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E‐learning is becoming a major component in academia today. Therefore, the success of e‐learning online communities is crucial in order to ensure their permanency and effectiveness. There is a need for formalized guidelines in e‐learning that instruct the designer (course instructor) on how to design, maintain, and manage a course. Some research has been done on the subject, but none proposes formalized guidelines, and none draws the results from the users’ perspectives. The users, students in this case, should be at the heart of the design and their thoughts, wishes, and needs should be implemented in the user‐centered design. In this study, through an iterative testing approach, the researchers formalized and validated a set of design heuristics that instruct an online educator on how to design, manage, deliver, and nurture an e‐Learning online community.

The British Columbia Ministry of Health’s Clinical Care Management initiative was used as a case study to better understand large-scale change (LSC) within BC’s health system. Using a complex system framework, the purpose of this paper is to examine mechanisms that enable and constrain the implementation of clinical guidelines across various clinical settings.

Researchers applied a general model of complex adaptive systems plus two specific conceptual frameworks (realist evaluation and system dynamics mapping) to define and study enablers and constraints. Focus group sessions and interviews with clinicians, executives, managers and board members were validated through an online survey.

The functional themes for managing large-scale clinical change included: creating a context to prepare clinicians for health system transformation initiatives; promoting shared clinical leadership; strengthening knowledge management, strategic communications and opportunities for networking; and clearing pathways through the complexity of a multilevel, dynamic system.

The action research methodology was designed to guide continuing improvement of implementation. A sample of initiatives was selected; it was not intended to compare and contrast facilitators and barriers across all initiatives and regions. Similarly, evaluating the results or process of guideline implementation was outside the scope; the methods were designed to enable conversations at multiple levels – policy, management and practice – about how to improve implementation. The study is best seen as a case study of LSC, offering a possible model for replication by others and a tool to shape further dialogue.

Recommended action-oriented strategies included engaging local champions; supporting local adaptation for implementation of clinical guidelines; strengthening local teams to guide implementation; reducing change fatigue; ensuring adequate resources; providing consistent communication especially for front-line care providers; and supporting local teams to demonstrate the clinical value of the guidelines to their colleagues.

Bringing a complex systems perspective to clinical guideline implementation resulted in a clear understanding of the challenges involved in LSC.

To survive high‐level management needs business intelligent information to efficiently manage corporate operations and support its decision making. Knowledge management (KM) is recognized as one of the most critical factors for obtaining organizational competitive advantage. A variety of factors determines significant success ingredients for successful implementation of KM in any organization. The primary challenge in KM initiation is how to integrate the above factors with organizational and personnel constraints and capabilities. This paper aims to develop a priority framework based on multi‐criteria decision making (MCDM) to help organizations build awareness of the critical influential factors affecting successful implementation of KM.

To identify critical influential factors, the authors studied and reviewed relevant literature from numerous fields of study associated with the essential issues of KM projects implementation. These cover the factors that affect a KM implementation based on comprehensive analysis of KM literature from numerous research studies. Research methodology used in this study is based on a combination of other methodologies such as action research, group discussion, documentary study and questionnaire research. For this purpose a group of experienced managers were selected and discussion sessions were held to set objectives and road map the study. Finally group analysis hierarchy process (GAHP) was used to analyse questionnaires and prioritize influential factors.

The conceptual framework presents a roadmap for success of KM programs in the organizations. The paper identifies eight major aspects, 44 influential factors and a conceptual framework to assisting managers to design and implement a KM system in their organizations. The results show top management, executive management and culture have great impact on success of KM implementation among main aspects. The conceptual framework presents guidelines for success of KM implementation in organizations.

The result of this study not only validates theory with reality, but it also provides a reference for the academic as well as the business world. It is hoped that the factors proposed in this study help organizations to manage knowledge activities effectively and implement knowledge projects smoothly in order to maximize benefits from KM projects and returns from knowledge assets.

This study is the first to provide an integrated perspective of critical success factors in KM implementation in Khorasan Science and Technology Park (KSTP). It gives valuable guidelines for top managers and leaders to accomplish KM projects effectively.

Web design has been identified as a key factor for the acceptance and success of the websites and electronic commerce. The purpose of this paper is to analyse, from a marketing point of view the main aspects that could influence online users' perceptions and behaviours, in order to achieve a successful e‐commerce website.

An extensive literature review was developed emphasising the special role that web design could play in the interaction user‐interface. Besides, the methodology related to benchmarking allows firms to know the best practices and to learn some key lessons for developing their businesses online.

The literature review affirms that web design is a key factor for getting positive outcomes as it influences on users and online consumers' perceptions and behaviours. A website design addressed to simplicity and freedom of navigation provides clear, timely and accurate information in all its contents and an appearance that calls for the users' attention.

The paper offers a Decalogue of guidelines that could improve the design of the e‐commerce websites regarding the aesthetic appearance of the website, the navigation through the site, the information and contents and the characteristics of the shopping process. It could be interesting to analyse empirically the impact of all key attributes on the users' perceptions and behaviours.

