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Journal articles on the topic 'Critical success factors'

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Published: 4 June 2021

Last updated: 29 January 2023

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1

Khalek, Adilah Alias Maznun Binti, and Marini Nurbanum Binti Mohamad. "Critical Success Factors for Effective HACCP systems." International Academic Journal of Business Management 05, no. 01 (June 14, 2018): 104–13. http://dx.doi.org/10.9756/iajbm/v5i1/1810009.

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2

Khalek, Adilah Alias Maznun Binti, and Marini Nurbanum Binti Mohamad. "Critical Success Factors for Effective HACCP systems." International Academic Journal of Innovative Research 05, no. 02 (December 3, 2018): 37–46. http://dx.doi.org/10.9756/iajir/v5i1/1810014.

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3

Freund, York P. "Critical success factors." Planning Review 16, no. 4 (April 1988): 20–23. http://dx.doi.org/10.1108/eb054225.

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4

Zwikael, Ofer, and Shlomo Globerson. "From Critical Success Factors to Critical Success Processes." International Journal of Production Research 44, no. 17 (September 2006): 3433–49. http://dx.doi.org/10.1080/00207540500536921.

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5

Patterson, Raymond A., and Dennis D. Strouble. "Critical LAN Success Factors." Journal of Organizational and End User Computing 3, no. 3 (July 1991): 11–21. http://dx.doi.org/10.4018/joeuc.1991070102.

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6

Choy Chong, Siong. "KM critical success factors." Learning Organization 13, no. 3 (May 2006): 230–56. http://dx.doi.org/10.1108/09696470610661108.

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7

Müller, Ralf, and Kam Jugdev. "Critical success factors in projects." International Journal of Managing Projects in Business 5, no. 4 (September 7, 2012): 757–75. http://dx.doi.org/10.1108/17538371211269040.

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8

Tanrıkulu, Zuhal, Cicek Tugcu, and Selda Yilmaz. "E-University: Critical success factors." Procedia - Social and Behavioral Sciences 2, no. 2 (2010): 1253–59. http://dx.doi.org/10.1016/j.sbspro.2010.03.183.

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9

Alazmi, Mutiran, and Mohamed Zairi. "Knowledge management critical success factors." Total Quality Management & Business Excellence 14, no. 2 (March 2003): 199–204. http://dx.doi.org/10.1080/1478336032000051386.

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10

Appelbaum, Steven H., Andrea Everard, and Loretta T. S. Hung. "Strategic downsizing: critical success factors." Management Decision 37, no. 7 (September 1999): 535–52. http://dx.doi.org/10.1108/00251749910285674.

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11

Ram, Jiwat, and David Corkindale. "How “critical” are the critical success factors (CSFs)?" Business Process Management Journal 20, no. 1 (January 28, 2014): 151–74. http://dx.doi.org/10.1108/bpmj-11-2012-0127.

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Purpose – The authors aim to examine the literature on enterprise resource planning (ERP) to establish whether the critical success factors (CSFs) for achieving stages of an ERP project have been empirically shown to be “critical”. Design/methodology/approach – The authors used a systematic approach to review 627 refereed papers published between 1998 and 2010 on ERP, from which 236 papers related to CSFs on ERP were selected for analysis. The authors employed procedures from qualitative and interpretive research methods, to analyse and interpret the material using five-step procedure of gathering, categorising, coding, analysing and comparing the data. Findings – Prior studies have identified a large number of CSFs for ERP implementation success or improved performance outcomes. The authors have shown that a limited number of CSFs have been empirically investigated for their role in, and effect on, implementation success or post-implementation performance outcomes. While reporting the factors that have some evidence to support them, the authors question the utility of the general concept of CSFs. Research limitations/implications – The authors' findings question the validity of many of the claimed CSFs and the utility of the general body of literature on CSFs. The authors caution researchers who may plan to use claimed CSFs for ERP in their research to carefully examine the veracity of the claim before proceeding. Practical implications – The findings can help managers to focus their attention, priorities, resources and leadership on managing the CSFs that have been established to be critical for achieving ERP project implementation and/or performance outcomes. Originality/value – The results provide new insights into the usefulness of CSFs and indicate that merely identifying possible CSFs is not sufficient to help with ERP success. Further investigation is required to establish the criticalness of the proposed CSFs before managerial time is devoted to them.

