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The purpose of this paper is to find the key innovative principles for evaluating the long-term care (LTC) cloud system by exploring contradictory and complex points in its development.

The theory of inventive problem solving (TRIZ) and the decision-making trial and evaluation laboratory (DEMATEL) approaches are integrated to resolve complex contradictions in the system. The heuristic reasoning of TRIZ is applied to obtain innovation principles for an LTC cloud mining system. However, the importance and feasibility of these innovative principles require further assessment. In this study, DEMATEL is employed to clarify the complex relationships among the principles and evaluate their key influences.

This paper identifies six primary contradictions and derives 25 innovative principles for the resolution of these conflicts. Further analysis confirms three key innovative principles. First, the government should consider the overall planning of the cloud system platform, followed by the participation of other medical and LTC institutions. Second, the information capability of LTC institutions should be unified by recording the pathology data of care recipients to create an information exchange system. Third, LTC institutions should act in cooperation with medical institutions to provide professional medical capabilities.

The contributions of this paper are two-fold. First, this study provides an integrated methodology integrating the TRIZ and DEMATEL approaches to resolve LTC problems. Second, this research identifies the key innovative principles for developing an LTC cloud system in Taiwan.

The purpose of this study is to propose a state‐of‐the‐art new approach to enhance FMEA assessment capabilities.

Through data envelopment analysis (DEA) technique and its extension, the proposed approach evolves the current rankings for failure modes by exclusively investigating SOD in lieu of RPN and to furnish improving scales for SOD.

Through an illustrative example the proposed approach supports the proposition that DEA can not only complement traditional FMEA for improving assessment capability but also, especially, provide corrective information regarding the failure factors – severity, occurrence and detection. Further application of DEA Stratification also reveals that this methodology is useful for managing resource allocation and risk management.

It is shown that the proposed approach enables manager/designers to prevent system or product failures at an early stage of design. Moreover, the approach is able to provide managerial insight of SOD more effectively than justifying the efforts on RPN alone. Projection of each SOD is determined to help managers examine the scale of efforts. Finally, the stratification analysis offers the economical allocation of failure modes with respect to the incurred costs and the efficiency.

The paper proposes a unique new approach, robust, structured and useful in practice, for failure analysis. The methodology, within a firmed methodology, overcomes some of the largely known shortfalls of traditional FMEA: it takes into account multiple criteria and restricted weighted; and it analyses the failure modes' ranking considering not only the direct impacts of failure indices, but also the contribution of these indices.

Project risk management (PRM) and human resource management (HRM) are the two critical success factors (CSFs) for international project management. This paper aims to correlate these two CSFs, identify the human resource (HR) barriers, develop a hybrid model for risk management and develop strategies to overcome the HR barriers to effective risk management in international projects.

In total, 20 key HR barriers have been identified through a literature survey and verified by project professionals. These HR barriers are ranked according to their ability to trigger other barriers by analysing their interactions using the decision-making trial and evaluation laboratory (DEMATEL) method. Based on Ulrich’s revised model for HR functions, a hybrid framework for international PRM has been proposed.

DEMATEL analysis categorized nine barriers as cause barriers and 11 as affected barriers. The “PROJECTS” model proposed for HR strategy development suggests eight strategies to overcome these nine cause barriers. The hybrid PRM framework developed includes the effect of the HR dimension.

This paper presents the generalized prioritization of HR barriers to international PRM. For a specific international project, the HR barriers and their prioritization may change slightly. The hybrid framework for PRM and the strategy development model suggested are yet to be validated.

Correlating two CSFs in international project management, i.e. HRM and PRM and ranking the HR barriers using the DEMATEL method is the uniqueness of this research paper. The hybrid framework developed for PRM based on HR functions in Ulrich’s revised model and the proposed new HR strategy development model “PROJECTS” are unique contributions of this paper.