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This study assesses performance measurement (PM) system implementation efforts across various organizational contexts and investigates which factors are critical to achieving implementation success (IS).

An empirical field study was conducted to refine a framework of PM system IS that consists of 5 dimensions of success and 29 factors. A survey questionnaire was used to investigate actual organizational practice and exploratory factor analysis was conducted to refine constructs corresponding to potential factors and dimensions of IS. The resulting variables were then investigated using multiple regression analysis to identify critical success factors for implementing PM systems.

The survey was completed by representatives from 124 organizations and the exploratory factor analysis results indicated that there are three underlying dimensions of IS (i.e. Use of the System, PM System Performance, and Improved Results and Processes) and 12 factors. Of the factors, nine can be considered critical success factors having a significant relationship with at least one dimension of IS: Leader Support, Design and Implementation Approach, Reward System Alignment, Organizational Acceptance, Organizational Culture and Climate, Easy to Define Environment, IT Infrastructure Capabilities, PM System Design Quality, and PM Participation and Training.

The results show that there are distinct dimensions of IS and, although some factors are associated with all dimensions, most are more closely related to only one dimension. This suggests that different strategies should be utilized based on the types of challenges experienced during implementation.

The topic of Lean Six Sigma (LSS) implementation in a supply chain context is an emerging research stream comprising of diverse objectives and complex processes thereby presenting opportunities for further exploration and organizational process improvement. Thus, this study proposes an integrated multi-criteria decision-making methodology to determine what can facilitate the successful implementation of LSS as an organizational change strategy in the manufacturing supply chain.

The proposed methodology based on Decision-Making Trial and Evaluation Laboratory and hierarchical Evaluation Based on Distance to Average Solution is employed to ascertain the relative importance and priorities of an identified framework of factors with the aid of opinions of managers in the Nigerian plastics industry.

The results show a high significance of institution-based factors (e.g. government regulations) and present relevant implications to the policymakers as well as the managers and practitioners of the plastics manufacturing industry.

This study indicates a possible pathway to accurately evaluate a framework of critical factors to integrate and institutionalize LSS in the manufacturing supply chain for organizational performance improvement.

To reveal the mechanisms determining the success of ERP implementations on the basis of research conducted among practitioners dealing with ERP projects.

A collection of potential ERP implementation success factors was identified. The respondents expressed their opinions concerning the importance of subsequent factors for implementation success and about the factors' appearance in their projects. The synthetic measure of implementation success was constructed and the factors' impact on the implementation project success was examined. Then, the most influential factors for the ERP implementation success were selected.

Recognises the factors that have the greatest influence on implementation success, regardless of the project type. Moreover, the leading roles of certain factors appear among specific project groups. The practitioners do not appreciate the significance of particular factors which have an important influence on project success. Nevertheless, some factors, such as project manager presence, are overestimated. Some differences in perceptions and attitudes between parties involved in an implementation project were revealed.

The need for further research on the success factors' verification depending on the project type, with possible introduction of additional criteria such as enterprise industry.

The research outcome is useful for professionals leading implementation projects and those making decisions for the first time on ERP system implementation. The results can be used by practitioners while managing the project and handling people's attitudes.

This paper proves the influence of particular factors on the ERP projects success in certain circumstances, thus giving insight into the genuine mechanisms determining ERP project outcome.

The paper deals with the implementation process of material requirements planning (MRP) within small and medium‐sized firms. While the literature shows almost general agreement on the critical factors of MRP implementation, few empirical studies exist to support the proposed elements. The purpose of this study is to identify the elements of MRP implementation that are required to ensure successful implementation. A number of elements of implementation were identified and subsequently grouped into a hierarchical structure consisting of eight broader elements. Criteria were selected as measures of the level of implementation success. The analysis revealed that only a few of the identified elements were indeed required for successful implementation. Among these are management support, level of functional integration and data accuracy.