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12

Saleh, Iqbal Saad Al. "Critical Success Factors of IS Implementation." International Journal for Innovation Education and Research 3, no. 8 (August 31, 2015): 192–212. http://dx.doi.org/10.31686/ijier.vol3.iss8.426.

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Recently, the use of information technology has become important and critical, for organizations, as it enhance the quality of products and integrity of organizational services. However, the implementation of such systems is still problematic. Due to globalization and the variation in the monetary, social and technological environments, Information Systems (IS) have turned out to be an imperative feature and high priority for different kind of organizations. In this regard, critical success factors play a vital role in successful implementation of IS. This paper evaluates and analyzes the critical success factors (CSFs) of IS implementation from the Saudi managers’ perspective in different industries in Saudi Arabia. This study will also present the illustration or identification of 19 critical success factors, which are based on a review of literatures and the first phase of a study in Saudi industries. The study will also rank those 19 factors in a logical way and will characterize them into three categories of factors, including organisational, human and technological factors.

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13

Almeida, Iasmin dos Santos. "Critical Factors of Success for Franchises." International Journal of Advanced Engineering Research and Science 7, no. 9 (2020): 283–86. http://dx.doi.org/10.22161/ijaers.79.33.

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14

Odedra-Straub, Mayuri. "Critical Factors Affecting Success of CBIS." Journal of Global Information Management 1, no. 3 (July 1993): 16–32. http://dx.doi.org/10.4018/jgim.1993070102.

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15

Kapaj, Matilda. "Critical Success Factors for Lean Implementation." International Journal of Risk and Contingency Management 11, no. 1 (January 2022): 1–33. http://dx.doi.org/10.4018/ijrcm.295956.

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Companies have increasingly acknowledged the strategic value of lean philosophy and the potential for developing a competitive edge via rigorous lean implementation. However, many companies have struggled to establish and sustain lean. Considering this opportunity, the purpose of this paper is to thoroughly and systematically review the development of lean literature focused on the Critical Success Factors (CSFs) for lean adoption in contemplation of identifying what CSFs have been addressed since the genesis of the lean concept through the assessment of secondary data from the literature published during the period 1990 – 2021. The findings of this study will assist companies in making more mature and prudent judgments on how their resources and capabilities can be configured for a successful lean initiative deployment. To the author's best knowledge, this study advances existing knowledge by being perhaps one of the most comprehensive systematic literature reviews covering three decades of lean literature on manufacturing and service industries.

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16

Selimović, Jasmina, Danijela Martinović, and Džana Hurko. "Critical success factors in insurance companies." Management 25, no. 1 (June 29, 2020): 215–33. http://dx.doi.org/10.30924/mjcmi.25.1.12.

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The topic of this research are critical success factors (CSFs) with a focus on factors that constitute the basis for the success of insurance companies. There are no critical success factors common to all enterprises, all areas and all activities. In insurance companies, key performance indicators primarily depend on the service quality and the level of customer satisfaction. In contemporary business conditions, the relevance of the service has been increasingly important. Therefore, the concept named 5P is suggested, standing for purpose, pride, partnership, protection and personalization, as these five factors define the requirements that must be met, if the insurer’s service is to be perceived to be of high-quality, achieve client satisfaction and build client loyalty. The paper presents a research into the perception of insurance service and factors of insurance quality in the Federation of Bosnia and Herzegovina (FBiH). Research results correspond to the 5P concept and reveal the security factor as the most important factor for the insured. A fast and efficient payment of claims, the attitude of the salespeople toward the insured, described in terms of respectful and knowledgeable staff, as well as the clarity of promotion and the availability of insurance service also ranked high.

