scholarly journals Organizational change: a transition model

2020 ◽  
Vol 9 (6) ◽  
pp. e22963464
Author(s):  
Athos Carlos Silva
Keyword(s):  
Success Factors ◽  
Strategic Change ◽  
Corporate Management ◽  
Transition Model ◽  
Management Process ◽  
Organizational Changes ◽  
Management Philosophy ◽  
Business Units ◽  
Critical Success ◽  
Initial Objective

The article continues the development of the literature on the Strategic Business Units (SBU). In order to fill in the gaps on that subject, an explanatory research was carried out on the theme in the context of Organizational Changes (OC); developing a model that was initially dedicated to guiding traditional organizations that aspire to adopt the SBU-based corporate management philosophy. In order to make the tool robust, during its creation, several studies related to strategic changes in organizations were studied, as well as frequent errors in the management process of these changes and critical success factors that help in the absorption and subsequent solidification of the transformations proposed by the leadership business. Such issues were so carefully considered in the definition and organization of the stages of the model, that it provided the creation of a tool that goes beyond its initial objective - that is - to assist companies that demand to adopt the philosophy by Business Units, giving shape to a pattern that may be used to enable any type of strategic change in organizations: the DP-ACS.

scholarly journals Identification of A Set of Appropriate Critical Success Factors (CSFs) for Successful TQM Implementation in Construction, and Other Industries

2017 ◽  
Author(s):  
Behnam Neyestani ◽  
Joseph Berlin P.
Keyword(s):  
Construction Industry ◽  
Critical Success Factors ◽  
Success Factors ◽  
Empirical Studies ◽  
Extensive Literature ◽  
Total Quality ◽  
Pareto Analysis ◽  
Management Philosophy ◽  
Construction Companies ◽  
Critical Success

Total quality management (TQM) is a management philosophy that emphasizes on non-stop quality improvement within all aspects of the organizations. Its main aims are to satisfy customers and survive in the market. Thus, it is very vital to specify the factors that cause implementing TQM successfully. Specially, the identification of the TQM critical success factors (CSFs) is more important in the construction firms than other industries, because the majority of construction organizations are confusing related to TQM CSFs, and often they do not develop a proper framework with right and essential factors for TQM implementation. Numerous studies showed construction companies usually fail to implement TQM and achieve performance excellence at project and enterprise levels. The main purpose of this study is to determine these factors as critical success factors of TQM implementation in construction industry. For this aim, the study carried out an extensive literature review to specify the most frequently used CSFs from TQM frameworks of 37 empirical studies in different industries, in order to propose a set of appropriate TQM CSFs. So, Pareto analysis was employed to analyze comprehensively the 37 TQM frameworks. Finally, the findings of this study revealed the seven CSFs, which are as most vital elements in developing an effective model for successful TQM implementation in construction industry.

scholarly journals Analysis of Critical Success Factors Influence on Critical Delays for Water Infrastructure Construction Projects in the Abu Dhabi emirate Using PLS-SEM Method

2018 ◽  
Vol 11 (2) ◽  
pp. 16 ◽  
Author(s):  
Jaafer Y. Altarawneh ◽  
Vinesh Thiruchelvam ◽  
Behrang Samadi
Keyword(s):  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Management Process ◽  
Water Infrastructure ◽  
Critical Success ◽  
Organizational Planning ◽  
Abu Dhabi Emirate ◽  
Factor Evaluation ◽  
Delay Factor

The objective of this study is to investigate the significance impact of critical success factors on critical delays in the field of water infrastructure construction projects (WICPs) in the Abu Dhabi emirate in particular. Investigation was conducted utilizing quantitative approach by means of questionnaire survey to examine the understanding of professionals engaged in water infrastructure construction towards several critical success factors influencing critical delays. A total of 323 completed responses from owners, consultants and contractors representatives were gathered against 450 distributed questionnaires.The gathered questionnaires were analysed using an advanced multivariate statistical method of Partial Least Square Structural Equation Modelling (PLS-SEM). Data analysis was conducted in two major phases. The first phase involved a preliminary analysis of the data, to ensure that the data adequately meet the basic assumptions in using SEM. The second phase applied the two stages of SEM. The first stage included the establishment of measurement models for the latent constructs in the research. After confirming the uni-dimensionality, reliability and validity of the constructs in the first stage, the second stage developed to test the research hypotheses through developing the structural models. The results indicated that Project Management Process (PMP), Project Manager’s Competency (PMC), Project Team’s member Competency (PTC), Project Organizational Planning (POP), Project Resources’ Utilization (PRU) and Project Organizational Commitment (POC) had significant positive effects on Critical Delay Factor Evaluation (CDFS). From the results of moderation analysis revealed that Project Benchmark Characteristics (PBC) is positively moderate the effects of Project Management Process (PMP), Project Manager’s Competency (PMC) and Project Team’s member Competency (PTC) and Project Organizational Planning (POP) on Critical Delay Factor Evaluation (CDFS).

