Change and Challenge

2011 ◽  
pp. 277-290
Author(s):  
John Mendonca
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Organizational Management ◽  
Business Environment ◽  
Management Styles ◽  
Critical Success

In addition to changing the ways organizations do business, the adoption of e-business forces significant changes to the organizations themselves—in culture, structure, and in what needs to be managed and how it is managed. This chapter describes characteristics of e-business that impact organizational management, focuses on four major ways in which organizational management is impacted, and offers some major guidelines for success in managing in an e-business environment. Understanding the challenges and adopting new management styles and techniques are critical success factors for the netcentric organization.

Critical Success Factors for Implementing a Configuration Management System

1992 ◽  
Author(s):  
David R. Novy
Keyword(s):  
Management System ◽  
Critical Success Factors ◽  
Success Factors ◽  
Configuration Management ◽  
Business Environment ◽  
Time To Market ◽  
Effective Implementation ◽  
Critical Success ◽  
Technology Tool

Abstract Companies must deliver quality products to market in the shortest possible time in order to remain competitive in today’s business environment. One technology tool which is emerging as a key to reducing time to market is configuration management. This paper discusses why configuration management is important and the the critical success factors for the effective implementation of a configuration management system.

Critical success factors and organizational performance: A study on citrus industry

2017 ◽  
Vol 37 (03) ◽  
Author(s):  
U.T. Sunil Kumar ◽  
R. L. Shrivastava
Keyword(s):  
Organizational Performance ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Environment ◽  
Control Measures ◽  
Validity And Reliability ◽  
Citrus Industry ◽  
Post Harvest ◽  
Critical Success ◽  
Innovation And Technology

Quality management of citrus fruits is the top priority as the demand for the fruits is increasing tremendously. In order to investigate the effect of critical success factors (CSF,s) or predictors on the performance measurement factors of citrus industry, an exploratory type of study was conducted with 100 valid responses collected from citrus stake holders. Specially prepared questionnaire consisted of 102 items clubbed in to ten groups for performance improvement Input factors and 24 items clubbed in to four groups for performance measures. The questionnaire is prepared in consultation with experts of industry and 1-5 Likert scale is being used for data collection. The data obtained is tested for normality, validity and reliability then, ANOVA and multiple regression analysis is performed. The ANOVA test revealed that the perceptions associated with the findings were in conformity with the hypothesis. Quality improvement frame work or model is derived from the current study. The study revealed that business environment and resources leads to Economic, Quality, Non-financial and Innovation/ technology performance of the citrus industry. Post harvest process control and post harvest pest and disease control measures improved economic performance and technology and innovation performance. Critical factors like marketing and distribution contributed to non-financial performance. It is further seen that socio economic aspects lead to innovation and technology performance.

PERFORMANCE FACTORS OF THE HOTEL ENTERPRISE

2003 ◽  
Vol 9 (2) ◽  
pp. 139-152
Author(s):  
Slobodan Ivanović
Keyword(s):  
Natural Selection ◽  
Business Performance ◽  
High Performance ◽  
Critical Success Factors ◽  
Success Factors ◽  
Driving Forces ◽  
Hotel Industry ◽  
Business Environment ◽  
Strategic Issues ◽  
Critical Success

There is no doubt that the business performance of the hotel enterprise depends upon the interrelationship of the hotel enterprise and the environment of the hotel industry in which the hotel operates. This environment provides the hotel enterprise with information crucial in guiding the hotel in its activities, thus helping to reduce the level of uncertainty and to improve the quality of strategic decisions. The specific or business environment shaped by the tourist market of the region will also impact on the performance of the hotel enterprise. One very popular interpretation of the enterprise-environment relationship is based on the model of natural selection, which has its roots in the biological theories o f the population evolution. This model focuses on a kind of natural selection according to Darwin’s theory of evolutionary adaptations. By accepting this theory, the hotel industry in our case would encourage only the survival of those hotel enterprises that are capable of adequately adjusting to changes. It should be pointed out that it would be extremely difficult to prepare a complete analogy of all the occurrences in the hotel industry with the theory of evolutionary adaptation. The hotel industry determines the critical success factors, which the hotel enterprise needs to embrace and apply in order to achieve high performance. Innovative hotel enterprises set about systematically combining their assets and their skills, which provides them with the individual competence needed to create and maintain a fairly long-term competitive advantage within their business environment and on the tourist markets. As a rule, it is the innovative hotel enterprise that creates the critical success factors which will become the standards of sound hotel business for all hotel enterprises of the region or country. By identifying the driving forces, it is possible to define the true top-priority strategic issues that need to be solved. These strategic issues can refer to maintaining or improving current strategic positions within the hotel industry or they can deal with selecting new areas of business i.e. new domestic or foreign tourist markets.

