Critical Success Factors in Enterprise 2.0

While evangelists and enthusiasts of Enterprise 2.0 praise the benefits of the use of social software in the workplace, the sceptics are not that convinced and some draw attention to the failures of the Knowledge Management concept and tools that were trendy some years ago. In parallel, board members and top management question the true business benefits of Enterprise 2.0 and demand proof of the potential business value prior to giving a green light to this type of investment. If it is true that some of the benefits of Enterprise 2.0 are intangible and therefore harder to measure, the impact on business performance should be observable and consequently measurable. This chapter reflects on the importance of addressing the topic of business performance when it comes to social software in the enterprise. It also discusses the importance of integrating social software into the flow of work in order to drive adoption and sustained use.

The Impact of TQM Critical Success Factors on Business Performance. The Mediating Role of Implementation Factors in Linking Enabler and Instrumental Factors

Action-Based Quality Management ◽

10.1007/978-3-319-06453-6_10 ◽

2014 ◽

pp. 127-141

Author(s):

Francisco J. Carmona-Márquez ◽

Antonio G. Leal-Millán ◽

Adolfo E. Vázquez-Sánchez ◽

Antonio L. Leal-Rodríguez

Keyword(s):

Business Performance ◽

Success Factors ◽

Mediating Role ◽

Critical Success ◽

The Impact ◽

Implementation Factors

Preliminary Study of the Impact of Critical Success Factors on Project Success in Pakistan

Journal of Management Info ◽

10.31580/jmi.v4i1.21 ◽

2014 ◽

Vol 1 (4) ◽

pp. 9-13 ◽

Cited By ~ 1

Author(s):

Aqeel Ahmed ◽

Muhammad Sehail Younis

Keyword(s):

Success Factors ◽

Project Success ◽

Workforce Planning ◽

Survey Instrument ◽

Past Performance ◽

Cronbach Alpha ◽

Critical Success ◽

Preliminary Study ◽

This preliminary study attempts to link among the critical success factors on overall project success in public sector organizations in Pakistan. Â In this study itâ€™s reflected that major critical success factors (soundness of Business & workforce, planning & control, quality performance and past performance) can enhance the success of the project in Pakistan. Â The purpose of this preliminary study was to verify the reliability of the survey instrument which has been used in European countries. It was found that the planning & control was the highest Cronbach Alpha value, while the ranged for each constructs in the present study from 0.68 to 0.88.Â Therefore, based on the Cronbach alpha value score, the proposed survey instrument has fulfilled the basic requirement of a valid instrument.

The impact of project manager on project success — The case of ICT sector

Society and Economy ◽

10.1556/204.2016.38.2.7 ◽

2016 ◽

Vol 38 (2) ◽

pp. 261-281

Author(s):

Bálint Blaskovics

Keyword(s):

Project Management ◽

Leadership Style ◽

Success Factors ◽

Project Success ◽

Personal Characteristics ◽

Critical Success ◽

Success Criteria ◽

The Impact ◽

Management Attitude

The project management literature on project success is rich. Numerous papers focus on the evolution of the understanding of project success, identification of success criteria and critical success factors. Critical success factors increase the potential for achieving project success, while project success can be evaluated with the help of success criteria. Although the interrelationships between critical success factors and success criteria are rarely analyzed, yet there is a strong demand for it. The aim of this paper is twofold. One of the aims is to identify the impact of one of the critical success factors, the project manager’s project management attitude on project success. The other aim is to highlight the interrelationship between the project manager’s personal characteristics and project management attitude and leadership style, which are three critical success factors. These aim to address the shortcoming mentioned above, which is considering the lack of the interrelationships between critical success factors and success criteria. The research outcomes are drawn from qualitative field research at the Hungarian subsidiaries of multinational companies operating in the ICT sector.

