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Traditionally, construction organizations with a track record of successful project completion were considered successful construction organizations. However, if construction projects were successful, then it is not always necessa...
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Traditionally, construction organizations with a track record of successful project completion were considered successful construction organizations. However, if construction projects were successful, then it is not always necessary for the construction organization to also have been successful. They can even fail and go bankrupt. Therefore, there is a need to think about the success of construction organizations at a corporate level rather than focusing only at the project level. The objective of this study was to identify and to evaluate the successful attributes for construction organizations. The research methodology involved seeking responses from experts in the construction industry through a questionnaire survey. This paper presents the factors that contributed to the success of construction organizations that operate in the National Capital Region of Delhi, India. Factor analysis of responses extracted eight critical success factors: experience and performance, top management's competence, project factor, supply chain and leadership, availability of resources and information flow, effective cost control measures, favourable market and marketing team, and availability of qualified staff. The top management's competence emerged as the most critical success factor against various performance factors. The success factors that were identified in this study should provide a guideline to construction organizations for their success.
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This article presents the results of a study carried out among family businesses operating in Poland. It is intended to supplement previously generated knowledge in the area of the operation of family businesses in the specific so...
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This article presents the results of a study carried out among family businesses operating in Poland. It is intended to supplement previously generated knowledge in the area of the operation of family businesses in the specific socio-economic and legal conditions in Poland. The objective was to collate the opinions of entrepreneurs regarding the need for visibility of the family and the family business status in business relations and the marketing activities of enterprises. The data were collected using in-depth interviews with the Polish family business owners. This paper outlines the conclusion of the study with respect to success factors such as: the trust among the family members, flexibility and adaptability to changing market conditions or the ability to act flexibly and quickly, adapt to changes in the environment and success-hindering factors for Polish family firms such as: the financial challenges borne by employers like taxes and social security costs or the instability of the law.
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Several success criteria (SC) and categorization models have been introduced and studied in the previous decades to address the issue of project success. However, most of these models have failed to align success criteria with com...
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Several success criteria (SC) and categorization models have been introduced and studied in the previous decades to address the issue of project success. However, most of these models have failed to align success criteria with company's success in the long-term. This paper aims at proposing a framework to categorize project success for building projects in Malaysia from the contractors' perspective. The proposed framework incorporates criteria that align the project efforts with both short and long-term goals of the companies; moreover provide an appropriate judgment of success at all stages of the project. If construction managers can judge the probability of success, they would be able to evaluate the overall relative strength of each project, and identify problems on current projects to direct them toward success. Based on the available literature, thirteen success criteria were found to be significantly and substantially related to building projects success. To develop the SC categorization framework, 151 participants, who are involved in building construction, were invited through a postal and e-mails survey to generate priorities of these criteria. The results of this study indicated that a categorization scheme for success criteria for building projects should include the categories of project management success, product success, along with market success. The findings of this study can further help future researchers seeking solutions in the challenges relating to improvement of building projects implementation and enhancement of project success.
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Although extensive research has been undertaken on the critical success factors (CSFs) for construction projects, very little of this research contains information specific to the local context. While several local studies have be...
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Although extensive research has been undertaken on the critical success factors (CSFs) for construction projects, very little of this research contains information specific to the local context. While several local studies have been conducted within a similar research boundary, variables with growing importance in the literature, the human-related factors, have yet to garner much attention. Therefore, the main objective of this study was to gain a renewed understanding of the emerging trend of CSFs considered by various stakeholders in the local industry. This was achieved through a comparative study of 48 Malaysian construction stakeholders classified into three categories, namely, developers, consultants and contractors. The Kruskal-Wallis one-way analysis of variance (ANOVA) on 46 factors suggests that the stakeholders favour a more balanced approach to CSFs. Apart from the 'hard' factors, there is a strong consistency among the perception of project stakeholders in recognizing the significance of human-related 'soft' factors. The analysis further reveals that the high scoring factors are mostly related to three major aspects: (1) project personnels (2) commitment and communication; and (3) site management and supervision. Implementation of human-related factors will help to stimulate an atmosphere of trust among stakeholders amidst a widespread adversarial attitude in the industry.
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The live entertainment industry consistently delivers projects on time. Their overall commercial success is better than some traditional project management oriented industries, for example con- struction, which has a higher bankru...
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The live entertainment industry consistently delivers projects on time. Their overall commercial success is better than some traditional project management oriented industries, for example con- struction, which has a higher bankruptcy and litigation rate! This paper examines the practices of the entertainment industry, an industry that rarely, if ever, uses classical project management tool sand techniques. This paper first identifies the primary cause of project success in this Indus- try, the alignment of participants. The part of this paper is an assessment of the learnings between traditional project management industries' practices and those of the live entertainment business.
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Use of Enterprise Resource Planning (ERP) systems has been the mainstay of large enterprises since 1990s. Only recently has there been significant interest in the use of ERP in small and medium sized businesses (SMBs). Since then ...
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Use of Enterprise Resource Planning (ERP) systems has been the mainstay of large enterprises since 1990s. Only recently has there been significant interest in the use of ERP in small and medium sized businesses (SMBs). Since then scholars have been studying the applicability of research results of successful implementation of ERPs in large enterprises to implementation in SMBs. In this research, the authors study the available research to discern the various ERP systems and Critical Success Factors (CSF) of ERP implementations, and delve into the real life experiences of small and midsize businesses (SMBs) that have installed Microsoft Dynamics Navision (NAV). Except for the CSF "management of risk" being found not as important almost all SMBs in the study found all CSFs found important by large businesses also important and indicated that CSF "user training" the most important.
