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Aims to demonstrate the importance of reporting IS management constructs rather than reporting and ranking the individual management issues; determine whether the ratings of IS management factors differ across organizational and personal variables; and benchmark the position of Kuwait's results on dimensionality and determinants of IS management issues with that of other previous studies.

This field study considered only the opinions of the highest ranked executives of the IS functions within their organizations. A seven‐page structured interview guide was used for data collection. Principal component factor analysis was performed on the issue ratings in order to determine underlying IS management factors. Confirmatory factor analysis was performed to further assess how well the factors fit the issue data and to test the fit of the resulting factor model. Finally, t‐tests were performed to test whether the differences between factors were significant in order to demonstrate the discriminatory value of reporting IS management factor areas rather than individual issues.

The key IS management factors identified by IS managers are the effective management of IS resources such as data, networks and applications; and managers' knowledge of IS. This study also found that most situational variables including nationality are not associated with differences in IS management factor ratings. Thus, the survey results are consistent across different types of organizations and respondents. The exception is organization size and IS department size. Size differences can lead to different opinions on the relative importance of various IS management factors.

To demonstrate the importance of reporting IS management factors (constructs) as a benchmarking framework rather than reporting and ranking the individual management issues, and to use the derived conceptual benchmarking model to determine whether the ratings of IS management factors differ across organizational and personal variables.

This paper aims to identify the critical project management success factors and analyze those factors to achieve a sustainable construction industry in Bangladesh.

This study identified 41 major problematic factors from the related literature. In this research, a detailed questionnaire survey was conducted among the experts and stakeholders of the construction industry of Bangladesh. The survey was carried out on a Likert scale and ranked the critical factors using the relative importance index (RII). The 41 problematic factors were divided into five group factors and ranked by the RII index to prioritize the factors. Finally, stakeholders' opinions were analyzed with the critical assessed factors, which was a very effective technique to eliminate the risks and uncertain occurrences in the construction industry of Bangladesh.

The factors analysis revealed that cost overrun, traffic jam, low wedges, slow payment for completed works and financial issues of the owner were leading critical factors in construction projects. Moreover, the critical factors are divided into five-factor groups, namely, financial management, monitoring and feedback, competency management, communication and coordination management, and risk management, which exhibit 0.767, 0.720, 0.711, 0.710 and 0.658 RII values. After all, the stakeholders' opinion suggested that implementing modern tools and techniques can help to avoid the critical situation in the construction industry of Bangladesh.

The construction industry of Bangladesh is moving away from stable construction work day by day. Previously, the potential CSFs were discussed unstructured way. Hence, detecting early warning signals in a structured way has become necessary for the building firm's survival.

Though some scattered critical issues are discussed in different literature, the critical issues of the Bangladeshi construction industry were not investigated extensively. Therefore, this study finds out the potential critical issues of the construction industry of Bangladesh to accumulate such harmful construction issues in a single platform so that the construction industry can have an overview of them with the help of innovative technologies.

This paper aims to advance in the knowledge of the EFQM model as a framework for implementing total quality management (TQM). To do so, the work identifies the soft-hard TQM factors in the EFQM model, investigates the relationships between these factors and analyses their influence on key business results.

The methodology used is factorial analysis and structural equations – specifically the partial least squares technique. The sample is made up of 116 private firms. TQM is an integral management philosophy which is based on a set of social and technical factors that must be put into practice through a reference framework, such as the one in the EFQM model.

The work empirically identifies three dimensions that correspond to the soft-hard TQM factors (management and human resources, strategic management of partnerships and resources and processes management). Furthermore, it shows how these dimensions make up a management system that has a significant effect on key business results.

The main limitations are to be found in the sample used – private firms from a specific geographical context.

The research model facilitates the design of a management system for professionals and orientates them in its implementation and improvement with a view to influencing key results.

The data have been obtained from the scores of the processes of self-assessment and external assessment followed by firms that were candidates for excellence awards. The work empirically identifies the social and technical factors implied in the EFQM model and their relationships. Moreover, it presents the effect on a type of result that has not been analysed very much: key results (economic, financial, innovation or processes improvement).

To understand how foreign exchange risk is managed it may be important to document who is involved in its management. Different individuals working in corporations will have different perspectives and different backgrounds including functional specialisms which fit them for functional roles. They will have specific job responsibilities inherent in their job descriptions. It is hypothesised that the nature of who gets involved in managing foreign exchange risk will impact on how it is managed. This paper reports on the findings of a postal survey of foreign exchange risk management practices in British Times 1000 corporations carried out in late 1991. The findings give support to the hypothesis and raise the issue of whether optimal foreign exchange risk management can occur when how it is managed is significantly influenced by who manages it. This is particularly so, given that the nature of the exposure reported by different corporations is not normally found to be significantly associated with who manages it. The paper concludes with a brief discussion of the implications of the findings.