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17

Antonites, Alex, and Thiloshini Govindasamy. "Critical success factors of Indian Entrepreneurs." Southern African Journal of Entrepreneurship and Small Business Management 6, no. 1 (December 31, 2013): 115. http://dx.doi.org/10.4102/sajesbm.v6i1.36.

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<p>This research seeks to explore the critical success factors that influence the success of Indian small business owners in the largest metropolitan area in South Africa. To achieve this, the objective of the study was to confirm whether there are significant differences between a successful and less successful group of business owners in terms of general management skills, personal characteristics, and entrepreneurial orientation and financing of the business. Through analysing secondary evidence and empirical results it was possible to facilitate a better understanding of how Indian entrepreneurs operating in small and medium enterprises sustain success, thus contributing to the body of knowledge relating to entrepreneurship development in the domain of entrepreneurship. From the literature it became clear that cultural dimensions have an impact on the entrepreneurial process. The arrival of Indians in South Africa has contributed to a unique Indian culture. The characteristics that describe ethnic entrepreneurs and success factors attributed to their success are described. Small and medium enterprises (SMEs) are crucial for the development of any country as they offer benefits of economic growth and employment generation. The success factors to sustain SMEs are also described. The findings of the study indicate that there are no significant differences between the comparable groups in relation to management skills and finance factors. There are, however, significant differences relating to personal factors, such as the level of education, family support and experience. Finally, an important learning is that the Indian entrepreneurs in this study are similar to ethnic entrepreneurs reviewed in literature. The study was conducted in Tshwane, the largest metropolitan area in South Africa, and amongst the largest in the world.</p><p><strong>Keywords:</strong> Culture, ethnic entrepreneurship, Indian entrepreneurship, critical success factors, small and medium enterprises (SMEs), successful SMEs.</p>

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18

Conley, Curtis A., and Wei Zheng. "Factors Critical to Knowledge Management Success." Advances in Developing Human Resources 11, no. 3 (June 2009): 334–48. http://dx.doi.org/10.1177/1523422309338159.

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19

Williams, JJ, and A. Ramaprasad. "A taxonomy of critical success factors." European Journal of Information Systems 5, no. 4 (December 1996): 250–60. http://dx.doi.org/10.1057/ejis.1996.30.

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20

Reel, J. S. "Critical success factors in software projects." IEEE Software 16, no. 3 (1999): 18–23. http://dx.doi.org/10.1109/52.765782.

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21

Wickramasinghe, Nilmini, Srinath Tumu, and Jonathan Schaffer. "Critical success factors for video conferencing." International Journal of Networking and Virtual Organisations 5, no. 2 (2008): 121. http://dx.doi.org/10.1504/ijnvo.2008.017006.

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22

Orouji, Maryam. "Critical success factors in project management." Journal of Project Management, no. 10 (2016): 35–40. http://dx.doi.org/10.5267/j.jpm.2017.1.001.

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23

Ofori-Kuragu, Joseph Kwame, Bernard Baiden, and Edward Badu. "Critical success factors for Ghanaian contractors." Benchmarking: An International Journal 23, no. 4 (May 3, 2016): 843–65. http://dx.doi.org/10.1108/bij-03-2014-0018.

