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1 – 10 of over 76000Vijay Pereira, Nirma Sadamali Jayawardena, Rahul Sindhwani, Abhishek Behl and Benjamin Laker
The purpose of this study is twofold. Firstly, the authors have conducted a systematic investigation considering the historical pandemic periods (1991–2021) over 30 years to…
Abstract
Purpose
The purpose of this study is twofold. Firstly, the authors have conducted a systematic investigation considering the historical pandemic periods (1991–2021) over 30 years to identify critical factors and business failure phenomenon during pandemics to explore “what”, “why” and “how” factors contributing to business failure during the COVID-19 pandemic and secondly identified interlinks of these factors to explain the phenomenon of business failure strategically through various quantitative models.
Design/methodology/approach
Firstly, the critical factors were identified through previous literature and systematically reported in accordance with the PRISMA guidelines. To remove any bias in critical factor selection, Delphi method was employed. In the second phase, m-TISM approach was adopted to understand the interrelationships of the factors to develop the hierarchy levels. Lastly, MICMAC analysis was also done to evaluate the driving and dependence powers of the critical factors. For implementation of the stated methodology, expert opinion was collected to assess the critical factors based on their knowledge and experience. A total of seven experts were involved in this study.
Findings
Two major takeaways from the results of phase one were that “external environmental changes” was at the highest level and had the highest driving power as well as the lowest dependence power, while “inappropriate marketing techniques” was at the lowest level and had the highest dependence and lowest driving powers.
Practical implications
The ever-developing digital technologies act as a synonym to innovation and are shaping up to be the key to future-proofing any industry. However, before one can move towards developing effective strategies to mitigate any business disruptions, there is a need to assess the causes of business failures in the first place which is a major managerial implication identified through this study.
Originality/value
This paper can be considered as the first few studies to conduct a systematic investigation considering the historical pandemic periods (1991–2021) over 30 years to identify critical factors and business failure phenomenon during pandemics to explore “what”, “why” and “how” factors contributing to business failure during the COVID-19 pandemic and secondly identified interlinks of these factors to explain the phenomenon of business failure strategically through various quantitative models.
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Peyman Akhavan and Amir Pezeshkan
The goal of this paper is to present the main critical failure factors extracted from analyzing ten case studies of failure in knowledge management (KM) systems and projects and…
Abstract
Purpose
The goal of this paper is to present the main critical failure factors extracted from analyzing ten case studies of failure in knowledge management (KM) systems and projects and present a framework in which the failure factors are linked to the different stages in the cycle of KM implementation.
Design/methodology/approach
“Grounded theory” as a qualitative research technique has been applied to explore the main failure factors. Data was collected reviewing scholarly articles containing KM case studies (failure in KM implementation) and after an in-depth study – applying grounded theory method – the results of main critical failure factors categorized and analyzed in specific stages of implementing KM systems.
Findings
Through review and analysis of ten case studies, two main results were obtained. First, the main critical failure factors of KM projects were identified. Second, identified critical failure factors were traced along the KM implementation cycle. A framework is proposed that shows the critical failure factors' effect in each specific stage of the KM cycle.
Research limitations/implications
The results of this research are generalized based on cases from prior literature. However, the authors have tried to be as inclusive as possible to ensure a representative sample of reported KM failures. In addition, organizations do not provide accurate reports of failure in their projects because of their policies, the image of their organization, and privacy, which could affect the identification of all failure factors.
Practical implications
The findings are incorporated into a framework of failure factors in KM projects and the proposed framework can help practitioners in organizations to avoid factors that lead to the demise of KM systems in each stage of the KM project development cycle. This multi-case study research and its suggested framework are also useful for academics to gain a comprehensive view of KM critical failure factors for future studies.
Originality/value
To the authors' knowledge this study is the first of its kind to provide an integrated perspective of critical failure factors for the implementation of KM through the inspection of ten case studies and maps the failure factors on KM implementation cycle. It provides valuable information and guidelines that will hopefully pave the way for managers to avoid failure in implementation of a KM.
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Abstract
Purpose
The purpose of this paper is to present an integrative and detailed review of the critical factors that cause enterprise resource planning (ERP) implementation failures, based on an in‐depth literature review (1997‐2009).
