scholarly journals Firm’s Innovation Ecosystem: Barriers, Key Success Factors and Strategies

Webology ◽  
2021 ◽  
Vol 18 (SI03) ◽  
pp. 14-24
Author(s):  
Vu Minh Hieu ◽  
. .
Keyword(s):  
Risk Taking ◽  
Balanced Scorecard ◽  
Success Factors ◽  
Innovation Ecosystem ◽  
Strategic Positioning ◽  
The Balanced Scorecard ◽  
Key Success Factors ◽  
Business Units ◽  
Management Commitment ◽  
Sustainable Value

Strategic positioning fosters the firm performance in an ecosystem. Companies in an innovation ecosystem use strategic tools to connect different business units. The systematic literature review was used to search for the articles used in this review. Google Scholar search engine was employed to filter the references of each selected paper. In total, 41 papers published in journal and conference proceedings have been used for the review. The review shows that companies challenges as shortage of willingness to share insights and intellectual property, confusion over management methods need to create sustainable value, lack of coordination within the ecosystem, lack of an innovation plan, failure to pay attention to a new set of risks and costs associated with network-types of practices when innovating through an ecosystem. The review highlights specific key success factors such as management commitment, consumer value, and value chains linked to customers’ expectations, and organisational culture that supports change processes, well-articulated goals, timelines and milestones, and embracing risk-taking and understanding the nature of risks in collaborative networks. Furthermore, the review also identified the balanced scorecard multiplying risks and value blueprint as strategic tools used to evaluate the performance of companies within an ecosystem. The study concludes that managers should evaluate the ecosystems’ ability and the potential of their firms to survive.

scholarly journals BSC/ABC EFFICIENCY AND PERFORMANCE STRATEGY

ZBORNIK MES ◽  
2016 ◽  
Vol 1 (2) ◽  
Author(s):  
Rada Kučinar ◽  
Predrag Pravdić
Keyword(s):  
Balanced Scorecard ◽  
Success Factors ◽  
Service Providers ◽  
The Balanced Scorecard ◽  
Key Success Factors ◽  
Trade Offs ◽  
Performance Drivers ◽  
And Performance ◽  
Balance Set

Currently a rapid boom has been experienced in telecom sectors. In such a milieu, the pursuit of enhancing service quality has become imperative among the service providers. The balanced scorecard should be viewed as a dynamic system that evolves as the company’s strategy evolves. The four perspectives of the scorecard permit a balance between shortterm and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objectives measures and soften more objective measures. This balance set of measures that reveal the trade-offs that managers have already madе among performance measures and encourage them to achieve their goals in the future without making trade-offs among key success factors.

Applying the AHP Model to Explore Key Success Factors for High-Tech Startups Entering International Markets

2019 ◽  
Vol 11 (1) ◽  
pp. 45-63
Author(s):  
Yi-Fen Chen ◽  
Chia-Wen Tsai ◽  
Hsiu-Jung Liu
Keyword(s):  
Questionnaire Survey ◽  
Success Factors ◽  
Core Competencies ◽  
International Markets ◽  
High Tech ◽  
Strategic Positioning ◽  
Analytic Hierarchy ◽  
Domestic Markets ◽  
Key Success Factors ◽  
The Hierarchical Structure

Compared to various other types of entrepreneurships, high-tech entrepreneurships are the most difficult to succeed in, but the rewards can be great. For startups, identifying customers and markets are as important as developing a product. Given the limited scale of domestic markets, if a high-tech startup wants to become a unicorn company, it goes without saying that entering international markets is necessary. This study considers high-tech startups as the research object. Through literature review, it first summarizes five major dimensions and 15 criteria. Then, it conducts the preliminary questionnaire survey on the effects of firm competencies and industry environment on internationally successful high-tech startups using expert questionnaires. The questionnaire survey was also used to establish the hierarchical structure and key success factors (KSF). Subsequently, the study conducted survey and statistical analysis of the questionnaire data using analytic hierarchy process (AHP). By assessing the dimensions and summarizing the key success factors, this study can serve as a useful reference for future startups. Existing startups can examine their own conditions and opportunities to reconsider their strategic positioning. Additionally, the findings of this study can support high-tech startups to enable them to concentrate on their core competencies in order to strengthen competitiveness and likelihood of success in international markets.

