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The purpose of this paper is to determine the key supply chain performance measurement system (SCPMS) implementation variables, on which the top management should focus, so as to improve the effectiveness and efficiency of supply chain (SC).

In this paper, an interpretive structural modeling (ISM)‐based approach has been employed to model the SCPMS implementation variables. These variables have been categorized under “enablers” and “results.” The enablers are the variables that help boost the SCPMS implementation variables, while results variables are the outcome of good SCPMS implementation.

The paper highlights the variables associated with implementation of SCPMS. A key finding of this modeling is that awareness about performance measurement system (PMS) in SC is a very significant enabler. For better results, top management should focus on improving the high‐driving power enablers such as awareness of PMS in SC, commitment by the top management, consistency with strategic goals, funding for PMS implementation, and effective information systems.

In this paper, an interpretation of SCPMS implementation variables in terms of their driving and dependence powers has been carried out. Those variables possessing higher driving power in the ISM need to be taken care of on a priority basis because there are a few other dependent variables being affected by them.

Aims to develop an implementation framework. Further to a critical review of previous research, ten implementation variables were identified and a conceptual framework constructed. The implementation process of a strategic decision was investigated in two international hotel groups via in‐depth, semi‐structured interviews, observations and documentation analysis. The initial conceptual framework was found to be useful as it grouped key variables together and illustrated their roles when implementing strategic decisions. Three new variables, however, emerged from the findings; namely, multiple project implementation, organisational learning and working with external companies. A revised framework was then proposed and further explanations provided. Concludes by emphasising the importance of contextual variables in implementation and dispels the strategic management notion of “fit”.

Little empirical analysis has occurred of the influence of performance-based budgeting on appropriation decision-making or budget outcomes, and most research has focused on the perceptions of budget officials. This research empirically tests to what extent the implementation of performance-based budgeting has had an impact on the actual allocation of resources in the form of Constant Per Capita Expenditures in the states. A pooled cross-sectional analysis is used to evaluate the time series encompassing before and after implementation as a means of determining the impact of performance budgeting on state budgeting outcomes as revealed in expenditure patterns of the states. Results indicate that the implementation of performance budgeting has a statistically significant and positive effect on budget outcomes in the states as measured by constant per capita expenditures.

In today’s uncertain business environment, Industry 4.0 is regarded as a viable strategic plan for addressing a wide range of manufacturing-related challenges. However, it appears that its level of adoption varies across many countries. In the case of a developing economy like India, practitioners are still in the early stages of implementation. The implementation of Industry 4.0 appears to be complex, and it must be investigated holistically in order to gain a better understanding of it. Therefore, an attempt has been made to examine the Industry 4.0 implementation for the Indian manufacturing organization in a detailed way by analyzing the complexities of relevant variables.

SAP-LAP (situation-actor-process and learning-action-performance) and an efficient interpretive ranking process (e-IRP) were used to analyze the various variables influencing Industry 4.0 implementation. The variables were identified, as per SAP-LAP, through a thorough review of the literature and based on the perspectives of various experts. The e-IRP has been used to prioritize the selected elements (i.e. actors with respect to processes and actions with respect to performance) of SAP-LAP.

This study ranked five stakeholders according to their priority in Industry 4.0 implementation: government policymakers, industry associations, research and academic institutions, manufacturers and customers. In addition, the study also prioritized important actions that need to be taken by these stakeholders.

The results of this study would be useful in identifying and managing the various actors and actions related to Industry 4.0 implementation. Accordingly, their prioritized sequence would be useful to the practitioners in preparing the well-defined and comprehensive strategic roadmap for Industry 4.0.

This study has adopted qualitative and quantitative approaches for identifying and prioritizing different variables of Industry 4.0 implementation. This, in turn, helps the stakeholder to comprehend the concept of Industry 4.0 in a much simpler way.

Suggests that recent models of programme implementation have attempted to accommodate both “top‐down” and “bottomup” concerns within their framework. Some analysts have argued that future development of implementation analysis requires further consolidation of these models and the range of variables identified as having a significant impact on outcomes. Compares the commonalities and differences between three recent implementation analytical frameworks. Argues that a diversity in approaches strengthens the capacity of implementation analysis to accommodate differences in policy environments. Thus, future implementation would be better served by developing analytical tools which assist practitioners to choose appropriate implementation models for different policy situations.

This paper aims to examine the impact of resources, accountability, management practices and organisational culture on the implementation of a policy (in this case, a domestic violence policy/program) within an Australian state police department. The paper argues that successful implementation requires a synergy between the established goals and beliefs, the level of resources and accountability provided to support the implementation process, and a performance‐based rather than process‐oriented type of management practice.

A mixed methods approach was used.

