisations understand the key success factors required to successfully manage a shared services business unit. This work has further potential in that the key factors required can also be used not only in the normal brick and mortar organisations, but also in virtual organisations. Implications: This article presents a comprehensive approach to understand the key success factors required to manage a shared services business unit. These findings are important as they can be applied to a conventional organisation as well as a virtual organisation. Value: This article provides an understanding of the key success factors required to manage a shared services business model. When these key success factors are used as a basis for the management of a shared services business unit, it will continuously create value for the organisation.

scholarly journals KEY SUCCESS FACTORS FOR STATISTICAL LITERACY POSTER COMPETITIONS

2017 ◽  
Vol 16 (1) ◽  
pp. 202-216
Author(s):  
STEVE MACFEELY ◽  
PEDRO CAMPOS ◽  
REIJA HELENIUS
Keyword(s):  
Success Factors ◽  
Statistics Education ◽  
Key Factors ◽  
Statistical Literacy ◽  
Key Success Factors ◽  
Local Schools ◽  
Research Journal ◽  
Societal Norms ◽  
Use Of Technology ◽  
Culture History

Statistical literacy is complex and multifaceted. In every country, education and numeracy are a function of a multitude of factors including culture, history, and societal norms. Nevertheless, since the launch of the International Statistical Poster Competition (ISLP) in 1994, a number of patterns have emerged to suggest there are some common or universal success factors in running statistical literacy competitions involving schools, universities, statistical offices, and many other institutions. This paper outlines some of those factors, such as institutional cooperation, celebrating participation and success, improvement of statistical literacy in the local schools, support for teachers, the involvement of national statistics institutes, and use of technology. These factors have been identified from our own experience running the competition and from articles submitted to the ISLP newsletters. Statistical literacy is a complex phenomenon, and so this is neither an exhaustive list of key factors nor a formula for success, but rather an overview of recurring themes across countries participating in the competition around the world. First published May 2017 at Statistics Education Research Journal Archives

scholarly journals Critical Success Factors in Public-Private Partnership

2021 ◽  
Vol 4 (1) ◽  
pp. 81
Author(s):  
Sri Mulyani
Keyword(s):  
Success Factors ◽  
Organizational Factors ◽  
Public Private Partnership ◽  
External Factors ◽  
Structural Factors ◽  
Key Factors ◽  
Private Partnership ◽  
Goods And Services ◽  
Critical Success ◽  
The Government

Public Private Partnership (PPP) is an alternative solution for the government in order to provide public goods and services that the government cannot fulfill itself due to budget constraints.    However, not all PPP implementations are successful. In this article, the determinants of the success of PPP implementation are examined.  The analysis was carried out based on articles discussing the keys success factors of implementing PPP. These articles are taken from articles published in reputable journals. The results of the analysis show that organizational factors, interactional factors, structural factors and external factors are the key factors for the success  of the implementation of PPP.

Government-to-Government Enterprises

2011 ◽  
pp. 76-98
Author(s):  
Luiz Antonio Joia
Keyword(s):  
Central Bank ◽  
Public Administration ◽  
Success Factors ◽  
Electronic Government ◽  
Justice Department ◽  
Policy Makers ◽  
Key Success Factors ◽  
The Government

Electronic government has proven a watershed in the domain of public administration despite being difficult to pin down precisely. Indeed, the government-to-government (G2G) arena is one of the least studied aspects of this newly established field of knowledge. This chapter aims to present a heuristic frame to implement government-to-government endeavors effectively. The frame presented in this article was largely drawn from an actual government-to-government case study successfully implemented in Brazil. From the analysis of this explanatory case study involving the Brazilian Central Bank (BCB) and the Brazilian Justice Department (BJD), some key success factors were singled out as well as the major hurdles to be overcome and causes thereof. These findings led the researcher to propose a heuristic frame not only to explain the conclusions drawn from the case study presented, but also to help researchers, practitioners, and policy makers to deploy government-to-government projects adequately.

Perception of Small-Scale Entrepreneurs Towards Government Support in Uttarakhand

2021 ◽  
pp. 097084642110548
Author(s):  
Kamal Joshi ◽  
Ritu Bharti ◽  
R. C. Dangwal
Keyword(s):  
Principal Component ◽  
Government Support ◽  
Primary Data ◽  
Small Scale ◽  
Online Support ◽  
Positive Perception ◽  
Investment Promotion ◽  
The Government ◽  
The Interest Rate ◽  
Structured Questionnaire

Entrepreneurship is seen as a driving force for economic development and job creation. Hence, the government offers different forms of support to entrepreneurs. Many researchers have examined the effectiveness of government support. However, the question of how small-scale entrepreneurs perceive government assistance remains unanswered. The study seeks to assess the perception of small-scale entrepreneurs towards government support and also tries to explore some underlying factors pertaining to government support towards entrepreneurship development in Uttarakhand. The study is based on primary data collected from 240 small-scale entrepreneurs, using a self-structured questionnaire. Descriptive statistics and principal component analysis (PCA) were used to interpret the results. It has been found that small-scale entrepreneurs have a positive perception towards single window clearance system, investment promotion facility centre and timelines for business approvals. The study further found that small-scale entrepreneurs have a negative perception towards the interest rate, transparency in loan sanctioning and the behaviour of the employees of financial institutions. The study also extracted three important factors from PCA and named them as an online support system, transparency and financial support.

Business Process Reengineering (BPR) Key Success Factors

2014 ◽  
Vol 1 (1) ◽  
pp. 58-66 ◽  
Author(s):  
Bassam Hussein ◽  
Ayman Dayekh
Keyword(s):  
Continuous Improvement ◽  
Business Process ◽  
Success Factors ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
It Infrastructure ◽  
Key Factors ◽  
Key Success Factors ◽  
Effective Change ◽  
The World

Several authors and researchers have questioned the effectiveness of business process reengineering (BPR) as a holistic organizational approach especially after the demise of giant organizations all over the world. However, at a time of economic turbulence and uncertainty, BPR becomes instrumental in helping organizations reengineer existing processes and optimize them to better stay competitive and accelerate business. This paper addresses this criticism and proposes a framework that encompasses key factors that must be considered in any BPR initiative in order to ensure its success. As well as providing executives with a practical guide to consult when starting, planning, implementing and controlling the different activities needed to complete a reengineering project. The paper also identifies and elaborates on the key success BPR factors: 1) Organization wide commitment, 2) BPR team composition, 3) Business needs analysis, 4) Adequate IT infrastructure, 5) Effective change management, and 6) Ongoing continuous improvement. These key factors are presented in light of supporting literature.

Sign in / Sign up

Export Citation Format

Share Document