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Purpose – The purpose of this paper is to explore the development of a set of critical success factors (CSFs) for Ghanaian contractors. The factors collectively define a set of best practices which Ghanaian contractors should focus on improving if they are to attain internationally competitive performance. Design/methodology/approach – A systematic review of previous research, literature on existing programmes, models and frameworks commonly used for improving performance was undertaken to identify the most important success factors. The identified factors were scored and ranked with 16 of the most frequently occurring success factors selected. A questionnaire-based survey of Ghanaian contractors explored their perceptions of the most important success factors. Using factor analysis, the most important success factors were extracted. Findings – Eight CSFs were identified for Ghanaian contractors. These were: quality and zero defects culture, organisational design, work culture and work environment, client satisfaction, strategy, leadership, measurement, analysis of information and knowledge management and implementation of lean principles. Practical implications – The CSFs developed provides a ready set of criteria which can be used by contractors with little or no experience of benchmarking to compare their performance in best practices or to implement improvement programmes. Originality/value – The first formal set of CSFs for Ghanaian contractors is presented. Not much research work has been done on organisational CSFs that are focused by this research.

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24

Takanaka, Hideo. "Critical success factors in factory automation." Long Range Planning 24, no. 4 (August 1991): 29–35. http://dx.doi.org/10.1016/0024-6301(91)90004-8.

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25

Jenster, Per V. "Using critical success factors in planning." Long Range Planning 20, no. 4 (August 1987): 102–9. http://dx.doi.org/10.1016/0024-6301(87)90160-9.

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26

Baker, Michael J., and Emma Cameron. "Critical success factors in destination marketing." Tourism and Hospitality Research 8, no. 2 (March 17, 2008): 79–97. http://dx.doi.org/10.1057/thr.2008.9.

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27

White, Martin. "Critical success factors for enterprise search." Business Information Review 32, no. 2 (June 2015): 110–18. http://dx.doi.org/10.1177/0266382115589482.

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28

Metzemaekers, Dion A. M. M. "Critical success factors in technology management." International Journal of Technology Management 19, no. 6 (2000): 583. http://dx.doi.org/10.1504/ijtm.2000.002836.

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29

Hosalkar, A., and B. Bowonder. "Software development management: critical success factors." International Journal of Technology Management 19, no. 7/8 (2000): 760. http://dx.doi.org/10.1504/ijtm.2000.002844.

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30

Sanvido, Victor, Francois Grobler, Kevin Parfitt, Moris Guvenis, and Michael Coyle. "Critical Success Factors for Construction Projects." Journal of Construction Engineering and Management 118, no. 1 (March 1992): 94–111. http://dx.doi.org/10.1061/(asce)0733-9364(1992)118:1(94).

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31

Beshah, Birhanu, and Eshetie Berhan. "Critical success factors for TQM implementation." International Journal of Productivity and Quality Management 21, no. 4 (2017): 490. http://dx.doi.org/10.1504/ijpqm.2017.085256.

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32

Beshah, Birhanu, and Eshetie Berhan. "Critical success factors for TQM implementation." International Journal of Productivity and Quality Management 21, no. 4 (2017): 490. http://dx.doi.org/10.1504/ijpqm.2017.10005845.

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33

Getz, Donald, Ross Dowling, Jack Carlsen, and Donald Anderson. "Critical Success Factors for Wine Tourism." International Journal of Wine Marketing 11, no. 3 (March 1999): 20–43. http://dx.doi.org/10.1108/eb008698.

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34

Volery, Thierry, and Deborah Lord. "Critical success factors in online education." International Journal of Educational Management 14, no. 5 (September 2000): 216–23. http://dx.doi.org/10.1108/09513540010344731.

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35

Guynes, Carl Stephen, and Michael T. Vanecek. "Critical success factors in data management." Information & Management 30, no. 4 (July 1996): 201–9. http://dx.doi.org/10.1016/0378-7206(95)00053-4.

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36

Dwivedi, A., N. Wickramasinghe, R. K. Bali, R. N. G. Naguib, and S. Goldberg. "Critical success factors for achieving superior m-health success." International Journal of Electronic Healthcare 3, no. 2 (2007): 261. http://dx.doi.org/10.1504/ijeh.2007.013104.

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37

Rajesh, K., and D. Saravanan. "Critical success factors: the success of business intelligence systems." International Journal of Management Concepts and Philosophy 10, no. 3 (2017): 334. http://dx.doi.org/10.1504/ijmcp.2017.085839.