This is one of the first studies which explains how a website must be designed from the demand's perspective. The analysis of the users' perceptions and the marketing view of design could help designers to find the website that best matches their users' needs and so, to improve the relationships between users and companies through their interfaces.

This paper aims to draw on know-how from the study of Team and Project Management, to seek insights into enhancing the effectiveness of supply chain management (SCM) ventures, with the aim of contributing to their effective and efficient decision-making and operation processes.

Based on an analysis of the obstacles that may stand in the way of the efficient implementation of SCM processes, six specific conditions for such mega-projects’ success are proposed. A couple of practical tools for their attainment are presented.

The article suggests that the construction of the teams involved, as well as the working procedures that may render their work effective, should be flexible and made adaptable to the specific assignment or case, which is handled by each team, at the time; and that the optimal set of procedures to adopt, throughout the working sessions of the teams, which are involved in the process, are those which will gear the team with the means to contribute to the eventual materializing and finalization of a quality and practical set of decisions for the benefit of the overall SCM process.

The article offers a practical step-by-step set of six guidelines to lead executives and managers of SCM processes toward a relatively high level of control in the establishment of effective and efficient team-decision-making and implementation processes within SCM inter-and intra-organizational teams.

Limited attention has been given in the literature to the studying of practical and applicable managerial techniques for successful decision-implementation processes in SCM teams. This article focuses on this neglected domain, proposing a solution, in the form of an integrative micro-level SCM operational strategy.

This review highlights the need for a tourism industry turnaround combining changes in its governance and in its social success metric.

Although debate was ongoing before the pandemic with the sustainability approach as the main reference, the crisis caused by the SARS-CoV-2 has multiplied and amplified the voices calling for change in order to counteract the inertia of a return to the pre-pandemic “business as usual” scenario.

This review led to a proposal that combines a tourism governance framework and its principles, with a conceptualisation of social success and guidelines for building a metric for its measurement.

This resides mainly in a transition from a public–private partnerships (3Ps) model to a new scheme of public–private–people partnership (4Ps). The P for “people” represents the need for an alliance with society to contribute to the recovery and transformation that the tourism industry is currently experiencing. In this process, local communities should be empowered to play an active role in it. In the proposal elaborated, host communities are the focus of its conceptual architecture. To-date, analysis of the application of the 4Ps model to tourism is almost unexplored, despite the significant practical implications of a power re-balancing in decisions related to tourism planning and development. In addition, a social success-driven metric supported at the institutional level will contribute to redefining priorities in tourism destinations'/companies' strategies.

Web accessibility is the practice of making web sites accessible to people, such as the disabled, who are using more than just traditional web browsers to access the internet. The purpose of this paper is twofold: to overview web accessibility and to highlight the ethics of web accessibility from a managerial perspective.

To that end, this paper reviews related literature, highlights relevant public policy, discusses web accessibility from a systems development perspective, and concludes with a discussion of web accessibility with respect to different ethical theories.

The findings take the form of a tutorial that highlights how to address web accessibility projects. The findings also examine web accessibility projects as they relate to well‐known ethical theories. Additionally, the findings also incorporate ethical opinions from web designers who have completed web accessibility projects in the past.

The paper makes several contributions to the existing literatures on web accessibility and ethics. An important contribution is that the paper is the first tutorial on web accessibility that also examines the topic through the lens of ethical theories. In addition to the tutorial, the paper reports on the opinions of web designers who have worked on web accessibility projects in the past.

Measuring or monitoring supply chain performance reveals the gap between planning and execution and helps companies to identify potential problems and areas for improvement. However, it is recognized that developing key performance indicators (KPIs), or metrics, is very challenging and a set of practical guidelines is not readily available for companies and supply chain management (SCM) practitioners. This paper seeks to offer a practical approach to performance measurement and to present a list of essential KPIs.

This paper offers insights from industry in the area of supply chain performance measurement and a practical approach to developing performance metrics.

The experience from, and the review of, industry standards and best practices in supply chain performance measurement suggest that “less is better” as to developing performance metrics. Companies should focus on only a small list of KPIs which are critical for their operations management, customer service, and financial viability. Potential KPIs should be developed for each of the supply chain operations‐reference (SCOR) model's four meta‐processes (plan, source, make, and delivery) and need to be hierarchically grouped such as primary and secondary metrics.

The paper offers a background of why performance measurement is necessary for SCM success, pragmatic guidelines for designing and implementing performance metrics, and critical KPIs with the definition, examples, and computation mechanism.

Despite the importance of performance measurement for successful SCM, many companies wonder how to put performance metrics in place and make them work in practice. This paper offers an industry‐oriented, practical approach to performance measurement in SCM contexts and proposes key performance metrics which can be easily adapted for different businesses.

Would‐be entrepreneurs who start or acquire businesses, driven by the popular belief that executive competence can conquer all, are likely to be disappointed. Executive competence, while important, is often subordinate to the concept and capital utilization characteristics of the business in determining organizational outcomes. Proposes five guidelines for starting or acquiring a business which, if observed, will increase the chances of entrepreneurial success and corresponding wealth accumulation.