scholarly journals Critical Success Factors in Indian Commercial Banks

2019 ◽  
Vol 8 (6S) ◽  
pp. 440-442 ◽  
Keyword(s):  
Commercial Banks ◽  
Critical Success Factors ◽  
Success Factors ◽  
Banking Sector ◽  
Business Environment ◽  
Bank Branches ◽  
Service Culture ◽  
Critical Success ◽  
Private Banks ◽  
Bank Executives

The important success factors to sustain strategically in the business environment of Indian Commercial Banks are found in the present study using Factor analysis. To remain competitive, stay customer-focused, imparting new, fast and technology–enabled services is possible only through critical success factors of Banking sector. A sample of 45 bank branches of public sector and private banks are studied through Bank executives and the success factors are found to be Employee Empowerment, Service Culture and Bank Evidence, Service Culture and Bank Evidence, Benchmarking Union involvement, Customer Satisfaction, values and ethics

CRITICAL SUCCESS FACTORS OF CHANGE MANAGEMENT IN SOFTWARE PROJECTS

2021 ◽  
pp. 185-197
Author(s):  
Henning Lübbecke
Keyword(s):  
Change Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Environment ◽  
Software Systems ◽  
Successful Implementation ◽  
Software Projects ◽  
Environment Change ◽  
Critical Success ◽  
Change Projects

Markets, technologies, and the business environment change in shorter cycles, and organizations need to transform. Often transformations in organizations include new software systems. ITIL defines change as the process of moving from one defined state to another. The introduction of software systems within change projects fail in a large number of cases. What are the success factors for a thriving change project? A systematic literature review leads to 22 critical success factors of change management. Sixty-one articles were read. Ten of them are relevant for this contribution. Twenty-two critical success factors for change management have been described. Analysis of critical success factors for change management is a crucial part of successful implementation of software systems in organizations since such factors are relevant for successful changes.

Strategic performance management system in uncertain business environment

2018 ◽  
Vol 24 (4) ◽  
pp. 923-942 ◽  
Author(s):  
Mohammad Akhtar ◽  
Sushil Sushil
Keyword(s):  
Performance Management ◽  
Management System ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Environment ◽  
Performance Management System ◽  
Content Type ◽  
Strategic Performance ◽  
Critical Success ◽  
Micro Level

Purpose Business performance management describes the processes, methodologies, metrics and systems needed to measure and manage the performance of an enterprise. Traditional performance management systems were based on financial and productivity measures but the alternate measures proposed in last more 25 years have strategic focus and incorporate variety of performance measures such as efficiency, effectiveness, productivity, quality, customer satisfaction, innovation and employee satisfaction in addition to financial. Globalization and modernization have created a business environment uncertain with associated risks which has necessitated the incorporation of various types of flexibilities such as strategic, technical, operational, information system (IS), etc. Critical success factors and implementation issues also need to be incorporated to succeed. The purpose of this paper is to present the strategic performance management system (SPMS) designed, incorporating flexibility and implementation issues, and its effectiveness empirically validated from Indian oil industry. Design/methodology/approach Based on literature review and gaps identified, a proposed model of enterprise performance management system incorporating flexibility, critical success factors and implementation issues was developed. Macro- and micro-level factors impacting the effectiveness of the model were identified, and hypotheses were developed and tested empirically from the survey study of Indian oil industry. Findings The finding met, by and large, most of the research objectives. In total, 7 macro- and 11 micro-level factors came out from the study. The strategy planning, strategy implementation, strategic flexibility (SF), SPMS design, information system flexibility (IF) flexibility, implementation issues and critical success factors, and performance feedback and learning are the macro-level factors impacting the SPMS effectiveness in measuring and managing performance of an enterprise. The SPMS implementation issues have proved to be major driver of effectiveness. Research limitations/implications The research like many such researches had limited resources, data availability and bias of respondents. However, the model was statistically validated for its reliability and hypothesis testing. The research has added to literature on SPMS as integrated model incorporated SF, information flexibility and critical success factors. However, the effect of other types of flexibilities such as organizational, operational, HR, marketing, etc., and other stakeholders should also be studied in future research to broaden the findings. Practical implications The validated SPMS has practical implications for academics and researchers. Strategic and IF, and critical success factors have been incorporated in the integrated model to take care of business uncertainties so that it is strategically aligned and facilitate in effective SPMS use and implementation. Social implications Though it has no direct social implication but, if adopted for social projects and not-for-profit organizations, it will have social benefits of efficient and effectiveness delivery of social projects and initiatives. Originality/value This is an original work carried out by the authors. The validated model along with interpretation is presented.

scholarly journals Key factors of project success in family small and medium-sized companies: the theoretical review

2017 ◽  
Vol 23 (1) ◽  
pp. 33
Author(s):  
Sinisa Arsic
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Business Environment ◽  
Future Research ◽  
Key Factors ◽  
Critical Success ◽  
Family Enterprise ◽  
Regional Markets ◽  
The Eu