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38

Saravanan, D., and K. Rajesh. "Critical success factors: the success of business intelligence systems." International Journal of Management Concepts and Philosophy 10, no. 3 (2017): 334. http://dx.doi.org/10.1504/ijmcp.2017.10006970.

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39

Takhtravanchi, Mohammad, and Chaminda Pathirage. "Knowledge integration challenges and critical success factors within construction traditional procurement system." Knowledge and Performance Management 2, no. 1 (October 11, 2018): 24–37. http://dx.doi.org/10.21511/kpm.02(1).2018.03.

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The purpose of this study is to explore and identify the challenges and Critical Success Factors (CSFs) of Knowledge Integration (KI) in terms of capturing, sharing and transferring knowledge within construction projects based on the Traditional Procurement System (TPS). On the basis of available studies on KI and TPS within the industry investigated, multiple case studies were developed to reach the aforementioned objective, involving two case studies to reflect the building sector within construction industry. Furthermore, an Interpretive Structural Modelling (ISM) approach was used to summarize and identify the relationships between the identified challenges. ‘Culture of Organization, ‘Contractual Boundaries’ and ‘Knowledge Management System’ (policies and strategies of organization) are identified as the main challenges. Having an ‘open environment’ and ‘clear liability of project members for sharing knowledge at different phases of project’ are two of identified CSFs, which will assist project managers to enhance the KI process within construction projects undertaken through the TPS.

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40

Gholami, Hamed, Muhamad Zameri Mat Saman, Safian Sharif, Norhayati Zakuan, Falah Abu, and Siti Rahmah Awang. "Critical Success Factors of Student Relationship Management." Sustainability 10, no. 12 (November 30, 2018): 4527. http://dx.doi.org/10.3390/su10124527.

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Due to the upward trend in the globalization of sustainability issues and the intense competitive environment, it is evident that higher education institutions need new strategic approaches to succeed. To this end, the inquiry for this paper has been made into the debate about student relationship management. Going through the literature indicates that institutions have mainly perceived the concept as a technological initiative for solving the problems in individual domains, accompanied by uncoordinated efforts. Thus, the aims of this study are to theoretically present the critical success factors of this strategic approach and to empirically examine the recognized factors. To do so, a confirmatory factor analysis that is a quantitative analytic method was performed. The results and analyses revealed that there has been a significant correlation between the four critical success factors including knowledge management, student relationship management technology, student orientation, and employees’ involvement. It was also found that these factors are significantly correlated with the construct of student relationship management success. The findings have consequently highlighted that in addition to the technological tool, the role of knowledge management, employees’ involvement, and student orientation appeared to be particularly important for the implementation of the application.

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41

Halverson, Paul, Brian C. Castrucci, Sharon Moffatt, Suzanne E. Hancock, Steven F. Boedigheimer, and Edward L. Baker. "State Health Officials—Defining Success and Identifying Critical Success Factors." Journal of Public Health Management and Practice 23, no. 2 (2017): 192–94. http://dx.doi.org/10.1097/phh.0000000000000535.

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42

Ariyachandra, Thilini R., and Mark N. Frolick. "Critical Success Factors in Business Performance Management—Striving for Success." Information Systems Management 25, no. 2 (March 28, 2008): 113–20. http://dx.doi.org/10.1080/10580530801941504.

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43

Tuan, Nien-Tsu. "Identifying Critical Success Factors through Interactive Management." MATEC Web of Conferences 312 (2020): 01004. http://dx.doi.org/10.1051/matecconf/202031201004.