Advances in Business Information Systems and Analytics - Handbook of Research on Enterprise 2.0 ◽

Managing “Virtuality”

10.4018/978-1-4666-4373-4.ch002 ◽

2014 ◽

pp. 29-48

Author(s):

Sandra Morley ◽

Kathryn Cormican ◽

Maébh Coleman

Keyword(s):

Virtual Teams ◽

Success Factors ◽

New Technologies ◽

Enterprise 2.0 ◽

Virtual Teamwork ◽

Critical Success ◽

Strategic Implementation ◽

Structured Approach ◽

Organisational Level

A wealth of research is associated with virtual teams and collaboration technologies; however, no integrated model is available to guide decision-makers at large organisations in the strategic implementation and management of “virtuality.” Whilst collaboration through technology has become commonplace in modern teams, it is not yet clear if Enterprise 2.0 organisations have made changes to accommodate and support this new mode of work. In other words, managing “virtuality” requires supporting tools and research in order to maximise the benefits and diminish the challenges inherent in it. This chapter presents findings of research relating to managing “virtualtiy” that culminates in the development and evaluation of a management model that guides large organisations in implementing and managing virtual teams. The findings demonstrate that there are benefits associated with virtual teamwork; however, a structured approach is essential to realise and maximise such benefits. The authors uncover several critical success factors in managing virtual teams, and they also learned that the implementation of enabling technologies must be carefully planned to ensure successful adoption by the intended audience. This chapter provides practitioners with a structured approach to implementing and managing virtual teams in an Enterprise 2.0 environment. Essential conditions for success are identified, specific organisational level tasks are presented, a process to ensure the introduction of new technologies is documented, and the critical success factors to create and manage virtual teams are synthesised and presented.

End-user Attitude in ERP Post-Implementation

Organizational Integration of Enterprise Systems and Resources ◽

10.4018/978-1-4666-1764-3.ch013 ◽

2012 ◽

pp. 233-249

Author(s):

Tiago Almeida ◽

Leonor Teixeira ◽

Carlos Ferreira

Keyword(s):

Success Factors ◽

End Users ◽

Limited Time ◽

End User ◽

Training Time ◽

Whole Process ◽

Critical Success ◽

Need For Support ◽

Major Facilitator ◽

This chapter analyzes the impact of the implementation of SAP R/3 in a Multinational Portuguese Organization (MPO), defining some Critical Success Factors (CSFs). In order to understand the motivations of end-users prior to implementation and to analyze the behavior after a change (post-implementation), a study based on a questionnaire was carried out. The sample included 67 users of SAP R/3 that were present throughout the process. Considering the results, the authors conclude that the implementation of SAP R/3 in MPO was successful, and the respondents consider their work more productive and achieve easier access to information. The existence of a solid team to support the project was established as a major facilitator in the whole process, as opposed to the limited time and lack of training that emerged as barriers to the implementation. It was also found that the learning period assumes a high importance in the success of the implementation, since increasing the training time reduces the need for support to the end-users.

Managing “Virtuality”

Remote Work and Collaboration ◽

10.4018/978-1-5225-1918-8.ch011 ◽

2017 ◽

pp. 192-213

Author(s):

Sandra Morley ◽

Kathryn Cormican ◽

Maébh Coleman

Keyword(s):

Virtual Teams ◽

Success Factors ◽

New Technologies ◽

Enterprise 2.0 ◽

Virtual Teamwork ◽

Critical Success ◽

Strategic Implementation ◽

Structured Approach ◽

Organisational Level

A wealth of research is associated with virtual teams and collaboration technologies; however, no integrated model is available to guide decision-makers at large organisations in the strategic implementation and management of “virtuality.” Whilst collaboration through technology has become commonplace in modern teams, it is not yet clear if Enterprise 2.0 organisations have made changes to accommodate and support this new mode of work. In other words, managing “virtuality” requires supporting tools and research in order to maximise the benefits and diminish the challenges inherent in it. This chapter presents findings of research relating to managing “virtualtiy” that culminates in the development and evaluation of a management model that guides large organisations in implementing and managing virtual teams. The findings demonstrate that there are benefits associated with virtual teamwork; however, a structured approach is essential to realise and maximise such benefits. The authors uncover several critical success factors in managing virtual teams, and they also learned that the implementation of enabling technologies must be carefully planned to ensure successful adoption by the intended audience. This chapter provides practitioners with a structured approach to implementing and managing virtual teams in an Enterprise 2.0 environment. Essential conditions for success are identified, specific organisational level tasks are presented, a process to ensure the introduction of new technologies is documented, and the critical success factors to create and manage virtual teams are synthesised and presented.