Design/methodology/approach
Keywords relating to the subject of this paper were defined, and used to search web engines and journal databases for papers on ERP implementation failures. These papers were further analysed and classified into various categories.
Findings
Nine factors are found to be critical in the failure of ERP implementations: excessive customisation, dilemma of internal integration, poor understanding of business implications and requirements, lack of change management, poor data quality, misalignment of IT with business, hidden costs, limited training and lack of top management support.
Research limitations/implications
The paper proposes the development of a framework to address each ERP implementation failure factor in its entirety based on the frequency of its occurrence in industry, as a topic for future research.
Originality/value
The paper contributes to research in the ERP domain by highlighting ERP implementation challenges from a critical failure perspective and proportion of the failures, as opposed to presenting critical success factors. Failure factors with examples provides a clearer visibility of the costly damages that can be introduced into organisations in the event that these failures are ignored.
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Saja Albliwi, Jiju Antony, Sarina Abdul Halim Lim and Ton van der Wiele
Lean Six Sigma (LSS) is a continuous improvement methodology that aims to reduce the costs of poor quality, improve the bottom-line results and create value for both customers and…
Abstract
Purpose
Lean Six Sigma (LSS) is a continuous improvement methodology that aims to reduce the costs of poor quality, improve the bottom-line results and create value for both customers and shareholders. The purpose of this paper is to explore the critical failure factors for LSS in different sectors, such as manufacturing, services, higher education, etc.
Design/methodology/approach
The following research is based on a systematic literature review of 56 papers that were published on Lean, Six Sigma and LSS in well-known academic databases from 1995 to 2013.
Findings
There are 34 common failure factors of LSS cited in this paper. There are some common factors for failure, such as a lack of top management commitment and involvement, lack of communication, lack of training and education, limited resources and others. Many gaps and limitations are discussed in this paper and need to be explored in future research.
Originality/value
The paper is one of the first systematic literature reviews to explore the critical failure factors of LSS and discuss the top failure factors from different angles, i.e. countries’ evolution, organisations’ size (small- and medium-sized enterprises and large organisations) and industry nature.
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Giuliano Marolla, Angelo Rosa and Felice Giuliani
During the past few decades, Lean Six Sigma (LSS) in the health-care sector has received increasing attention from both researchers and practitioners because it plays an…
Abstract
Purpose
During the past few decades, Lean Six Sigma (LSS) in the health-care sector has received increasing attention from both researchers and practitioners because it plays an imperative role in quality improvement and cost reduction initiatives. Although researchers have often focussed on evidence of model effectiveness through the study of performance indicators, too little attention has been given to the factors that lead to implementation failure and the causal relationships among them. This study aims to investigate the factors that may inhibit the successful implementation of the method by focussing on Italian public hospitals.
Design/methodology/approach
Through the use of the Delphi technique and fuzzy cognitive maps, this paper derives new and relevant results for researchers, hospital managers and policymakers.
Findings
The results show the factors with the greatest impact on LSS implementation and provide insight into the causal links and degrees of influence between critical failure factors and performance variables.
Practical implications
The findings could be considered useful, in particular, to hospital managers and policymakers, who could leverage the suggestions derived from the study to address LSS implementation.
Originality/value
This work overcomes a gap in the literature related to the absence of studies on the causal relationships between factors that determine the success or failure of LSS implementation.
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Mariam Bader, Jiju Antony, Raja Jayaraman, Vikas Swarnakar, Ravindra S. Goonetilleke, Maher Maalouf, Jose Arturo Garza-Reyes and Kevin Linderman
The purpose of this study is to examine the critical failure factors (CFFs) linked to various types of process improvement (PI) projects such as Kaizen, Lean, Six Sigma, Lean Six…
Abstract
Purpose
The purpose of this study is to examine the critical failure factors (CFFs) linked to various types of process improvement (PI) projects such as Kaizen, Lean, Six Sigma, Lean Six Sigma and Agile. Proposing a mitigation framework accordingly is also an aim of this study.
Design/methodology/approach
This research undertakes a systematic literature review of 49 papers that were relevant to the scope of the study and that were published in four prominent databases, including Google Scholar, Scopus, Web of Science and EBSCO.
