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In order to reduce the high failure rate of enterprise resource planning system (ERP) projects in Indian retail, project managers need to analyze and understand the impact of risk factor on ERP implementation. The purpose of this paper is to identify the key risk factors solely or primarily for the Indian retail sector. Furthermore, this study also analyzes the impact of risk factors in ERP implementation using the structural equation model (SEM) approach. “User risk,” “project management risk,” “technological risk,” “team risk,” “organizational risk,” and “project performance risk” are the examined factors.

A theoretical model is created that explains the risk factors which may impact the success of ERP implementation. Hypotheses were also developed to evaluate the interrelationship between risk factors and success of ERP implementation. Empirical data are collected through survey questionnaire from practitioners such as project sponsors, project managers, implementation consultants, and team members who are involved in ERP implementation in the retail sector to test the theoretical model.

Using the SEM, it is found that 40 percent of the variations in ERP implementation success can be explained with the help of the model suggested in the research study. The results of the study has empirically verified that “user risk,” “project management risk,” “technological risk,” “team risk,” “organizational risk,” and “project performance risk” factors are positively impacting ERP implementation success. All six hypotheses were supported by the results of the study.

The findings from this paper can provide greater understanding of ERP implementations. Researchers, practicing managers, and those seeking to implement ERP in retail organization can also use the findings of this study as a vehicle for improving ERP implementation success in the retail sector.

The study integrates the impact of risk factor on ERP implementation. Very few studies have been performed to investigate and understand this issue. Therefore, the research can make a useful contribution.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Human–robot collaboration (HRC) is an emerging research field for the construction industry along with construction robot adoption, but its implementation remains limited in construction sites. This paper aims to identify critical risk factors and their interactions of HRC implementation during engineering project construction.

Literature research, expert interviews, a questionnaire survey and a social network analysis (SNA) method were used. First, literature research and expert interviews were employed to identify risk factors of HRC implementation and preliminarily understand factor interactions. Second, a questionnaire survey was conducted to determine the degree of interactions between risk factors. Third, based on the data collected from the questionnaire survey, SNA metrics were used to find critical risk factors and critical interactions.

The critical risk factors consist of robot technology reliability, robot-perceived level, conflict between designers and users of construction robots, organisational culture, organisational strength, project cost requirements, changeability of project construction, project quality requirements and project safety requirements. The interactions between risk factors are strong and complex. Robot technology risk factors were relatively fundamental risk factors, and project risk factors had a direct influence on the risk of HRC implementation. The implementation cost of HRC was not identified as a critical risk factor. Individual risk factors could be mitigated by improving technical and organisational factors.

This paper contributes to the body of knowledge in the field of both HRC behaviours and its risk management in construction project management. Identifying the critical risk factors and their interactions of HRC implementation in the construction industry and introducing social network theory to the research on critical risk factors are the innovations of this paper. The findings and proposed suggestions could help construction professionals to better understand the HRC risk factors and to manage the risk of HRC implementation more effectively.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Studies addressing barriers to implement lean production (LP) from the perspective of risk management (RM) have not been so usual in the literature. Re-interpreting barriers to lean as potential risks that should be avoided or mitigated, this paper aims to identify and categorise risks in the implementation of LP to propose a framework, which provides an overview of risks that negatively influence this process.

Through a systematic literature review exploring papers in the Web of Knowledge database, 69 papers were selected. A descriptive analysis was first carried out to identify the evolution in the number of papers, usual terminologies, research methods, analytic tools and the RM phases approached by each paper. After that, an in-depth study of the paper sample was conducted to find risk factors and categories.

The authors found a list of 61 risk factors. Then, considering the sources of the identified risk factors, six broad categories of risks were defined, namely, top management risks, human resources risks, lean knowledge risks, technical risks, supply chain risks and cultural risks. The authors also defined 34 subcategories, resulting in a risk classification framework.

Based on the review, the authors identified literature gaps and provided a research agenda. A noteworthy research limitation is that the authors only selected papers about LP, so the authors might have missed some potential risks in lean implementation that may arise from other-related areas. Thus, the exploration of lean risks adopting other perspectives may constitute a promising pathway for further research.

The classification framework may help practitioners and researchers in risk identification, evaluation and mitigation. It can also enable the creation of response plans to risks in lean production implementation, as it indicates the potential risks that may be faced along with this process.

This study contributed to add the perspective of RM to the literature on lean implementation. The introduction of RM concepts and tools may generate more robust models of lean implementation. Therefore, the classification framework may represent a starting point to produce new knowledge about this research topic.

This study aims to investigate the factors associated with the implementation of risk-based internal audit (RBIA).

As a first step, a literature review of the relevant literature is performed and five potential factors related to the implementation of RBIA are identified. Based on that, this paper constructs a questionnaire survey sent out to 185 internal auditors, executives and accountants in Greece to receive 90 responses during the period of November 2019–January 2020. Multiple regression analysis is conducted to identify the factors related to the implementation of RBIA.

This paper shows that there is a statistically significant positive relationship between the implementation of RBIA and: the provision of risk management training, an active audit committee role and the establishment of a formalized risk management system.

The results have important implications for internal auditors, chief executive officers and accountants who wish to enhance internal audit effectiveness and the accuracy and quality of financial information.

Empirical studies on the factors related to the implementation of RBIA are rare. This is the first study to create empirical variables based on a thorough review of the relevant literature to empirically investigate the factors that are related to the implementation of RBIA in an emerging economy. By focusing on the Greek context, this study also sheds light to other countries with similar corporate governance systems, thus providing insights to settings where the Type II agency problem exists (La Porta et al., 1999).