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Since its inception, the Critical Success Factor (CSF) concept has been increasingly adopted by industries to achieve business goals. However, the conventional approaches used for identifying critical success factors are underpinned by the mechanism paradigm. The mechanism paradigm doesn’t take the interlaced relationships between system elements into account. Neither does it promote interaction between the relevant stakeholders. This paper proposes a systemic approach called Interactive Management (IM) to complement conventional ideas in determining the critical success factors. The Interactive Management process embraces the relevant stakeholders to collectively identify the critical success factors through four phases: generating critical success factors, clarifying the generated critical success factors, structuring a systemic digraph showing the interlaced relationships between the critical success factors, and identifying the real critical success factors in the systemic digraph. An example is provided to demonstrate how the Interactive Management methodology can be used to identify the real critical success factors.

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44

Lee, M. S. "Critical success factors influencing the transformation of the agricultural biotechnology industry in Taiwan." Agricultural Economics (Zemědělská ekonomika) 58, No. 6 (June 14, 2012): 249–63. http://dx.doi.org/10.17221/60/2011-agricecon.

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The study uses the fuzzy Delphi and FANP (fuzzy analysis network process) methods to integrate the views of experts from enterprises and academia regarding the future direction of the agricultural biotechnology industry in Taiwan, in order to extract the critical success factors influencing its transformation. This study compares the differences in the “cross-domain” and “non-cross-domain” critical success factors, and expects that the research results could be a decision-making reference for both the industry and the government. The research results show that the cross-domain critical factor that influence the transformation of the agricultural biotechnology industry in Taiwan are sequentially: a stable source of raw materials, control of the trend of market demand, a new production equipment, the capability in supporting upstream and downstream industries, the integration of the human resources of the upstream, midstream, and downstream industries, and the capability in marketing and promotion. The non-cross-domain critical factors are sequentially: the capacity to establish the system of product technology, the capacity to control intellectual property rights, a perfect educational system, the capacity to carry out risk management of the new product development, the competence in cultivating the capacity of technical and R&D personnel, and laws and regulations.

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45

YAVUZ, Fadim, and Tüzin BAYCAN. "Critical Success Factors for Collaborative and Integrated Watershed Management (CIWM) of Beyşehir Lake." Studies in Regional Science 45, no. 2 (2015): 181–99. http://dx.doi.org/10.2457/srs.45.181.

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46

Rajendrakumar, Barot Mukti. "Evaluation of Critical Success Factors for Accounting Information Systems Data Quality in Gujarat." International Journal of Scientific Research 3, no. 2 (June 1, 2012): 151–53. http://dx.doi.org/10.15373/22778179/feb2014/49.

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47

Santisteban, José, David Mauricio, and Orestes Cachay. "Critical success factors for technology-based startups." International Journal of Entrepreneurship and Small Business 42, no. 4 (2021): 397. http://dx.doi.org/10.1504/ijesb.2021.114266.

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48

CACHAY, ORESTES, DAVID MAURICIO, and José Santisteban. "Critical success factors for technology-based startups." International Journal of Entrepreneurship and Small Business 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijesb.2020.10035620.

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49

Mulyani, Sri. "Critical Success Factors in Public-Private Partnership." Journal of Accounting Auditing and Business 4, no. 1 (January 30, 2021): 81. http://dx.doi.org/10.24198/jaab.v4i1.31953.

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Public Private Partnership (PPP) is an alternative solution for the government in order to provide public goods and services that the government cannot fulfill itself due to budget constraints. However, not all PPP implementations are successful. In this article, the determinants of the success of PPP implementation are examined. The analysis was carried out based on articles discussing the keys success factors of implementing PPP. These articles are taken from articles published in reputable journals. The results of the analysis show that organizational factors, interactional factors, structural factors and external factors are the key factors for the success of the implementation of PPP.

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50

Lyou, An-Suck, Byung-Il Kim, and Hyoung-Kwan Kim. "Critical Success Factors for Wind Power Projects." Korean Journal of Construction Engineering and Management 13, no. 1 (January 31, 2012): 140–47. http://dx.doi.org/10.6106/kjcem.2012.13.1.140.

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