Success Factor

In the lead up to large-scale change bought about by enterprise system implementations, there are multiple complex influences at play that impact perceptions that the organisation might not be ready for the change effort. These influences manifest in uncertainty, ambiguity in roles and responsibilities and in many cases, information overload. Organisational change management (OCM) is often considered to be one of the most important success factors for enterprise system implementations and has even be referred to as a critical success factor. In this paper a definition of OCM will be proposed and outcomes of an investigation into the effectiveness of integrating OCM when implementing enterprise resource planning projects will be discussed. For the purposes of this investigation large scale enterprise resource planning systems were chosen as the software of choice to study. These systems by virtue of their complexity and implementation costs often cause long reaching impacts on the organization. Often to the point where organizations can wait for long periods of time to obtain any real benefit realisation. In this study 208 European organisations responded to a survey. Findings in brief indicated that experts who applied CM in their projects evaluated their projects as more successful than projects without CM.

This paper presents an extension to the technology acceptance model (TAM) and empirically examines it in an enterprise resource planning (ERP) implementation environment. The study evaluated the impact of one belief construct (shared beliefs in the benefits of a technology) and two widely recognized technology implementation success factors (training and communication) on the perceived usefulness and perceived ease of use during technology implementation. Shared beliefs refer to the beliefs that organizational participants share with their peers and superiors on the benefits of the ERP system. Using data gathered from the implementation of an ERP system, we showed that both training and project communication influence the shared beliefs that users form about the benefits of the technology and that the shared beliefs influence the perceived usefulness and ease of use of the technology. Thus, we provided empirical and theoretical support for the use of managerial interventions, such a...

Development of manufacturing small and medium enterprises (SMEs) is a key engine to promote development of rural economy in developing countries. A common industrial organization among manufacturing SMEs, especially in rural areas, in Indonesia as in many other developing countries is clustering, where firms producing similar products concentrate in a certain area. This has led the Indonesian government to adopt

A crucial success factor in e-com- merce is the development of an appealing, effective, and efficient Web site. Web de- velopment is evolving constantly with new tools, approaches, and methodologies. This editorial explores Web development trends and issues and discusses the gap between research and practice that exists in this domain. The perspective from the field is provided by Dr.

Study of success factors in large-scale construction projects is increasingly relevant. Underlying relationships among the factors that contribute to project success can provide important insights for success on future projects. Therefore, major objective of this paper is to explore such underlying relationships and examine how these relationships can be useful to further explain success in large-scale construction projects. In order to elicit the perception of critical success factors for large-scale construction projects, questionnaire and interview surveys were employed with construction professionals. Factor analysis was used to examine the underlying relationships of success factors which resulted in formulation of four factor groupings which were together called critical COMs of success and were labeled as COMprehension, COMpetence, COMmitment, and COMmunication, respectively. Critical COMs provide a very simple understanding of success in large-scale construction projects. These factor groupings can be easily understood and remembered by all project stakeholders. Project managers can also use the critical COMs to evaluate their current project and compare the perceived and real success factors for knowledge management exercise.

As more firms embrace CRM as a core business strategy, it is getting more important to assess firms' CRM readiness and performance for diagnosing, guiding, managing, and evaluating their current CRM practices. Previous CRM studies have been limited to extracting a few success factors or focus only on specific implementation methodologies without any theoretical underpinning. In this paper, we suggest a performance measurement framework called CRM scorecard as an integrative organizational artifact to diagnose and assess a firm's CRM practice. The CRM scorecard was developed through comprehensive literature review and in-depth interviews with CRM practitioners, with specific objective and subjective instruments added to measure corporate CRM capability and readiness. Additionally, we conducted an analytic hierarchy process (AHP) analysis to prioritize the evaluation factors in the CRM scorecard. To illustrate the applicability of the proposed CRM scorecard, we apply the artifact to a consumer bank, which is well known for an exemplary CRM strategy in Korea

... Professor Birchall is a regular speaker on innovation, knowledge project management, IT and learning and new forms of organisation and has designed management development programmes at all ... His latest book Capabilities for Strategic Advantage: Leading ...