Findings
Further analysis identifies 39 factors that contribute to the failure of PI projects. Among these factors, significant emphasis is placed on issues such as “resistance to cultural change,” “insufficient support from top management,” “inadequate training and education,” “poor communication” and “lack of resources,” as primary causes of PI project failures. To address and overcome the PI project failures, the authors propose a framework for failure mitigation based on change management models. The authors present future research directions that aim to enhance both the theoretical understanding and practical aspects of PI project failures.
Practical implications
Through this study, researchers and project managers can benefit from well-structured guidelines and invaluable insights that will help them identify and address potential failures, leading to successful implementation and sustainable improvements within organizations.
Originality/value
To the best of the author’s knowledge, this paper is the first study of its kind to examine the CFFs of five PI methodologies and introduces a novel approach derived from change management theory as a solution to minimize the risk associated with PI failure.
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Poonam Garg and Atul Garg
Many retailers in India have decided to adopt one or another enterprise resource planning (ERP) system to improve their businesses, but implementing an ERP system can be a…
Abstract
Purpose
Many retailers in India have decided to adopt one or another enterprise resource planning (ERP) system to improve their businesses, but implementing an ERP system can be a demanding venture. ERP implementation has always been an intricate process and is one of the challenges of the retail sector. There have been many obstacles seen in implementing ERP successfully. According to Standish Group's report, around 75 per cent of the ERP projects are classified as failures. The purpose of this paper is to focus on the process of identifying, analyzing and prioritizing the failure factors of ERP implementation using cause‐effect and Pareto analysis.
Design/methodology/approach
Empirical data were collected via a survey questionnaire/interview technique. The questionnaires were distributed to practitioners like project sponsors, project managers, implementation consultants and team members who had been involved/implementing/using ERP in retail sector.
Findings
Results suggest that 9 critical failure items namely Inadequate resources, Poor User involvement, Users' resistance to change, High Attrition rate of project team members, Lack of top management commitment, Poor project management, Inadequate project team composition, Ineffective organizational change management and Unrealistic project scheduling have a high impact on ERP implementation and therefore deserve serious attention in the process of ERP implementation.
Originality/value
This paper identifies and prioritizes the critical failure factors of ERP implementation in Indian retail sector. The awareness about these critical failure items may help the decision makers in formulating a better strategy for ERP implementation in Indian retail.
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Raja Sreedharan V., Gopikumar V., Smitha Nair, Ayon Chakraborty and Jiju Antony
Many projects focus on the reliable operation of the activities in the project. Any failure in the process activities leads to major problems resulting in waste, defects…
Abstract
Purpose
Many projects focus on the reliable operation of the activities in the project. Any failure in the process activities leads to major problems resulting in waste, defects, equipment damage, which has a direct impact on the consumers. In addition, Lean Six Sigma (LSS) is not new to this issue. LSS projects have faced an interruption in the process flow and unforeseen defects. Therefore, the purpose of this paper is to identify the vital failure factors of LSS projects.
Design/methodology/approach
Through extant literature review, the researchers found 44 critical failure factors (CFFs) of LSS. Using the Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) SIMOS approach, the decision makers’ (DMs) rating and weight for each factor were collected. Moreover, the study was conducted in both the manufacturing and service industries to identify the impact of CFFs in LSS projects.
Findings
CFFs and their evaluation have received little attention in the literature. Most of the previous studies deal only with the identification of the success factors in general. Therefore, the study identified 44 CFFs and ranked them through DMs. In addition, the TOPSIS SIMOS approach ranked the vital failure factors enabling the management to avert the LSS project from failures.
Research limitations/implications
The study focused on project failures due to CFFs of LSS. Nevertheless, it did not consider other failure factors of project and knowledge management. Further, the sample used to test the approach was considerably small. Therefore, the study can be repeated with significant samples and the vital failure factors compared.
Practical implications
In real-life application, all the parameters in the LSS project need to be understood in a better manner. In such a condition, the practitioner needs to know that the project never fails due to the CFFs and TOPSIS SIMOS approach can prevent the LSS project failures.
Originality/value
The study applied TOPSIS SIMOS approach to rank the CFFs in an LSS project, which is first of its kind and aids the practitioners to make the right decisions in the business environment.
