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Critical success factors (CSF) for lean six sigma (LSS) using quality 4.0 are not researched so far. This study aims to bridge this gap. It also validates CSF already identified for LSS under conventional technologies.

Empirical research using the questionnaire method is conducted. Construct of the questionnaire is checked using Cronbach’s alpha and responses received are analysed using t-test and exploratory factor analysis.

In total, 20 factors are evaluated for LSS success. It includes 7 factors related to quality 4.0 technologies and 13 related to the conventional set-up. All 7 quality 4.0 related factors were found critical; whereas, under traditional set-up, 11 factors out of 13 were found critical.

The study will help enterprises in the fast and effective adoption of quality 4.0 and seamless integration with LSS. The post-Covid-19 business scenario is expected to be information technology focussed. The findings of this study will be useful in these circumstances. Consultants and practitioners can prioritise their efforts based on newly identified CSF. The new revelation about CSF for LSS in quality 4.0 enriches theory as well.

Developing skills based on newly identified CSF will help people in remaining employable in the era of automation, robotics and artificial intelligence which is otherwise ill-famed for destroying jobs.

CSF for LSS using quality 4.0 is a new contribution. It differentiates CSF established earlier for conventional technologies. Moreover, many CSF are common for LSS and industry 4.0, therefore this study will also help in smoother adoption of industry 4.0/quality 4.0 in organisations.

The purpose of this study is to investigate the current literature that has explored project success in the information and communication technology (ICT) sector.

The literature search was carried out for related articles in three databases: the Web of Science, Scopus and Ebscohost. Using a systematic literature review (SLR) methodology, 75 related articles were sorted out. Furthermore, the methods of frequency and content analysis were used to identify, categorize and arrange critical success factors (CSF) of ICT projects based on their importance, interrelation and cultural regions.

The findings in this study revealed that interest in researching success in ICT projects has increased significantly during the last five years. Through reviewing the selected articles, 25 CSF were identified. User participation, stakeholder relationship, project manager emotional intelligence, communication skills, and leadership skills, and top management support in the project emerged as the most important factors for ICT projects. Furthermore, we found that each regional group gives different level of importance to different CSF.

This study gives the opportunity to practitioners to control the highest value CSF to increase the success rate of ICT projects carried out in different cultural regions.

As the first study of its type, CSF were divided for different cultural regional groups. This paper further explained that certain CSF have different levels of importance in different culture regions. This study suggests that regional culture needs consideration during the evaluation of CSF.

The purpose of this paper is three pronged. First, to review the existing critical success factors (CSF) literature in the context of supply chain management (SCM). Second, to analyze the occurrence frequency of every possible CSF in SCM literature. Third, to identify the “vital few” and the “useful many” CSF that are harmonized across the SCM field.

A time-specific and term-sensitive literature review technique is undertaken to generate a list of possible CSF in SCM. The review yielded 55 papers, but only 26 empirical CSF papers were selected for analysis as the reliability and validity of the factors had been rigorously tested. Consequently, a Pareto analysis approach was applied to trace the CSF frequency of occurrence in SCM literature. By performing a Pareto analysis, this present study is able to identify and categorize the “vital few” and “useful many” CSF that are consistent throughout various fields of SCM. The review and results are tabulated and a Pareto diagram has been constructed to provide a summary of findings.

Out of the 26 selected empirical papers, 25 potent CSF in SCM literature have been extracted. From the Pareto analysis, nine CSF represent 80.68 percentage of occurrence which is regarded as the “vital few” CSF in SCM. The remaining 16 CSF represent 19.32 percentage of occurrence and is regarded as the “useful many” CSF in SCM. The nine “vital CSF” are immensely important, because in order to achieve supply chain and operation success, one must recognize the few vital factors that are responsible for the larger impact onto the industry compared to the other 16 “useful many” CSF.

The study offers some sense of assistance to SCM managers in highlighting the vital few CSF that matter most, regardless of their nature of SCM fields. Thus, saving their energy, time, and resources in determining the critical pieces of information. For academicians, this study provides a platform for future SCM CSF research and the results could aid researchers in developing the research instrument.

This study is the first attempt to apply Pareto analysis for SCM CSF studies and critically analyzing a wide range of SCM CSF literature. The result could allow supply chain managers to focus on the internal factors, as it could implicate the external factors, and is vital for sustainable supply chain operation, plus, it could stimulate potential researcher opportunities in linking SCM CSF and firm performance.

