A Methodological Critique of the Interpretive Ranking Process for Examining IS Project Failure

PurposeIn today’s uncertain business environment, Industry 4.0 is regarded as a viable strategic plan for addressing a wide range of manufacturing-related challenges. However, it appears that its level of adoption varies across many countries. In the case of a developing economy like India, practitioners are still in the early stages of implementation. The implementation of Industry 4.0 appears to be complex, and it must be investigated holistically in order to gain a better understanding of it. Therefore, an attempt has been made to examine the Industry 4.0 implementation for the Indian manufacturing organization in a detailed way by analyzing the complexities of relevant variables.Design/methodology/approachSAP-LAP (situation-actor-process and learning-action-performance) and an efficient interpretive ranking process (e-IRP) were used to analyze the various variables influencing Industry 4.0 implementation. The variables were identified, as per SAP-LAP, through a thorough review of the literature and based on the perspectives of various experts. The e-IRP has been used to prioritize the selected elements (i.e. actors with respect to processes and actions with respect to performance) of SAP-LAP.FindingsThis study ranked five stakeholders according to their priority in Industry 4.0 implementation: government policymakers, industry associations, research and academic institutions, manufacturers and customers. In addition, the study also prioritized important actions that need to be taken by these stakeholders.Practical implicationsThe results of this study would be useful in identifying and managing the various actors and actions related to Industry 4.0 implementation. Accordingly, their prioritized sequence would be useful to the practitioners in preparing the well-defined and comprehensive strategic roadmap for Industry 4.0.Originality/valueThis study has adopted qualitative and quantitative approaches for identifying and prioritizing different variables of Industry 4.0 implementation. This, in turn, helps the stakeholder to comprehend the concept of Industry 4.0 in a much simpler way.

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Binding Effects Of Interorganizational And Interpersonal Trust And Control During Project Failure

Academy of Management Proceedings ◽

10.5465/ambpp.2021.15143abstract ◽

2021 ◽

Vol 2021 (1) ◽

pp. 15143

Author(s):

Ramin Vandaie

Keyword(s):

Interpersonal Trust ◽

Project Failure ◽

And Control

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Development of Framework for Lean Implementation: An Interpretive Structural Modeling and Interpretive Ranking Process Approach

SAE International Journal of Materials and Manufacturing ◽

10.4271/05-14-02-0015 ◽

2021 ◽

Vol 14 (2) ◽

Author(s):

Nidhi Mundra ◽

Rajesh P Mishra ◽

Girish Upreti

Keyword(s):

Structural Modeling ◽

Process Approach ◽

Interpretive Structural Modeling ◽

Lean Implementation ◽

Interpretive Ranking Process

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Process improvement project failure: a systematic literature review and future research agenda

International Journal of Lean Six Sigma ◽

10.1108/ijlss-02-2020-0022 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Jiju Antony ◽

Bart A. Lameijer ◽

Hans P. Borgman ◽

Kevin Linderman

Keyword(s):

Literature Review ◽

Process Improvement ◽

Systematic Literature Review ◽

Future Research ◽

Research Directions ◽

Improvement Project ◽

Project Failure ◽

Content Type ◽

Future Research Directions ◽

Research Propositions

Purpose Although scholars have considered the success factors of process improvement (PI) projects, limited research has considered the factors that influence failure. The purpose of this paper is to extend the understanding of PI project failure by systematically reviewing the research on generic project failure, and developing research propositions and future research directions specifically for PI projects. Design/methodology/approach A systematic literature review protocol resulted in a total of 97 research papers that are reviewed for contributions on project failure. Findings An inductive category formation process resulted in three categories of findings. The first category are the causes for project failure, the second category is about relatedness between failure factors and the third category is on failure mitigation strategies. For each category, propositions for future research on PI projects specifically are developed. Additional future research directions proposed lay in better understanding PI project failure as it unfolds (i.e. process studies vs cross-sectional), understanding PI project failure from a theoretical perspective and better understanding of PI project failure antecedents. Originality/value This paper takes a multi-disciplinary and project type approach, synthesizes the existing knowledge and reflects upon the developments in the field of research. Propositions and a framework for future research on PI project failure are presented.

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