The paper proposes a systematization of the key success factors of projects, through the theoretical review of family-owned companies operating in the EU market. It is the small and medium companies that in their own way contribute to the overall success of the national economy in terms of economic activity, increased employment, development activities and defining better business environment. The theoretical review observed numerous studies of family businesses, and the contribution of this work is in the systematization of the results of previous research – over three horizons, i.e., over the role of managers in the creation of successful projects (or owner if it is a family enterprise), institutional support for companies in Serbia and the EU, specific industries and the parent (regional) markets where a family company operates. Project management, as a general representation of the concept of implementation of strategic and operational endeavors, contains many specifics in terms of critical success factors of projects depending on the environment in which they are implemented. The goal of the paper is reflected in the identification and presentation of critical success factors of projects implemented in family companies. The paper concludes with a discussion of the research results in relation to the existing, similar research studies, as well as with the announcement of future research, which will examine the conclusions drawn on a real sample.

Success factors of Māori entrepreneurs: A regional perspective

2018 ◽  
pp. 1-21
Author(s):  
Diane Ruwhiu ◽  
Maria Amoamo ◽  
Katharina Ruckstuhl ◽  
Janine Kapa ◽  
Anaru Eketone
Keyword(s):  
New Zealand ◽  
Support Services ◽  
Business Strategy ◽  
Exploratory Study ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Environment ◽  
Business Owners ◽  
Critical Success ◽  
Business Support

AbstractThis paper reports on an exploratory study into critical success factors as they are perceived by Māori small- to medium-sized enterprise (SME) owners in the Otago/Southland regions of New Zealand. We draw on interview responses from 11 Māori business owners and four representatives of SME support services. The aim of this study is to explore Māori SME characteristics in terms of the critical success factors that help or hinder the achievement of their business aspirations. The findings indicate three main thematic concerns: Māori SME owners’ perception of being Māori impacts on how they position themselves as a business; the regional business environment has particular features that impact in a particular way on Māori SMEs; and, notions of business strategy are culturally nuanced. We propose that a culturally constituted regional business support system will better enable Māori SMEs to achieve their aspirations.

scholarly journals Critical Success Factors of Small and Medium-Sized Enterprises in Saudi Arabia: Insights from Sustainability Perspective

2019 ◽  
Vol 9 (2) ◽  
pp. 32 ◽  
Author(s):  
Ahmad Al-Tit ◽  
Anis Omri ◽  
Jalel Euchi
Keyword(s):  
Saudi Arabia ◽  
Critical Success Factors ◽  
Success Factors ◽  
Critical Factor ◽  
Business Environment ◽  
Individual Factors ◽  
Critical Success ◽  
Factors Analysis ◽  
Business Support ◽  
Management Factors

: The aim of this study is to explore the critical success factors (CSFs) of small and medium-sized enterprises (SMEs) in Saudi Arabia. A questionnaire was developed using 28 factors/indicators identified from the previous researches. From 500 respondents, a total of 347 questionnaires were returned. By conducting exploratory factors analysis, these indicators were categorized into six factors, namely: Individual factors, business characteristics, management factors, business support, capital availability and business environment. Using IBM SPSS and AMOS, the results indicated that business support was the most critical factor that significantly affects the success of SMEs in Saudi Arabia, followed by individual factors, capital availability, and management factors. They also indicated that business characteristics and business environment factors had no significant impacts on the success of these enterprises.

scholarly journals Critical Success Factors in the Development of Strategic Information Systems in Indian Public Sector Organizations: An Inter Organizational Analysis

2008 ◽  
pp. 68-81
Author(s):  
Bikramjit Rishi ◽  
Bikramjit Rishi
Keyword(s):  
Information Systems ◽  
Public Sector ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Environment ◽  
Organizational Analysis ◽  
Sustainable Competitive Advantage ◽  
Strategic Information ◽  
Strategic Information Systems ◽  
Critical Success

A rapidly changing business environment requires firms to develop information systems that are more flexible, responsive, integrative and information rich. At the same time, it is also important to align the information systems with their core businesses processes. Review of literature of this study indicated the clear gaps existing in the development of Strategic Information Systems in general and particular in the Public Sector Undertakings (PSU's) in India. Thus this study has been undertaken in Indian PSU’. Data has been collected from 164 managers who were working at the different levels of management, Five critical success factors namely Corporate Planning; Regular Upkeep of the Machinery; Fire & Safety Audits; Quality Control; Quality Assurance have been found as Critical Success factors for the selected organizations. in particular and the other organizations in general. Based on the findings of the study it is recommended that the organizations must take care of these critical success factors so as to develop SIS which are successful information system and thus enable the organization to get a sustainable competitive advantage.

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