scholarly journals If Development, Then Sustainability

2015 ◽  
Vol 3 (1) ◽  
pp. 27-39
Author(s):  
Péter Bóna
Keyword(s):  
Balanced Scorecard ◽  
Regression Models ◽  
Success Factors ◽  
Point Of View ◽  
Successful Operation ◽  
Processing Industry ◽  
Outstanding Achievement ◽  
The Balanced Scorecard ◽  
Sustainability Performance ◽  
Internal Development

Abstract The aim of this study is to explore how the effects of components belonging to the concept of strategic management system influence outstanding achievement and success in the processing industry in Hungary as well as the sustainability success component within that. In order to do that, the study defines the factors having an influence. Thereafter, it explains the successful operation of companies with the help of factors emerging via path analysis using regression models. It uses the balanced scorecard as a tool for success criteria describing success. This is a non-market aspect that has an impact on the whole system, making it of crucial importance. Via the exploration of effects, it can be shown the deliberate use of those factors that generate outstanding results and success from the point of view of sustainability, and thus internal development, customer appreciation, and financial success. By taking the results of the research into consideration, it will also be revealed that success factors in the processing industry in Hungary have the most direct and the largest impact on outstanding sustainability performance.

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 Critical Success Factors in Implementing Enterprise Resource Planning Systems for Sustainable Corporations

2019 ◽  
Vol 11 (23) ◽  
pp. 6785 ◽  
Author(s):  
Huang ◽  
Chiu ◽  
Chao ◽  
Arniati
Keyword(s):  
Sustainable Development ◽  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Resource Planning ◽  
Erp Systems ◽  
Erp System ◽  
Key Success Factors ◽  
Critical Success ◽  
Sustainable Value

More and more companies are significantly introducing enterprise resource planning (ERP) systems to secure enterprise resources for effective distribution and provide accurate data for sustainable development in enterprise. Recently, Type B laboratory has promoted the utilization of the corporation’s own sustainable developments of the business model philosophy to affect the society and to solve social and environmental issues. The form of organizations arising from this certification process is referred to as the B Corporation, and this represents the implementation and commitment to sustainable development. Thus, decision-makers of B Corporation who can utilize ERP system tools well can coordinate sustainable activities better. There is not enough literature at this stage to provide the key success factors of implementing the ERP system for the B Corporation in Taiwan. This study extensively reviews the literature and conducts a modified Delphi expert questionnaire survey to elucidate the critical success factors of B Corporations’ implementation of ERP systems. The research results can assist the sustainable value of B Corporation and contribute to the current literature of improving critical success factors. The limitation of this study is that it only represents the perspective of B Corporation in Taiwan. Second, this study is unable to encompass all key success factors (CSFs) pertaining to ERP systems.

Proposing a strategy map for coastal urban project success using the balanced scorecard method

2020 ◽  
Vol 27 (10) ◽  
pp. 2993-3030
Author(s):  
Truc Thi-Minh Huynh ◽  
Chau Ngoc Dang ◽  
Long Le-Hoai ◽  
Anh-Duc Pham ◽  
Truong Duy Nguyen
Keyword(s):  
Balanced Scorecard ◽  
Success Factors ◽  
Project Success ◽  
Principal Component ◽  
Asia Pacific ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Strategy Map ◽  
Urban Project ◽  
Social And Environmental Performance

PurposeThis study aims to develop a strategic framework for the success of coastal urban projects in Vietnam, which is one of the Asia Pacific countries significantly affected by climate change.Design/methodology/approachA questionnaire was used to collect data from practitioners in Vietnam. Principal component analysis (PCA) technique was used to identify critical success factors (CSFs) of coastal urban projects. A strategy map for the success of coastal urban projects was also proposed using the balanced scorecard (BSC) method.FindingsThis study identified 41 project success factors that could contribute to project success, and thence, extracted 11 CSFs for coastal urban projects using the PCA technique. In addition, 11 key performance indicators (KPIs) for coastal urban projects were listed and their linking with project success factors and CSFs was explored. Furthermore, a strategy map for the success of coastal urban projects was proposed using the BSC method. The strategy map included five perspectives: learning and growth, internal processes, social and environmental performance, financial performance, and stakeholders' satisfaction.Originality/valueThis study identified 11 CSFs for coastal urban projects and proposed a strategy map for the success of coastal urban projects.