The findings suggest that successful implementation of policies requires that senior and lower managers must be in congruence in relation to the stated goals and objectives of a new policy. This is because the role of senior managers is to determine the goals and resources that accompany a new policy. On the other hand, if first‐level managers perceive a lack of synergy between a written policy and the supporting implementation variables (funding), then it is likely that, to the extent that they have power, they will use it to maintain the status quo.

A limitation of the study is that the implementation of only one program was examined and it is hoped that future research is able to further generalise these findings.

The implication of these findings for police management is that the past method of increasing accountability to ensure the successful implementation of an under‐resourced policy is unlikely to be successful. This is because of the unwritten cultural messages (about the real agenda of a policy) that flow through the hierarchy when a new policy is not accompanied by adequate resources – especially if the police culture is unsympathetic to the goals of the policy.

This paper adds to the body of knowledge about what factors affect implementation outcomes within a police context.

The purpose of this paper is to present learning on the strategies used by cooking skills practitioners and the programme theories, behaviour change mechanisms/contexts and intended outcomes associated with these in varied contexts.

Grey literature from Scottish cooking skills courses were reviewed using realist principles. Intervention implementation variables were identified and iteratively coded to uncover intended intervention strategies and programme theories. The lack of robust evaluation processes and outcome data in the grey literature prevented the testing of intended programme theories against outcomes. Alternatively, implementation strategies were aligned against behavioural-theory constructs contained in national guidance. Prioritised theories were further clarified/refined using practitioner and participant focus group data. Learning was used to inform future practice/evaluation.

Courses targeted and reached vulnerable individuals. Practitioners articulated multiple theories and assumptions about how strategies may work. Numerous strategies and behaviour constructs were used to target, tailor and reinforce cooking/food and wider social outcomes. Mechanisms were assumed to be triggered by different contexts and lead to varied outcomes. Strategies used were consistent with evidenced behaviour change constructs and guidelines. Interventions aimed to achieve non-cooking/social outcomes as well as cooking ones – including potential mediators of cooking behaviour, e.g. self-confidence. Contexts facilitated/limited the use of certain strategies. Limitations in course design, reporting and self-evaluation need to be addressed.

Recommendations for improving intervention commissioning, design and evaluation using realist principles are provided.

Learning addresses gaps in knowledge about the implementation of cooking skills interventions identified from systematic reviews and can improve course design and evaluation.

The purpose of this paper is to examine the influences of selected individual, technological and implementation variables on the intention to use technology, among a sample of primary school teachers in Singapore.

In total, 385 teachers from 18 primary schools completed a survey questionnaire measuring their responses to six constructs that are categorized into in three contexts in which teachers’ intention to use technology was influenced. Latent variable modeling was used as the technique for data analysis.

The results showed that teachers’ intention to use technology was not significantly influenced by the three contexts. However, each of the three contexts was significantly explained by their variables. The results suggest that the teachers in this study may have conceptualized the influences on their intention to use technology differently than commercial users of technology, as seen from the information sciences literature.

This study contributes to our understanding of what influences the intention to use technology among educational users. While much research has been focused at the variable level, this study examines the contexts in which variables interact with each other.

The purpose of this paper is to assess the management of public-sector projects in Portugal paying particular attention to the extent to which total quality management (TQM) principles are being utilized in such projects.

Based on an extensive review of the literature, nine propositions are advanced about the interrelationships among seven factors that were identified, in a previous study, as having some influence on the management process in the planning and implementation of public-sector projects in Portugal. Structural equation modeling was used to investigate these propositions using data obtained from 211 respondents to a survey of project managers from municipalities across Portugal.

The results of the structural equation model indicate that the TQM components working in tandem with project-management-specific variables provide a systematic means of managing the planning and implementation stages of projects, with technical items being critical in the planning stage and softer management items becoming important in the implementation stage.

Readers should be careful not to generalize the findings in a global context or for private sector projects. However, researchers are encouraged to extend this study by including other planning and implementation variables with a view to discerning what particular characteristics of a project make it more amenable to TQM solutions.

The findings are presented to show how the key components of TQM, customer focus, employee involvement and continuous involvement, can be applied during the planning and implementation stages of projects.

The sample size of 211 is representative of the underlying population of project managers in municipalities across Portugal and is comparatively large in relation to other empirical project management studies from Portugal, lending credence to the generalizability of these finding to public-sector projects in Portugal.

This is an in‐depth case study using a grounded theory approach to explore managers’ views of ABC as part of the control system in an insurance company. Relevant issues are allowed to emerge from the data rather than imposing a theoretical framework upon them. Hypotheses are derived rather than confirmed. Issues emerging from this case study include: the relevance of ABC to managers, increased cost awareness coupled with the problem of taking qualitative factors into account, and the existence of different perceptions of managers within the same department. One hypothesis is how an understanding of ABC can affect job satisfaction by influencing the impact of ABC on managers’ actions. In this case study process and non‐process managers had different levels of understanding and use of ABC information. A second hypothesis is that how managers view ABC information depends on whether they adopt a personal or an organisational perspective.