The purpose of this paper was to first identify and then model the impact of critical success factors (CSFs) of public–private partnership (PPP) power projects.

Review of empirical literature came out with 20 CSFs which were ranked by experts and industry practitioners through a two-round Delphi questionnaire survey.

These CSFs were grouped into CSF groups (CSFGs) using component analysis, and they served as the input variables for fuzzy analysis. The six components were collaboration and transparency, guarantee and permits, socio-political support, expected profitability, technical feasibility and risk allocation (RA). Overall success index of PPP power projects in Ghana was 5.966 and showed there is high impact of CSFGs on project success. Fuzzy analysis also confirmed RA as the most significant CSFG.

The model developed can serve as a multi-dimension CSF framework that can be used as a success attainment tool for PPP power projects. For policy developers and stakeholders, the model serves as a pointer to issues which the government/public sector must focus on to attract huge investments from the private sector in the power sector.

Current advances in information technology and, in particular, computer‐aided design/computer‐aided manufacturing (CAD/CAM) and enterprise resources planning (ERP) systems, have led organisations to undertake significant investments in these systems. Next generation manufacturers require both systems to maintain or gain a competitive advantage, reduce risks and improve productivity and viability. In addition, recent attention to the implementation of CAD/CAM systems highlights their important role in automating complex design and next generation manufacturing processes. In the next millennium more manufacturers are likely to implement CAD/CAM and ERP systems and hence issues in the integration of CAD/CAM with ERP systems must become a major concern. Accordingly, this paper will: explore the problems of integration of CAD/CAM systems with ERP systems; study how the severity of these problems relates to CAD/CAM integration success; propose a set of critical success factors (CSF) for the integration of CAD/CAM with ERP systems; suggest hypotheses to study the relevance of these CSF for successful integration of CAD/CAM with ERP systems. In addition, the paper also demonstrates the importance of successful integration of CAD/CAM systems with other applications for next generation manufacturers. These findings suggest that integration of CAD/CAM systems with ERP systems is complex, involving many factors.

The purpose of this paper is to provide a review of the critical success factors (CSF) for lean and six sigma and an analysis of these CSF as compared to previously popular change methods.

The paper uses a literature search and comparative analysis complemented with examples from previous case studies.

With only slight variations, the critical success factors are similar for all the change methods. Furthermore, the critical success factors seem to be relatively constant over time. Another important finding is that the CSF tend to relate more to how an organization approaches the change effort versus change method specific factors. The issues of management support and organizational culture are often emphasized as especially critical. The paper highlights and discusses three additional important CSF: strategic alignment, project management and training.

The awareness of CSF, in combination with an awareness of similarities between the methods, can potentially guide organizations in implementations of existing change efforts, and also prepare them for the next widely popular change method – when it arrives.

The paper presents the comparison of such aspects as goals, approaches, structure and tools and a detailed analysis of critical success factors.

The purpose of this study is to develop a methodology to help manufacturers determine and rank key internal business processes based on critical success factors (CSF).

First, company CSF and key performance measures were determined based on vision, mission and strategic objectives statements. Second, most important CSF were prioritized according to rating scores such as cost savings, necessary improvement, and own discretion using a balanced scoreboard procedure and a prioritization matrix. Third, CSF were related to internal business processes based on “strength of relationship” in order to define the most critical internal processes. Fourth, possible differences in the perception of CSF and strategic objectives among different management levels were compared. Fifth, the methodology was validated in three furniture manufacturing companies.

It was found that when a firm is missing vision or mission statements, it is imperative to define them before CSF can be identified. The CSF found through this case study were related to customer service, manufacturing management, quality and price of the products. The key internal business processes identified for the companies in this study were customer engagement, product operations and supply chain management. Conclusions show that better results were obtained when this methodology was applied to highest‐level of management.

This study has proved to be a useful tool to determine a strategy based on CSF and their relationship to internal business processes. Plant managers in our case studies were able to prioritize the critical internal business processes for their plants based on the most important CSF.

The goal of this paper is to discuss critical success factors (CSF) for implementing enterprise portals by comparing them with CSF for ERP implementations.

In order to identify and rank CSF for portal implementations, the paper followed a multi‐method design, following a two‐stage approach with the first stage analyzing the state‐of‐the‐art of portal implementation by interviewing portal integrators in Germany and a follow‐up stage with a focus on CSF, thereby identifying and analyzing the CSF for portal (implementation) projects in general and across project stages. Then the findings are compared with the results of a similar study on CSF in ERP (implementation) projects.

