Conclusion

2010 ◽  
pp. 213-215
Author(s):  
Hans Solli-Sæther ◽  
Petter Gottschalk
Keyword(s):  
Information Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
It Outsourcing ◽  
Superior Performance ◽  
Critical Success ◽  
Company Value ◽  
Business Functions ◽  
Direction Information ◽  
And Control

Achieving superior performance in IT outsourcing relationships is both a demanding and a rewarding activity. To perform well managers need to understand outsourcing opportunities, critical success factors, company value configuration and maturity for outsourcing, the need for knowledge transfer, and management and control of outsourcing arrangement. Outsourcing opportunities can be derived from resource-based theory, transaction cost theory, activity theory, agency theory, or other theories of the firm. Based on such opportunities, companies develop business-oriented enter strategies. A strategy defines vision, mission and objectives of the firm. It includes changes in electronic business and other important business areas that impact future use of information technology. The strategy analyzes business direction, information management strategy, and ambition level for IT outsourcing. The theoretical and empirical based critical success factors serve as recommendations for what to outsource and how to succeed in managing IT outsourcing relationships. Outsourcing business functions, managers must first understand – the underlying business logic of their firm, the company’s value configuration, and how resources such as information systems affect the performance of various component activities.

Critical Success Factors

2010 ◽  
pp. 54-74
Author(s):  
Hans Solli-Sæther ◽  
Petter Gottschalk
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Research Question ◽  
It Outsourcing ◽  
Electronic Business ◽  
It Services ◽  
Business Organizations ◽  
Critical Success ◽  
Business To Business

We have identified a total of eleven theories that help explain why IT outsourcing is occurring worldwide. These theories were presented in the previous Chapter 2. Based on these theories, we develop eleven critical success factors in IT outsourcing, one for each theory. These factors are presented in the first section of this chapter. We developed the following research question: How do practitioners rank critical success factors based on outsourcing theories? To study this research question, we developed a survey instrument and conducted a survey among business organizations. Results from this survey and discussion of the findings are presented. In the second section of this chapter, we conceptualize the outsourcing of IT services as an electronic business activity, where the vendor electronically provides IT services to the client. The idea is that the purchasing of IT services is a business-to-business (B2B) relationship, which leads to outsourcing implications in terms of services that the vendor has to provide to its customers. Thus, we will in the second section look at critical success factors in electronic business infrastructure as an example of issues that need to be addressed.

Critical success factors for Lean implementation in IT outsourcing relationships

2019 ◽  
Vol 32 (3) ◽  
pp. 715-730 ◽  
Author(s):  
Vincent Blijleven ◽  
Yiwei Gong ◽  
Afshin Mehrsai ◽  
Kitty Koelemeijer
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
It Outsourcing ◽  
Future Research ◽  
It Services ◽  
Structured Interviews ◽  
Lean Implementation ◽  
Content Type ◽  
Critical Success ◽  
Manufacturing Environments

PurposeFollowing positive results of Lean implementation in manufacturing environments, Lean has become an emerging philosophy for clients and suppliers of information technology (IT) services. However, how to implement Lean in IT outsourcing relationships has been addressed sparsely in academic literature. The purpose of this paper is to investigate critical success factors (CSFs) for implementing Lean in IT outsourcing relationships. Key findings, implications and avenues for future research are discussed.Design/methodology/approachSix IT outsourcing relationships were qualitatively investigated by means of 36 semi-structured interviews. CSFs were identified based on interview transcription analyses, selection techniques and expert reviews.FindingsIn total, 16 CSFs for Lean implementation in IT outsourcing relationships are identified and described.Practical implicationsThe CSFs presented in this paper indicate key areas that deserve managerial attention to steer Lean implementation efforts in IT outsourcing relationships in a favorable direction.Originality/valueThis study is the first to describe the phenomenon of “Lean IT outsourcing” and provides researchers and practitioners with a foundation to further examine Lean implementation in IT outsourcing relationships.

Identifying and Evaluating the Critical Success Factors for Academic Information Management and Evaluation Centers: The Case of Iran

Libri ◽  
2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Abdolreza Noroozi Chakoli ◽  
Laleh Samadi
Keyword(s):  
Information Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Structured Interviews ◽  
Factors Affecting ◽  
Critical Success ◽  
Five Factors ◽  
Research Population ◽  
Academic Information

Abstract Identifying the factors affecting the success of academic information management and evaluation centers is one of the most important studies on how its results can increase the productivity of these centers. This research attempts to investigate the effect of five critical success factors for three centers of academic information management and evaluation in Iran as a developing country. These centers play a key role in the management and evaluation of theses, research projects, papers, and patents nationally. Semi-structured interviews, studies of literature, and providing questionnaires have been used to collect the material for the research. The research population was selected using purposive sampling and consists of managers and all the employees in the three centers who had at least a master’s degree. Their viewpoints were surveyed and the data was analyzed using ANOVA, Scheffe, and Pearson’s correlation test. The findings affirm that “management stability” makes it possible to perform long-term plans in these centers. However, “independency” acts as a factor to strike the balance between responsibilities and authorities, “manager’s speciality” improves the plans and performances in a specific and professional way, “information technology” reduces the expenses and facilitates the presentation of faster services, and finally “distance from authorities” influences the speed of reporting and providing facilities. The results show each of these five factors, not only independently but also together and as a whole, affects the success of these kinds of centers. Moreover, while confirming the correlation between these factors, it was revealed which of these factors has a greater impact on their success.