An industrialized building system (IBS) is regarded as an effective residential building system that provides several benefits, including high quality, low cost, short time, good flexibility, reduced waste, and strong environmental performance. This system is considered to be valuable in promoting sustainable practices in China, where plans for urbanization have been established. However, the adoption of IBS in China is extremely limited. Potential risks exist and affect the attitudes of practitioners toward the use of this system. The purpose of this paper is to prioritize and analyze these risks and to develop corresponding strategies for mitigating these risks in China.

In total, 24 risks that inhibit the implementation of IBS in China are identified through literature review and examined through interviews for consistency. A questionnaire survey is conducted to quantify the significance of these risks. Cronbach’s coefficient α is employed to measure the internal consistency among the risk factors. The survey results are further analyzed using three case studies.

The top five risks identified are “poor cooperation between multi-interface,” “inappropriate design codes and standards for industrialized buildings,” “lack of management practices and experiences,” “enormous difficulty in achieving return on high initial investment,” and “lack of a quality monitoring mechanism for the production process.” The findings emphasize the government’s leading role in promoting the new building system in its introduction and enforcement of adequate policies and regulations. Practitioners are also instrumental in establishing proper understanding and knowledge of IBS and its application.

This study bridges the knowledge gaps on risk identification for implementing IBS in China. The findings provide practitioners and decision makers with valuable references for adopting adequate risk management methods and policies to promote IBS in China.

Enterprise resource planning (ERP) systems are increasingly being adopted by organisations in developing countries. As in industrialised countries, this adoption seems beset by significant rates of failure, leading to a large waste of investment and other resources. This paper seeks to understand why such ERP failure occurs.

The paper moves beyond factor lists to make use of an overall “design‐reality gap” model. The model is applied to a case study of ERP failure in a Jordanian manufacturing firm, analysing the situation both before and during ERP implementation through a mix of interviews, observation and document analysis.

The research finds sizeable gaps between the assumptions and requirements built into ERP system design, and the actual realities of the client organisation. It is these gaps – and the failure to close them during implementation – that underlie ERP project failure.

This study shows the relevance and applicability of the design‐reality gap model to understanding ERP failure. Further research can be undertaken applying the model to other ERP cases, including case studies of success.

The paper draws conclusions about good practice in ERP implementation relating to both risk identification and risk mitigation, which must be based on closing design‐reality gaps. It offers examples of both specific and generic actions that help to achieve this. But it also notes limitations existing in some developing country contexts that may continue to constrain the effective use of enterprise resource planning systems.

The paper provides a new model for understanding ERP project success and failure, and for practical risk mitigation. The design‐reality gap model aims to be comprehensive but also contingent; sensitive to the specific conditions of any individual client organisation.

Urban rail projects are typically large-scale transport infrastructure projects (megaprojects) which have many potential risks that can influence the strategic goals of owners. However, there is a paucity of studies which explore the impact of risks on both “urban rail” project time and cost together considering quantitative assessments. Therefore, this paper focuses on investigating critical risks and quantifying such risk impacts on urban railway project schedule and cost in practice.

A combination of qualitative and quantitative research methods comprising semi-interviews with five experts and a questionnaire survey of 132 professional respondents is used. The data were modeled using Monte Carlo Simulation to predict the probability of project schedule and cost.

The results show that 30 risk variables are categorized into seven main groups which have significant impacts on both project time and cost. Outstanding five risk variables were highlighted as follows: (1) project site clearance and land compensation; (2) design changes; (3) physical project resources; (4) contractors’ competencies and (5) project finance. Such findings were supported by Monte Carlo simulation which predicted in the worst case that the project may suffer 11.03 months’ delays and have cost overrun with a contingency of US$287.68 million.

This study expands our knowledge about time and cost contingency of urban metro railway implementation across developing economies and particularly within the context of Vietnam. Policymakers will not only gain an understanding about risk structure but will also recognize the significant impacts of critical risk through risk impact modeling and simulation. Such an approach provides insights into risk treatment priorities for planners so that they can proactively establish suitable strategies for risk mitigation in practice.

The purpose of this paper is to help managers to successfully plan, implement, and operate enterprise resource planning (ERP) projects using a risk management framework.

This paper adopted a combined literature review and case study method. Using literature review, the paper first identified major issues of managing ERP projects and develops a risk management framework for managing those issues. The proposed risk management framework was then applied to a ERP implementation project of a UK‐based energy services group and its effectiveness for managing ERP projects implementation had been demonstrated. Additionally, the risk factors as identified from the case application are compared with the risk factors from the previous researches so as to suggest mitigating measures.

All the risk factors are categorized into planning, implementation and operations phases along with project processes, organizational transformation and information technology (IT) perspectives. Project implementation phase is the most vulnerable to failure. The case study results reveal that the effect of other projects on on‐going ERP project, management of overall IT architecture and non‐availability of resources for organizational transformation are most critical from likelihood and impact perspectives. Managing risk across various phases of project and equal emphasize to effective project management, organizational transformation and IT adoption are the key to success in ERP implementation.

The risk factors, which were identified using literature review and the case study, have great significance as mitigating measures of those risks may result successful implementation of ERP projects in the industry. Additionally, proposed risk management framework could be customized to implement ERP projects elsewhere.

ERP projects are risky as they are capital intensive, technically complex, and call for organizational transformation. There are both success and failure stories. However, both researchers and practitioners agree, that if it can be implemented and operated successfully and benefits should be achievable. Although there are many studies on ERP implementation, little has been discussed on managing risks of ERP projects. Therefore, this paper bridges the gap.