When comparing CSF for portal projects with CSF of ERP projects, some similarities were found but also some differences with respect to top management support, project management, communication, selection of the software package and business process re‐engineering.

There are limitations with regard to the comparability of both studies as both studies used different samples.

Based on these findings, measures to improve the engineering and management of portals can be proposed and developed.

Up to now, there are neither detailed studies focusing on the identification and evaluation of CSF for portal projects nor studies that try to compare portal and ERP projects. The paper tries to fill this gap.

The purpose of this study is to analyze how strategic planning is used as critical success factors (CSF’s) in not-for-profit (NFP) organizations. This was because many nonprofits had to innovate their operations owing to the global fiscal crises, the continuing international economic instability, natural disasters or the increasing man-made worldwide terrorism. Additionally, the objective is to identify what successful nonprofit organizations actually do to remain effective at the national association level of analysis.

A constructivist research design ideology is applied (in contrast to the customary positivist philosophy to collect quantitative). The literature is critically reviewed to identify NFP CSF’s and terms such as capacity building. NFP institutions are theoretically sampled using US-based retrospective data to identify practitioner CSF activities. Applying a constructivist research design ideology, the theoretical CSF’s from the literature review are compared to practitioner activities. Representatives of NFP organizations are invited to participate in a strategic planning exercise to identify the most important CSF’s from the literature and practice that would be needed in the future.

Seven of the nine United Nations NFP capacity building CSF’s are similar to NFP nine practitioner best practices. In comparison to the general literature, NFP practitioners applied leadership, strategic planning, innovation, documented procedures/training, human/technology resource management, financial management, accountability practices, ethical standards with professional communications policies, collaborative fundraising and marketing initiatives along with performance success evaluations.

The sample was drawn theoretically from 44 nonprofit state-centered institutions in the USA. Although statistically the results pertain strictly to US-based nonprofits, the principles should generalize to other countries as revealed by the similarity with United Nations innovation and strategic planning recommendations.

The authors applied a strategic planning exercise with the 44 participants at their recommendations to prioritize the CSF’s. The result was an innovative SWOT-TOWS diagram that summarized how the nine CSF’s were prioritized and grouped into the three categories of market performance, ethical responsibility and human resources.

This viewpoint paper is based on consultancy project in developing strategic marketing plan for building a professional recording studio in Bandung, Indonesia. Nonetheless, previous studies that scrutinize the key success factors in music recording studio industry are noticeably lacking, whereas music artists still rely heavily on recording studio providers to record their music and distribute it to the market. Hence, finding out the critical success factors (CSF) can help recording studio to craft strategic marketing plan within effective and efficient budget. The paper aims to discuss these issues.

Methods carried out in this study are based on triangulation which comprises of primary observation, interviews to experts in the respective field, and literature reviews regarding CSF, service quality and service excellence. Five years of primary observations took place in five studios on two major cities in Indonesia which are Bandung and Jakarta of which many prominent musicians were originated. The interviews were conducted to six respondents who have more than ten years of experience in music industry, and have produced at least two albums through professional music recording processes in music studios including recording, mixing, and mastering.

It is found that by exploiting the conceptual theories of service quality and service excellence as the foundations, there are primarily three critical factors in music recording studio industry in Indonesia which are human resources development in primarily technical aspects, communication skills, and servicescapes which involve the recording facilities and also the studio surroundings.

This study only took samples from five studios, two major cities in Indonesia and limited experts opinion. Nevertheless, confirmatory study is expected in the future in order to gain deeper insights or other additional point of view in determining CSF in the recording studio industry. This paper, however, has contributed to the existing literature of service quality, service excellence, and CSF in a narrow scope of industry which is music recording studio.

Managers who wish to start a recording studio business must look deeply into these three critical factors to address the budget effectively and efficiently in initial investment of the studio. Through this study it can be observed that music studio as a service firm can still focus on creating critical values to strive even though the music industry landscape has been deteriorated due to piracy and the development of technology. It is expected that through this study, by understanding the CSF, managers in music recording studio can focus on creating value effectively and efficiently in recording studio business.

This study contributes to fill the gap of empirical discussion in determining CSF in the music recording studio business in Indonesia in the context of service quality and service excellence, which has not been examined by previous scholars.