Towards Digital Transformation

2021 ◽  
pp. 56-70
Author(s):  
John Loonam
Keyword(s):  
Information Systems ◽  
Large Scale ◽  
Critical Success Factors ◽  
Success Factors ◽  
Strategic Change ◽  
Digital Transformation ◽  
Enterprise System ◽  
Critical Success ◽  
Support Organizations

This chapter seeks to explore the key strategic change lessons organizations can learn ahead of implementing digital transformation initiatives. The chapter will review the digital transformation literature and associated challenges organizations are confronted with in implementing large-scale information systems-enabled change. Key enterprise system lessons are taken from implementation, where the McKinsey 7-S framework is introduced as a lens to support organizations adopting digital transformation. Critical success factors are identified that seek to provide leaders with a more holistic arsenal when leading digital transformation initiatives. The chapter concludes with reflections for the strategic change field.

scholarly journals Critical Success Factors of the Project Management in Relation to Industry 4.0 for Sustainability of Projects

2020 ◽  
Vol 13 (1) ◽  
pp. 281
Author(s):  
Jaroslav Vrchota ◽  
Petr Řehoř ◽  
Monika Maříková ◽  
Martin Pech
Keyword(s):  
Project Management ◽  
Industry 4.0 ◽  
Critical Success Factors ◽  
Success Factors ◽  
Correlation Coefficients ◽  
Critical Factor ◽  
Corporate Management ◽  
Manufacturing Enterprises ◽  
Critical Success ◽  
New Energy

Sustainability has recently become a phenomenon; small and medium-sized enterprises (SMEs) are increasingly emphasizing the principles of sustainability in their corporate governance. They implement these changes through project management. The purpose of the paper is to determine the critical success factors in project management, as seen by the managers of Czech manufacturing enterprises, related to the most to the successful completion of the projects. We aim to analyze the relation of these success factors to Industry 4.0, Human Resources, and sustainability. We determined the possible interconnectedness of the critical success factors using correlation coefficients. Then, we compared them using the Mann-Whitney test with new corporate management trends. The results show that companies consider Leadership and Experiences, and Employees and Flexibility to be key factors in project management’s success. The most important critical factor for the sustainability of projects focused on Industry 4.0 is the finances that decide the implementation of projects. The benefits of Industry 4.0 concerning sustainability have been identified in projects aimed at implementing new energy sources. In addition to the results obtained, the development of a methodology for evaluating Industry 4.0 projects’ success concerning sustainability may be based on critical success factors in the future.

scholarly journals Fatores críticos de sucesso na gestão de cooperativas de cafeicultores

2021 ◽  
Vol 20 (1) ◽  
pp. e14375
Author(s):  
Thiago Heleno Mariano ◽  
Marcelo José Braga
Keyword(s):  
Strategic Management ◽  
Case Studies ◽  
Delphi Technique ◽  
Critical Success Factors ◽  
Success Factors ◽  
Technical Assistance ◽  
Agricultural Cooperatives ◽  
Management Process ◽  
Critical Success ◽  
Strategic Management Process

Objective: The present paper aims to identify the Critical Success Factors for the management of cooperatives of coffee growers. The intention is to contribute to the improvement of management and to subsidize the formulation of strategies in these organizations.Methodology: A consultation was made to specialists who work with agricultural cooperatives and coffee agribusiness, using the Delphi Technique as a methodological tool.Originality: Consultation with specialists, through the Delphi Technique, resulted in the identification of important aspects for the formulation of strategies in cooperatives of coffee growers.Main results: It was identified that the promotion of technical assistance and rural extension activities, professionalization of management, implementation of hedge operations in future markets and reduction of information asymmetries are considered strategic guidelines relevant to coffee growers' cooperatives.Theoretical contributions: It was possible to validate the Delphi Technique as an effective methodological instrument for the identification of Critical Success Factors. The results of this paper also allow case studies to be carried out in cooperatives of coffee growers, besides serving as a guide for studies that aim to analyze the strategic management process in these organizations.