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Yazeed A. Alragabah and Mohd. Ahmed
There is a limited number of research work on critical success factors (CSFs) in public construction projects in Saudi Arabia. In response to this knowledge gap, the objective of…
Abstract
Purpose
There is a limited number of research work on critical success factors (CSFs) in public construction projects in Saudi Arabia. In response to this knowledge gap, the objective of this paper is to assess the impact of CSFs on the government construction projects in Saudi Arabia. The success factors are investigated from a broader consideration of failure criteria, from consideration of most effectiveness in successful project completion and also from consideration of the impact of implementing control processes for successful project completion.
Design/methodology/approach
This study has analysed the impact of success factors on construction projects in Saudi Arabia using a descriptive methodology. An exhaustive literature survey is undertaken to identify the success and failure factors related to government construction projects in Saudi Arabia. The survey data are sorted out and analysed by cost, schedule, technical, context and finance dimensions of the projects based on project types, engineering complexity, size, modality, jurisdictional control and funding approach. To evaluate the influence of success factors implementation, qualitative data were collected in a survey via a web-based questionnaire that was sent to officials working and occupying a responsible position in national project guidelines organizations and in government construction organizations in Saudi Arabia. In all, 28 CSFs were identified, ranked and evaluated for their impact on project success. The four identified factors belong to process categories of construction projects, nine factors belong to management of construction projects and 15 success factors are identified for impact assessment of implementation in construction projects.
Findings
The study's findings have identified and ranked the top five CSFs that significantly influence project outcomes, including meeting time targets, adhering to financial budgets, delivering desired outcomes for all stakeholders, effectively managing risks and assembling the appropriate team while optimizing resource allocation. Additionally, the research indicates that hindrances to projects primarily stem from execution, economic, human and political factors. The study advocates for strict controls over incomplete engineering designs and advises against contractors independently handling design work to ensure project success. Additionally, addressing contractors' qualifications and financial matters is crucial for project success. By highlighting these CSFs and challenges, the research provides actionable insights to enhance project management practices in the construction industry.
Research limitations/implications
This study is limited to the infrastructure projects constructed by governmental bodies with the participation of officials from government organizations. Further study, including private projects and officials working on private projects, may be needed to generalized the research outcome.
Originality/value
Numerous studies have investigated CSFs in construction projects, but few have examined their relevance to Saudi Arabian government projects. This study aims to fill this gap by identifying key CSFs specific to Saudi Arabian public sector construction projects and assessing their impact on project success. It advocates for stringent controls in the Saudi Arabian construction sector, emphasizing the importance of preventing incomplete or altered engineering designs by contractors to increase the success rate of public sector projects. This research offers practical insights to stakeholders, advancing project management practices in Saudi Arabia's construction sector for improved outcomes and resource utilization.
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Tan Phat Nguyen and Nicholas Chileshe
The Vietnam construction industry has considerably developed since 1986 as a result of “Doi Moi” or all-round renovation process. However, despite the pace of economic reforms, a…
Abstract
Purpose
The Vietnam construction industry has considerably developed since 1986 as a result of “Doi Moi” or all-round renovation process. However, despite the pace of economic reforms, a number of challenges continue to plague the construction industry. The purpose of this paper is to revisit the factors causing construction project failure in Vietnam. Some of the selected best practices from Brazil, Russia, India, China and South Africa (BRICS) and China, Indonesia, Vietnam, Egypt, Turkey, South Africa (CIVETS) are discussed.
Design/methodology/approach
Using a mixed method approach, data were collected from construction stakeholders in Vietnam using a postal survey questionnaire and semi-structured interviews. The quantitative data were subjected to descriptive statistics using ranking and frequencies analysis, and qualitative data employed content analysis.
Findings
Despite the lack of systematic approach to managing projects risks, there is a high level of acknowledgement regarding the importance of risk management practices. The highly ranked critical factors still causing construction project failure in Vietnam are: disregard of the significance of project planning process and project planning; lack of experience in executing complicated project; poor design capacity and frequent design changes; lack of knowledge and ability in managing construction projects; lack of financial capacity of owner; poor performance of contractors; lack of a systematic approach to managing the project and entire organisation; corruption and bribery in construction projects; the delays in payment; and economic volatility and high inflation.
Practical implications
The identified and revisited project failure factors could be used as a “road map” for the revaluation, and development of appropriate project management practices.
Originality/value
The construction sector has undergone through significant structural changes following “Doi Moi”. This study provides the opportunity to realign the strategies for addressing project failure factors and learning from comparative studies in BRICS and CIVETS countries.
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