scholarly journals Critical Success Factors of Sustainable Competitive Advantage: A Study in Malaysian Manufacturing Industries

2012 ◽  
Vol 7 (22) ◽  
Author(s):  
Gowrie Vinayan ◽  
Sreenivasan Jayashree ◽  
Govindan Marthandan
Keyword(s):  
Competitive Advantage ◽  
Critical Success Factors ◽  
Success Factors ◽  
Manufacturing Industries ◽  
Sustainable Competitive Advantage ◽  
Critical Success

Critical Success Factors of Innovation and Creativity for Global Entrepreneurs

2018 ◽  
pp. 75-91 ◽  
Author(s):  
Flevy Lasrado
Keyword(s):  
Best Practices ◽  
Competitive Advantage ◽  
Critical Success Factors ◽  
Success Factors ◽  
The Other ◽  
Keen Interest ◽  
Business Innovation ◽  
Critical Success ◽  
Essential Components

Innovation, is a subject of considerable interest for entrepreneurs. They share a keen interest in learning how to foster innovation and creativity in ways that help firms to create increasing amounts of wealth. Research on innovation and creativity has increased ever since they were considered to be the key to building a competitive advantage. In fact, it is a challenge for organizations to sustain innovation. In this chapter, we explore the factors that entrepreneurs should address to channel innovation in their organizations. Entrepreneurship, on the other hand, requires the funneling and implementation of creative ideas, leading to innovation. This chapter is particularly relevant to global managers seeking to identify inhibitors of creativity and business innovation and how to combat the roadblocks and create a sustainable innovation environment. The chapter discusses the three essential components that must be considered to spur innovation. We highlight the best practices associated with these factors through a case study of three organizations.

Developing a conceptual model to implement green lean practices in Indian manufacturing industries using ISM-MICMAC approach

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Charanjit Singh ◽  
Davinder Singh ◽  
Jaimal Singh Khamba
Keyword(s):  
Conceptual Model ◽  
Critical Success Factors ◽  
Success Factors ◽  
Manufacturing Industries ◽  
Review Of The Literature ◽  
Content Type ◽  
Critical Success ◽  
Expert Opinions ◽  
Lean Practices ◽  
Different Levels

Purpose Lean and green strategies are good options to increase the environmental and operational performance of manufacturing industries. The purpose of this paper is to identify the critical success factors (CSFs) to implement green lean practices (GLPs) in manufacturing industries through the review of the literature and to develop a conceptual model after analysing the fundamental facilitating factors by using ISM-MICMAC approach. Design/methodology/approach The methodology consists of identifying 12 critical success factors (CSFs) for the green lean implementation by reviewing the relevant available literature. The views of eight experts are valued for inter-relationships of these factors. ISM-MICMAC approach is used for analysing the relations between factors and to develop a conceptual model for green lean implementation. Findings Twelve CSFs are identified through a review of the literature to adopt GLPs in manufacturing industries. This paper has established the relationships among 12 identified CSFs using the ISM methodology. This paper analyses the dependence power and the driving power of identified CSFs with the help of MICMAC analysis. “Top management commitment” and “Government support” are the most significant CSFs implement GLPs successfully. Research limitations/implications The ISM model presented in this study is based on expert opinions. But expert opinions may be biased as these are based on their own judgements. However, the proposed ISM based model needs statistically validations. The ISM model in the present study may be tested in real-world situations of manufacturing industries where results obtained may be different. Practical implications This study may provide a useful input for academicians and managers of industries to differentiate between independent and dependent CSFs and their mutual relationships which would help them to focus on those key CSFs that are most significant to implement GLPs. Originality/value A conceptual ISM model of identified CSFs shows the different levels of these CSFs. This model may help the manufacturer to implement the green-lean strategies. It may also support policymakers towards adopting GLPs. Arranging CSFs in a hierarchy and to categorise the CSFs into different levels with the help of ISM-MICMAC is an exclusive effort in the area of green lean engagement.

Critical Success Factors for Implementation of Lean and Green in Medium Scale Manufacturing Industries

2014 ◽  
Vol 592-594 ◽  
pp. 2588-2595 ◽  
Author(s):  
S. Gunasekharan ◽  
D. Elangovan ◽  
P. Parthiban
Keyword(s):  
Lean Manufacturing ◽  
Critical Success Factors ◽  
Success Factors ◽  
Manufacturing Industries ◽  
Socially Responsible ◽  
Medium Scale ◽  
Critical Success ◽  
Reduction Techniques ◽  
Lean And Green ◽  
Materials Used

Lean manufacturing is a strategic tool, which is used to cut down waste and to improve the efficiency of an organization and helps the organization to sustain in the competitive environment. Implementation of green systems in organization results in reduce energy consumption, waste generation, and hazardous materials used while also building the companies’ images as socially responsible organizations. Several research efforts discussed in the literature indicate that lean companies show significant environmental improvements by being more resource and energy efficient. Lean and green systems are associated with waste reduction techniques. In foreign, many industries have started implementing these concepts and they are getting good results. In India, companies are facing problems in implementing lean and green concept. This paper investigates critical success factors for lean and green system implementation in Indian medium scale manufacturing industries. The factors are grouped into different levels by Interpretive Structural Modelling (ISM)

Determinants of ERP Implementation and System Success in India

2015 ◽  
Vol 17 (2) ◽  
pp. 35-52 ◽  
Author(s):  
R. Rajendran ◽  
V. Kalaiarasi ◽  
M. Amaravathi
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Manufacturing Industries ◽  
Erp Implementation ◽  
Legacy System ◽  
Organization Effectiveness ◽  
Critical Success ◽  
System Success ◽  
Implementation Stage

Manufacturing industries implement ERP to increase the sales and profit and reduce the legacy system issues in their organization. However, in the implementation stage itself they face lot of challenges, sometimes they even face failure in implementation. The implementing companies need lot of resources and coordination from different areas and without these resources and coordination they cannot succeed. Even though they succeed in implementation, the performance is not up to the expected level in many cases. Since many CSFs are involved in this process, the managers have to identify the CSFs and plan accordingly to achieve system success. In this case, the authors discuss the important Critical Success Factors involved in different stages of implementation of ERP. Furthermore, they have tried to study the extent of system success in the companies and also identify the influence of ERP implementation on organization effectiveness.

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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