scholarly journals Critical Success Factors for Pharmaceutical Firms: The Case of Pakistan

Market Forces ◽  
2021 ◽  
Vol 16 (1) ◽  
pp. 22
Author(s):  
Dr. Muhammad Wasim Jan Khan ◽  
Ms Sonia Batool ◽  
Mr. Usman Ahmad Qadri ◽  
Zujaj Ahmed
Keyword(s):  
Knowledge Management ◽  
Pharmaceutical Industry ◽  
Organizational Performance ◽  
Critical Success Factors ◽  
Success Factors ◽  
Developed Countries ◽  
Pharmaceutical Firms ◽  
Critical Success ◽  
The Developed Countries ◽  
And Control

This study is to investigate the critical success factors for Pakistani pharmaceutical firms. This study conceptualizes knowledge management, image and control as the key indicatorsof critical success factors. This study collects the data from the lower-, middle-, and top-level managers in the pharmaceutical firms in major cities of Pakistan: Lahore, Multan, Islamabad. Thisstudy performs PLS-SEM in analyzing 100 responses obtained through survey forms. Results of the study indicate that knowledge management is the element that gives rise to confession, wage, promotion and the execution of unlike objectives that increase a general exposure of the all stakeholders. It achieves a pleasurable passionate state that frequently prompts a positive organizational performance and competitive advantage. This research puts light on the gaps found in adaptation of critical success factors in Pharmaceutical industry of Pakistan as compared to the developed countries in this sector.

Unterstützung für erfolgreiche Bauprojekte*/Support of successful construction projects – Combining planning and control in construction projects

2019 ◽  
Vol 109 (04) ◽  
pp. 270-274
Author(s):  
C. Kloß ◽  
M. Tawalbeh ◽  
S. Schultz
Keyword(s):  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Functional Model ◽  
Construction Sites ◽  
Planning And Control ◽  
Critical Success ◽  
Planning Processes ◽  
And Control

Der Bau von Gebäuden setzt permanente Wechselwirkungen zwischen den initialen Planungsaktivitäten und den späteren Steuerungsmaßnahmen voraus. Diese Rückkopplung wird oftmals unterschätzt. Zur Steigerung der Transparenz von Informationen und aktuellen Entwicklungen auf der Baustelle wird ein mobiles, softwaregestütztes Funktionsmuster entwickelt. Dieses orientiert sich an Erfolgsfaktoren von Bauprojekten und unterstützt die Projektstakeholder orts- sowie zeitunabhängig.   The construction of buildings involves permanent interdependencies between initial planning processes and subsequent control activities. These circumstances are often underestimated. To make information and current developments on construction sites more transparent, a mobile functional model has been developed, based on critical success factors of factory construction projects. Moreover, it supports project stakeholders regardless of time and place.

scholarly journals Critical Success Factors for Competitive Advantage in Iranian Pharmaceutical Companies: A Comprehensive MCDM Approach

2021 ◽  
Vol 2021 ◽  
pp. 1-17
Author(s):  
Amir Karbassi Yazdi ◽  
Farhan Muhammad Muneeb ◽  
Peter Fernandes Wanke ◽  
Otavio Figueiredo ◽  
Irum Mushtaq
Keyword(s):  
Competitive Advantage ◽  
Performance Indicators ◽  
Critical Success Factors ◽  
Success Factors ◽  
Rapid Development ◽  
Multiple Criteria Decision Making ◽  
Superior Performance ◽  
Pharmaceutical Companies ◽  
Manufacturing Strategy ◽  
Critical Success

The unprecedented COVID-19 outbreak strengthened the critical manifestation of the rapid development vs. survival for pharmaceutical companies, deploying strategic conduct worldwide. This study therefore explores the endogenous relationship among pharmaceutical companies’ manufacturing strategy and their performance indicators within the ambit of creating a long-lasting competitive advantage in turbulent times. Very often, it is not possible to launch a cause-effect relationship between performance and their drivers. To achieve this end, multiple-criteria decision-making (MCDM) techniques are employed in a hybrid fashion in this study. The notion has simultaneously ranked critical success factors (CSFs) in the manufacturing strategy and performance indicators in the limelight of managerial perceptions, while controlling the inherent bias concerning the causality direction in the ambit of these two entrenched concepts. A case study on the Iranian pharmaceutical companies is piloted to demonstrate this hybrid-fashion multifarious approach. Overall, the results revealed the most pertinent CSFs that reached superior-performance echelons in the Islamic Republic of Iran.

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