Critical Success Factors and Outcomes of Market Knowledge Management

International Journal of Knowledge Management ◽

10.4018/jkm.2010070101 ◽

2010 ◽

Vol 6 (3) ◽

pp. 1-21 ◽

Cited By ~ 8

Author(s):

Subramanian Sivaramakrishnan ◽

Marjorie Delbaere ◽

David Zhang ◽

Edward Bruning

Keyword(s):

Knowledge Management ◽

Business Performance ◽

Success Factors ◽

Future Research ◽

Effective Management ◽

Market Knowledge ◽

Information Technology Adoption ◽

Critical Success ◽

Using Data

In this paper, the authors examine critical success factors and outcomes of market knowledge management, which is the management of knowledge pertaining to a firm’s customers, competitors, and suppliers. Using data collected from 307 managers in 105 businesses across Canada, the authors show that a firm’s extent of information technology adoption, its analytical capabilities, and market orientation are critical success factors for the firm’s market knowledge management. An important outcome of market knowledge management is the organization’s financial performance, mediated by customer satisfaction and customer loyalty. Results of this study indicate that superior business performance depends not only on the effective management of knowledge, but also on what type of knowledge is managed. Finally, implications of results and avenues for future research are discussed.

Critical success factors for achieving environmental approvals

The APPEA Journal ◽

10.1071/aj18272 ◽

2019 ◽

Vol 59 (2) ◽

pp. 694

Author(s):

Petrina Raitt

Keyword(s):

Risk Assessment ◽

Success Factors ◽

Oil And Gas ◽

Project Team ◽

Assessment Process ◽

Skill Sets ◽

Critical Success ◽

Impact Reduction ◽

In recent years, industry has experienced increased regulatory scrutiny and public interest in the environmental approvals of oil and gas activities, with common challenges across industry in areas such as impact and risk assessment, stakeholder consultation and risk and impact reduction measure application. Some critical success factors for a project team to meet its targets for environmental approval are: • early planning • access to information • use of appropriately skilled resources. Environmental approvals take time, and scheduling and planning for their preparation and submission should be high on the list of priorities when planning a project. Understanding the regulatory process and knowing what level of information is required at each point is critical. Information to support environmental approvals is available in various forms, including referencing previous approval documentation, reviewing scientific literature and leveraging the skills and experience of project team members. With a common regulator across all offshore petroleum approvals, having ready access to the best and most up-to-date information is critical to meet their expectations. The impact and risk assessment process that underpins the environmental approval is complex and requires a step-by-step approach to establish context (both technical and environmental), identify and assess impacts and propose controls, all while seeking input from stakeholders and monitoring performance. Each of these tasks requires different skill sets, and the key to success is in recognising this and responding by finding the right combination of competency and experience in project team resources. This paper discusses these critical success factors and explores in detail the skill sets that best support impact and risk assessment and subsequent environmental approval for oil and gas activities in Australia.

TOPSIS approach to prioritize critical success factors of TQM

The TQM Journal ◽

10.1108/tqm-03-2014-0028 ◽

2016 ◽

Vol 28 (2) ◽

pp. 235-249 ◽

Cited By ~ 27

Author(s):

Gholamhossein Mehralian ◽

Jamal A Nazari ◽

Hamid Reza Rasekh ◽

Sajjad Hosseini

Keyword(s):

Pharmaceutical Industry ◽

Emerging Markets ◽

Success Factors ◽

Successful Implementation ◽

Pharmaceutical Sector ◽

Content Type ◽

Critical Success ◽

Topsis Approach ◽

Purpose – The pharmaceutical industry has a critical impact on health promotion. It is essential to identify and prioritize the critical success factors (CSFs) within this industry to ensure successful implementation of total quality management (TQM). Therefore, the purpose of this paper is to identify and prioritize CSFs that affect TQM successful implementation in the pharmaceutical industry. Design/methodology/approach – Based on a thorough review of the literature and building on the earlier studies, a valid questionnaire was developed and sent to 320 managers in pharmaceutical sector. In total, 210 completed questionnaires were returned. The technique for order of preference by similarity to ideal solution (TOPSIS) was used to rank and prioritize CSFs. Findings – Results of the data analyses showed that information and analysis, management commitment, relationship with suppliers, and customer focus are the top four CSFs for the successful implementation of TQM in the pharmaceutical sector. Originality/value – Using TOPSIS approach, this is the first study that determines CSFs that have impact on successful implementation of TQM in the pharmaceutical sector. There have been limited studies investigating the CSFs in developing countries. The findings will be useful in helping manager to successfully implement TQM in emerging markets. The approach will help future studies to examine the impact of successful implementation of TQM on firm performance in other industries and in emerging markets.