Benchmarking Local e-Government

2012 ◽  
pp. 624-640 ◽  
Author(s):  
Susana de Juana-Espinosa ◽  
Juan José Tarí
Keyword(s):  
Central Europe ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Managers ◽  
Policy Makers ◽  
Critical Success ◽  
Tourist Town ◽  
Government Project ◽  
Development Plans

The aim of this chapter is to examine the stages of business process re-Engineering (BPR) and the critical success factors needed to successfully implement e-Government initiatives in a major tourist town in Spain. The research utilises a case study as the main methodology for understanding the penetration of e-Government in a tourist town in Spain. This town is one of the most attractive destinations for holiday travelers from Northern and Central Europe, as well as for many Spanish people. The chapter shows how the stages of BPR are deployed in a local e-Government project and how the critical success factors (CSFs) have been addressed. These results may serve as an exemplary approach to understanding BPR and critical success factors in local e-Government strategies. The study provides lessons for policy makers and other stakeholders, including project managers and implementers that will help them to increase the efficiency and efficacy of their e-Government adoption processes especially if their economy is tourism-centered. Accordingly, the local government in many tourism-oriented, emerging economies may benefit from this experience, since it will allow them to identify the relevant success factors and to overcome possible barriers culminating into the increase of efficiency of their e-Government development plans.

scholarly journals Project managers’ and change managers’ contribution to success

2016 ◽  
Vol 9 (2) ◽  
pp. 451-465 ◽  
Author(s):  
Julien Pollack ◽  
Chivonne Algeo
Keyword(s):  
Critical Success Factors ◽  
Online Survey ◽  
Success Factors ◽  
Organisational Change ◽  
Project Managers ◽  
Content Type ◽  
Critical Success ◽  
Project Risks ◽  
Change Projects ◽  
Specific Project

Purpose – Many projects involve an organisational change component. Project management (PM) and change management (CM) have the potential to jointly contribute to the delivery of organisational changes. However, there is a lack of clarity in the literature about the boundary and relationship between these disciplines. The purpose of this paper is to explore the contribution these disciplines make to a set of project critical success factors, to understand the ways that these disciplines can most effectively work together. Design/methodology/approach – This paper analyses data collected through an online survey, examining project managers’ and change managers’ perception of each disciplines’ contribution to critical success factors. The survey received 455 responses. Findings – This paper identifies the success factors that are most clearly influenced by PM and CM, and areas where practitioners of these disciplines hold significantly different perceptions of their contributions. The results have been used to rank and categorise success factors based on the influence of each discipline. This has been used to develop a risk-based questionnaire to guide the contribution of PM and CM to the mitigation of specific project risks. Originality/value – These findings will be of use to practitioners managing organisational change projects, or projects with a significant change component. The findings will be of assistance in determining the ways in which these disciplines should work together to mitigate risks associated with specific critical success factors.

Analysing the critical success factors for implementation of sustainable supply chain management: an Indian case study

DECISION ◽  
2018 ◽  
Vol 45 (1) ◽  
pp. 3-25 ◽  
Author(s):  
Dayal S. Prasad ◽  
Rudra P. Pradhan ◽  
Kunal Gaurav ◽  
Partha P. Chatterjee ◽  
Inderpal Kaur ◽  
...  
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Sustainable Supply Chain ◽  
Chain Management ◽  
Sustainable Supply Chain Management ◽  
Critical Success

Learning from the Giants: Critical Success Factors for Pharmaceutical EMNEs From India

2019 ◽  
Vol 20 (2) ◽  
pp. 28-53
Author(s):  
Sneha Bhat ◽  
Kirankumar Momaya
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Strategic Decision ◽  
Firm Capabilities ◽  
Critical Success ◽  
Two Factors ◽  
Dominant Firms ◽  
Cost Competitiveness

Indian pharmaceutical EMNEs, with significant cost competitiveness, have the potential to partially address the vexing problems of global healthcare industry, including rising cost of the healthcare. In this context, we explore the Critical Success Factors (CSFs) of the pharmaceutical industry, which can help firms focus their resources sharply to break-out faster. Using case study method, we studied two global dominant firms for identifying industry CSFs. Product innovation capabilities emerged as the most important CSF, having the potential to provide competitive advantage for long-term competitiveness of the firms. Other two factors that emerged as CSFs are marketing capabilities and financial capabilities. The study contributes to the literature by linking the success factors to firm capabilities and also specifically to international business literature of EMNE capability building. The study also has implications to practitioners in strategic decision making.

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