The purpose of this paper is to identify various factors influencing additive manufacturing (AM) implementation from operational performance in the Indian manufacturing sector and to establish the hierarchical relationship among them.

The methodology includes three phases, namely, identification of factors through systematic literature review (SLR), interviews with experts to capture industry perspective of AM implementation factors and to develop the hierarchical model and classify it by deriving the interrelationship between the factors using interpretive structural modeling (ISM), followed with the fuzzy Matrice d’Impacts Croisés Multiplication Appliqués à un Classement (MICMAC) analysis.

This research has identified 14 key factors that influence the successful AM implementation in the Indian manufacturing sector. Based on the analysis, top management commitment is an essential factor with high driving power, which exaggerates other factors. Factors, namely, manufacturing flexibility, operational excellence and firm competitiveness are placed at the top level of the model, which indicates that they have less driving power and organizations need to focus on those factors after implementing the bottom-level factors.

Additional factors may be considered, which are important for AM implementation from different industry contexts. The variations from different industry contexts and geographical locations can foster the theoretical robustness of the model.

The proposed ISM model sets the directions for business managers in planning the operational strategies for addressing AM implementation issues in the Indian manufacturing sector. Also, competitive strategies may be framed by organizations based on the driving and dependence power of AM implementation factors.

This paper contributes by identification of AM implementation factors based on in-depth literature review as per SLR methodology and validation of these factors from a variety of industries and developing hierarchical model by integrative ISM-MICMAC approach.

Rejecting building information modeling (BIM) can negatively impact the architectural, engineering and construction (AEC) industries. While BIM is trending globally, its implementation in post-conflict low-income economies is still limited. The purpose of this paper is to identify the critical factors for implementing BIM in a post-conflict low-income economy, using Afghanistan as a case study.

This study identifies potential affecting factors for BIM implementation through reviewing existing literature and interviewing AEC professionals in Afghanistan. Then, the factors are inserted into a questionnaire survey and disseminated with Afghanistan’s AEC practitioners. The collected data was analyzed to determine the critical factors. Also, the underlying relationships between the critical factors were established through factor analysis.

A total of 11 critical factors are affecting BIM implementation in Afghanistan. From those, nine factors can be grouped into the following three components: technological, environmental and organizational. Two factors, “cost-benefit of implementing BIM” and “market demand for BIM,” are recurring in low- and middle-income economies. Conversely, the “presence of appropriate projects to implement BIM” is the unique critical factor for Afghanistan that might affect other post-conflict low-income economies.

This study focuses on affecting factors for BIM implementation in post-conflict low-income economies, using Afghanistan as a reference rather than other types of economies that have been widely studied.

The purpose of this paper is to identify a comprehensive set of potential determinants influencing the successful implementation of world class manufacturing (WCM) in a less‐developed country environment on the basis of a research conducted among manufacturing firms in Egypt.

Data for this paper are collected using a self‐administrated questionnaire that is distributed to 200 Egyptian manufacturing firms. Of the 200 questionnaires posted, a total of 96 questionnaires are returned and used for the analysis. The respondents express their opinions concerning the importance of subsequent factors for implementation success and about the factors' presence in their manufacturing firms. Moreover, the impact of the factors on the implementation success is examined.

The challenge for the Egyptian manufacturers today is to advance their manufacturing activities. To address this challenge the Egyptian manufacturing firms need to understand what are the factors that play critical role in utilising the WCM techniques and their implications on business strategic objective to compete successfully in the global arena. This paper discusses the above issues and proposes seven critical factors classified into two categories and validated empirically through a sample of 96 companies being surveyed in Egypt. The results clearly demonstrate that WCM strategic and tactical success factors have catalytic influence on WCM success.

There is a need to empirically test and refine the proposed factors, and to explore relationships among the various variables by collecting data from organisations that have already implemented WCM.

The research outcomes are useful for professionals who lead WCM implementation and those who make decisions for the first time on WCM implementation. The results can be used by practitioners while managing the project and handling people's attitudes.