Strategic scenario analysis combining dynamic balanced scorecards and statistics

2019 ◽  
Vol 69 (9) ◽  
pp. 1881-1902
Author(s):  
Enrico Supino ◽  
Federico Barnabè ◽  
Maria Cleofe Giorgino ◽  
Cristiano Busco
Keyword(s):  
Scenario Analysis ◽  
Balanced Scorecard ◽  
Success Factors ◽  
Implementation Process ◽  
Strategy Formulation ◽  
Content Type ◽  
Research Perspective ◽  
The Balanced Scorecard ◽  
Balanced Scorecards ◽  
Model Reliability

Purpose The purpose of this paper is to explore the way in which system dynamics (SD) can enhance some key success factors of the balanced scorecard (BSC) model and support decision-makers, specifically in analyzing and evaluating the results of hypothetical scenarios. Moreover, the paper aims to emphasize the role played by statistics not only in validating the SD-based BSC, but also in increasing managers’ confidence in the model reliability. Design/methodology/approach The paper presents a case study, developed according to an action research perspective, in which a three-step approach to the BSC implementation was followed. Specifically, the first step requires the development and implementation of a “traditional” BSC, which is refined and transformed into a simulation SD model in the second step. Last, the SD-based BSC is combined with statistics to develop policy making and scenario analysis. Findings The integration of BSC and SD modeling enables the development of a comprehensive approach to strategy formulation and implementation and, more importantly, provides a more reliable basis upon which to build and test sound cause-and-effect relationships, within a specific BSC. This paper exemplifies how an SD-based BSC can be used – and perceived reliable – to evaluate different scenarios and mutually exclusive policy effects in a multidimensional approach. In particular, this study illustrates how to forecast and depict trends for financial and non-financial indicators over the simulation period, with reference to three different scenarios. Originality/value This paper contributes to the ongoing debate on the BSC by exploring whether a combination of SD and statistics may enhance the BSC system’s advantages and facilitate its implementation process and use for decision-making and scenario analysis.

scholarly journals Measuring Business Performance: Emerging Perspectives Of The Balanced Scorecard

2011 ◽  
Vol 2 (5) ◽  
Author(s):  
Robert McGinty
Keyword(s):  
Balanced Scorecard ◽  
Business Performance ◽  
Critical Success Factors ◽  
Success Factors ◽  
Financial Information ◽  
Font Size ◽  
Bottom Line ◽  
The Balanced Scorecard ◽  
Ski Resorts ◽  
Critical Success

<p class="MsoBodyText" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">Benchmarking business performance over time is an emerging managerial capability that is used for continuous improvement of existing value adding activities and processes that become leading indicators of strategic success.<span style="mso-spacerun: yes;">&nbsp; </span>To achieve this success, corporations first define success, and then they decide how to get there from where they are presently.<span style="mso-spacerun: yes;">&nbsp; </span>Financial information has long been the language of business with accountants adding up the numbers and defining success in bottom-line figures.<span style="mso-spacerun: yes;">&nbsp; </span>What have been missing are the non-financial elements of business enterprises, elements that can be quantified and linked to the bottom line as predictors of financial success. This paper utilizes Kaplan &amp; Norton&rsquo;s Balanced Scorecard (BSC) and an extensive pilot study of ski resorts to explore an awareness of using non-financial information as a supplement to financial information in explaining overall strategic performance in one segment of the tourism industry. </span></span></p><p class="MsoBodyText" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">&nbsp;</span></span></p><p class="MsoBodyText" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">Leading and lagging indicators of a non-financial nature were used in the study to help focus on the strategic and operational management practices at selected ski resorts in Colorado, Montana, Canada, and the Pacific Northwest.<span style="mso-spacerun: yes;">&nbsp; </span>A list of potential critical success factors and non-critical success factors that help build value and best business practices for ski resort management, were identified through written and oral interview survey techniques following a combination Delphi &amp; Nominal Group Techniques.<span style="mso-spacerun: yes;">&nbsp; </span>Previous work on the balanced scorecard by Kaplan and Norton aided in the identification and description of indicators within each of four balanced perspectives.<span style="mso-spacerun: yes;">&nbsp; </span>Recognition of the intuitive elements of non-financial measures represents a departure from prevalent theory that favors the more traditional financial perspective.</span></span></p>

Sign in / Sign up

Export Citation Format

Share Document