Organizational Readiness Assessment for Knowledge Management

2010 ◽  
pp. 279-295 ◽  
Author(s):  
Kaveh Mohammadi ◽  
Amir Khanlari ◽  
Babak Sohrabi
Keyword(s):  
Knowledge Management ◽  
Success Factors ◽  
Organizational Readiness ◽  
Management Process ◽  
Readiness Assessment ◽  
Related Factors ◽  
Critical Success ◽  
Current State ◽  
Literature Reviews ◽  
Harmful Effects

Implementing knowledge management or knowledge-sharing projects in an organization require significant organizational prerequisites. Lacking proper infrastructures and prerequisite, not only make the knowledge management process unprofitable, but might incur harmful effects as well. To decrease such risks, it is proposed to introduce the readiness assessment, in order to gauge a company’s appetite for the work involved in implementing the knowledge management. In this research, critical success factors have been extracted from literature reviews and surveyed through a questionnaire, distributed among 130 knowledge management experts. Then, to validate the measurement of the multi-item constructs, exploratory factor analysis (EFA) was used. Identifying effective variables and their grouping onto related factors, the second questionnaire was employed for readiness assessment of an IT firm working in Iran and its results were presented with Radar diagrams. Finally, promoting propositions were provided based on the firm’s current state.

Critical Success Factors of IT Strategy

2011 ◽  
pp. 102-130
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Strategic Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
It Governance ◽  
Management Process ◽  
It Strategy ◽  
Four Dimensions ◽  
Critical Success ◽  
End To End ◽  
Strategic Management Process

As discussed in Chapter III, a successful IT strategy must align with the business, fully at every stage of the end-to-end strategic management process, from strategy setting and planning to detailed program execution and delivery. Most publications (Luftman & McLean, 2004) on business–IT alignment to date have been centered on one dimension of the alignment issues, for example, on strategic planning or organizational issues. In this chapter, we discuss the critical success factors of IT strategy holistically across four dimensions of the strategic management process from strategy formulation to planning to execution and to value delivery monitoring end-to-end because IT leaders have to manage alignment in all four dimensions in order to maximize the strategic value of information technology deployment. The most basic requirement for the success is that IT must be regarded as being part of the business, devoid of the “us” vs. “them” chasm (separating IT from the business) found in most traditional organizations where IT is viewed as a subservient role performing basically a “back office” function. This critical organizational culture requirement of “IT and business acting as one” is founded on the rigor and discipline of IT governance. IT governance is integral to corporate governance, subject to periodic governance compliance audit by is chapter will briefly describe this function as it applies to the end-to-end process of IT strategy. A more complete treatment will be covered in Chapter IX.

scholarly journals Critical Success Factors and Knowledge Management Process in Indian Nationalised Bank

2019 ◽  
Vol 8 (12) ◽  
pp. 4642-4649
Keyword(s):  
Knowledge Management ◽  
Structural Equation ◽  
Critical Success Factors ◽  
Success Factors ◽  
Success Factor ◽  
Management Process ◽  
Critical Success Factor ◽  
Management Culture ◽  
Critical Success ◽  
The Impact

Knowledge management is now becoming the driving force for the success of any business. This paper presents the framework for understanding the critical success factor that impact the execution of knowledge management in a bank. We had entered the era where future will depend on the creation, acquisition, integration and application of knowledge at right time to innovate and take competitive edge. Knowledge can be used as asset, resource or strategy. The motivation of this study is to identify the impact of critical success factors on knowledge management process in Indian nationalised banks. The construct identified as critical success factors such as information technologies, leadership in knowledge management, knowledge management culture, and measurement of knowledge management were tested using structural equation model. 236 response were collected from the respondent employed in Indian nationalised bank in Gorakhpur with the help of questionnaire as a data gathering instrument. The finding of the study reveals that all the critical success factors used in the proposed model significantly influence the knowledge management process. Leadership in knowledge management is identified as most important predictor among the critical success factor.

Planning for Strategic Change? A Participative Planning Approach for Community Hospitals

1992 ◽  
Vol 5 (3) ◽  
pp. 31-37 ◽  
Author(s):  
Susan K. MacDonald ◽  
J. Edna Beange ◽  
Peter C. H. Blackford
Keyword(s):  
Strategic Planning ◽  
Success Factors ◽  
Planning Process ◽  
Strategic Change ◽  
Business Case ◽  
Strategic Planning Process ◽  
Critical Success ◽  
Professional Management ◽  
Planning Approach ◽  
Private Corporations

Strategic planning is becoming to hospitals what business case analysis is to private corporations. In fact, this type of planning is becoming essential for the professional management of Ontario hospitals. The participative strategic planning process at Toronto East General Hospital (TEGH) is an example of how a professionally structured and implemented strategic planning process can be successfully developed and implemented in a community hospital. In this article, the environmental factors driving planning are reviewed and the critical success factors for the development and implementation of a strategic plan are examined in the context of TEGH's experience.

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