This paper proves the influence of particular factors on the success of WCM implementation in certain circumstances, thus giving insight into the genuine mechanisms determining WCM implementation outcome.

The purpose of this paper is to discuss factors to support ISO 9001:2015 implementation. A framework for identification and prioritization of factors is applied in Brazilian power train suppliers (Tier 1). Brazil is the eighth largest vehicle manufacturer in the world.

The data analysis presented in this paper is grounded in an empirical study involving ISO 9001 certified Brazilian companies (47 plants) that supply auto parts to power train assembly plants. They represent almost 50 percent of the Tier 1 Brazilian power train suppliers. Data collection and analysis is performed with the participation of managers who are experts in quality management systems and ISO 9001. Analytic hierarchy process (AHP) supports the mixed methods approach. The data analysis is broken down by electrical components, machining, sub-components and small parts manufacturers.

The factors assessed are top management commitment, team commitment, training, responsibilities and authorities defined, schedule for implementation, quality culture, resource availability, integration between departments, level of bureaucracy as well as level of awareness regarding the ISO 9001 significance. A new factor was identified, which was not cited in the literature, quality staff reliability.

The research is applied to suppliers of powertrain manufacturers and could reflect other sectors. It is important observe that the automotive sector represents a microcosm of the organization in general and many production models stem from there.

Understanding the critical factors is important to ensure that managers allocate resources appropriately during implementation and maintenance of ISO 9001:2015.

Organizations around the world have, until 2018, to upgrade their quality systems to ISO 9001:2015 and the results of this paper can support strategies and decision making about that.

This paper evidences the relative importance among factors and ranks item in order of importance for ISO 9001:2015 implementation. Prior studies indicate the need to develop a mixed methods study to examine the role of the critical factors to support the ISO 9001:2015 implementation as done in this paper.

The purpose of this paper is to present a systematic literature review to determine the factors that relate to successful business intelligence (BI) system implementation.

The study has a collection of literature that highlights potential references in relation to factors for system implementation in relation to BI. There is the employment of “content analysis”, given that the study purpose is the achievement of deep understanding of the variety of factors of implementation that other researchers have previously identified.

An initial investigation of 38 empirical studies on the implementation of BI led to ten factors being compiled. Difficulties in implementation were found to exist in relation to the operationalisation of large numbers of factors within organisations. The implementation factors were analysed and then sorted into a descending order based upon their frequency of occurrence.

The research is limited to consider BI implementation factors. Moreover, literature is collected from selected databases and journals from 1998 to 2018.

Researchers of BI may, within the future, develop models for the measurement of the implementation level of BI within industries along with the sustaining of them. Moreover, work-based learning industries can benefit by adopting the results of this study for the effective implementation of BI. The implementation factors can be seen as key constructs upon which there may be the undertaking of more statistical analyses.

The original output from this research can help researchers’ in the future in enhancing identification of studies that are relevant for the review of literature for their research.

The purpose of this paper is to study the operational process factors that affect successful strategy implementation in the Middle East.

Five operational process factors were studied (resource availability, communication, operational planning, people, control and feedback). Data were collected using a self-administrated questionnaire from employees who implement and/or are responsible for strategy implementation in 17 pharmaceutical companies. In total, 330 questionnaires were distributed, and a total of 259 were responded with a response rate of 78 per cent.

Findings revealed that four of the operational process factors, namely, resource availability, communication, operational planning in addition to control and feedback, strongly affect the success of strategy implementation. Further, resource availability was ascertained to be the most influential factor, followed by control and feedback, then by communication, while people factor showed no effect on the implementation process.

It is advised that, during the implementation phase, company management should provide staff employees with the necessary training and instructions to link employee performance with the overall reward and compensation system in the organization and to strengthen effective communication and coordination.

This is one of the few studies that cover operational process factors and successful strategy implementation and is the first study to test the model on companies in the pharmaceutical sector in the Middle East.