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This study extends the debate surrounding the components of IS project success by reviewing success factors from the perspective of their interdependency and influence on each other. This research utilises interpretive structural ...
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This study extends the debate surrounding the components of IS project success by reviewing success factors from the perspective of their interdependency and influence on each other. This research utilises interpretive structural modelling as the methodology and framework to develop the relationships between the selected factors. This approach is presented as a mechanism that can provide greater insight to the underlying causal interrelationships associated with IS project success and the successful transition to operations. The findings identify a number of key outcomes that have significant driving influence on other interconnected factors in the final model. This study highlights the benefits of an interpretive approach where IS factor interrelationships can be modelled to demonstrate potential influence on other connected factors thereby, increasing the chances of project success.
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The effects of structural habitat complexity on predator foraging success has been seldom investigated in lizards. We studied a population of the gecko Hemidactylus turcicus in Northern Cyprus to examine how structural habitat com...
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The effects of structural habitat complexity on predator foraging success has been seldom investigated in lizards. We studied a population of the gecko Hemidactylus turcicus in Northern Cyprus to examine how structural habitat complexity can alter the behavioural patterns of foraging geckos. In Northern Cyprus H.turcicus are found in both urban and natural environments, however urbanised areas provide a simple habitat structure which could benefit foraging success. Although light levels and prey density are factors in their success, foraging success could also be a factor as to why these geckos are often found in urbanised areas. We hypothesised that increased structural complexity of the habitat will have a negative influence on H.turcicus foraging success because of visual impairment. The results support our hypothesis that in a simple habitat foraging will be more successful with a significantly lower number of strike attempts, fewer failed feeding bouts and a significantly larger strike distance in a simple habitat compared to a more complex one. However the time taken to start hunting prey showed no significant difference, which was not predicted. The results from this study show that the foraging success of H.turcicus is increased in simple habitats, therefore we propose that foraging success could be a part of the driver for the successful colonisation into urbanised areas.
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In 1992, DeLone and McLean suggested that the dependent variable for information systems (IS) research is IS Success. Their research resulted in the widely cited DeLone and McLean (D&M) IS Success Model, in which System Quality, Information Quality, Use, User Satisfaction, Individual Impact, and Organizational Impact are distinct, but related dimensions of IS success. Since the original IS Success Model was published, research has developed a better understanding of IS success. Meanwhile, comprehensive and integrative research on the variables that influence IS success has been lacking. Therefore, we examine the literature on the independent variables that affect IS success. After examining over 600 articles, we focused our attention on integrating the findings of over 140 studies. In this research, we identify 43 specific variables posited to influence the different dimensions of IS success, and we organize these success factors into five categories based on the Leavitt Diamond of Organizational Change: task characteristics, user characteristics, social characteristics, project characteristics, and organizational characteristics. Next, we identify 15 success factors that have consistently been found to influence IS success: Enjoyment, Trust, User Expectations, Extrinsic Motivation, IT Infrastructure, Task Compatibility, Task Difficulty, Attitudes Toward Technology, Organizational Role, User Involvement, Relationship with Developers, Domain Expert Knowledge, Management Support, Management Processes, and Organizational Competence. Finally, we highlight gaps in our knowledge of success factors and propose a road map for future research....
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In 1992, DeLone and McLean suggested that the dependent variable for information systems (IS) research is IS Success. Their research resulted in the widely cited DeLone and McLean (D&M) IS Success Model, in which System Quality, Information Quality, Use, User Satisfaction, Individual Impact, and Organizational Impact are distinct, but related dimensions of IS success. Since the original IS Success Model was published, research has developed a better understanding of IS success. Meanwhile, comprehensive and integrative research on the variables that influence IS success has been lacking. Therefore, we examine the literature on the independent variables that affect IS success. After examining over 600 articles, we focused our attention on integrating the findings of over 140 studies. In this research, we identify 43 specific variables posited to influence the different dimensions of IS success, and we organize these success factors into five categories based on the Leavitt Diamond of Organizational Change: task characteristics, user characteristics, social characteristics, project characteristics, and organizational characteristics. Next, we identify 15 success factors that have consistently been found to influence IS success: Enjoyment, Trust, User Expectations, Extrinsic Motivation, IT Infrastructure, Task Compatibility, Task Difficulty, Attitudes Toward Technology, Organizational Role, User Involvement, Relationship with Developers, Domain Expert Knowledge, Management Support, Management Processes, and Organizational Competence. Finally, we highlight gaps in our knowledge of success factors and propose a road map for future research.
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Achieving success in public construction projects is difficult because it requires economy, efficiency, quality, fairness and transparency. Such projects are taken up on the requisition of owners/clients and almost always involve ...
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Achieving success in public construction projects is difficult because it requires economy, efficiency, quality, fairness and transparency. Such projects are taken up on the requisition of owners/clients and almost always involve multiple entities and are also accountable to external financial audit and vigilance agencies. Identification of the success factors is considered the key to achieving success in these projects. Through an extensive literature review, 36 success attributes were identified and a questionnaire-based survey was undertaken to elicit views of professionals on these success attributes. The responses from 105 professionals with an average of 22 years of experience in public construction projects in India were collected and analysed. The factor analysis yielded four success factors: awareness of and compliance with rules and regulations; pre-project planning and clarity in scope; effective partnering among project participants; and external monitoring and control. These four success factors were also used in multivariate linear regression in order to explore their relative significance for overall performance, and compliance with anti-corruption and financial norms. The most significant factor for overall performance is awareness of and compliance with rules and regulations. The results would be helpful to public construction project professionals in taking proactive measures for successful completion of public projects.
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