In Malaysia, there seems to be no mutual and general agreement among construction industry players and researchers on what the critical success factors (CSFs) of construction projects are since characteristics of construction projects vary across various projects complexity. This chapter thus examines the CSFs for affordable high-rise public housing projects in Malaysia through a thorough review of the literature on the CSFs, which were then contextually customised via a pilot study and presented in the form of Relative Importance Index (RII). Primary data were collected via administration of questionnaire surveys to 170 construction stakeholders of affordable high-rise public housing projects in Malaysia. The findings of this study revealed that the top 10 ranks are good management and supervision at site, good personal behaviour by all participants, good implementation in safety management and practice, high commitment in quality control by management, competent manager/supervisor, good communication and coordination, good and enough material and equipment, experience worker, clear objective and goals and good support by senior employee/management, whereby it is crucial in ensuring the project success of affordable high-rise public housing projects in Malaysia. This chapter provides clear guidelines for the contractors of affordable high-rise public housing projects to be more competitive in the construction industry by illustrating the important factors to be considered while delivering the projects to their respective clients.

To explore the role of intangible project management assets in achievement of competitive advantage from the project management process through it being valuable, rare, inimitable, and having organizational support.

Data were collected on tangible and intangible project management process assets and competitive characteristics of the project management process using an online survey of North American Project Management Institute™ members. Three key tangible asset factors, one intangible asset factor, and three competitive characteristics were identified using exploratory factor analysis. The relationship between these project management assets and project management process characteristics are examined using multivariate analysis.

Intangible project management assets are found to be a source of competitive advantage, directly and through a mediating role in the relationship between tangible project management assets and the competitive characteristics of the project management process.

This study highlights the importance of developing intangible project management assets, in addition to investment in tangible project management assets, to achieve competitive advantage from the process.

This was an exploratory study. The authors expect to further develop the instrument, refine the model and constructs, and test it with a larger sample.

Few papers have used the Resource Based View lens and applied it to project management. This paper contributes to the literature on the Resource Based View of the firm and to an improved understanding of project management as a source of competitive advantage.

Coopetition is a revolutionary mindset that combines competition and cooperation. This paper aims to determine and to examine success factors critical to coopetition strategy management and to explore the identified factors in Hong Kong manufacturing.

Based on a literature review and expert interviews following the analytic hierarchy process, this paper identifies and prioritizes seven critical success factors and 17 critical success sub‐factors comprising three success factor categories: management commitment, relationship development, and communication management.

The results show that management leadership and development of trust are the most important success factors. Based on the factors identified, the authors propose a hierarchical model for coopetition strategy management, which has been validated in Hong Kong industry to facilitate the formulation of action plans for better coopetition management.

The prioritization of critical success factors and sub‐factors can help practitioners understand their relative importance and develop improvement plans in cases where they lack sufficient resources to deal with all factors simultaneously.

This paper identifies the critical factors for implementing coopetition and also validates and prioritizes them in Hong Kong manufacturing industry. It provides valuable information that can help manufacturers accomplish coopetition.

Information systems (IS) project failure has been a recurring problem for decades. The purpose of this paper is twofold: first, to examine the key factors that influence project failure and an analysis of the major areas that can have a significant impact on success; and second, to explore some of the key aspects that have an impact on project management performance from the practitioner perspective and discusses the problems faced by organizations in the closer integration of change and project management.

This study critically reviews the IS failure literature developing a synthesized view of the key issues and common reasons for projects to fail. The approach taken in this study is one that focuses on a number of key questions that pull together the relevant themes in this genre of research whilst highlighting many of the implications for practitioners and organizations alike.

Key questions remain on the underlying causes of instances of poor project management as an IS failure factor. The literature has omitted to develop a deeper analysis of the associations between failure factors and the potential causal relationships between these factors. The realization of project benefits relies on the success of both change and project management yet the formal integration of these two disciplines is constrained by separate standards bodies and an immature body of research.

This study is limited by its theoretical nature lacking an empirical element to provide a deeper analysis of IS failure factors and their interrelationships. This specific area is a recommendation for future research, where causal relationships between failure factors could be developed via a mathematic-based method such as interpretive structural modeling.

With failure rates of IS projects still unacceptably high after decades of attempts to significantly change outcomes, a deeper analysis of this topic is required. The research gaps and recommendations for practitioners highlighted in this study have the potential to provide valuable contributions to this topic of research.

The intent of this study is to present a new perspective of this genre of IS research that develops the main arguments and gaps in the literature from the practitioner viewpoint.

This study seeks to further examine the extent and emphasis of particular human resource management strategies in Australian JIT companies through an empirical analysis of survey data. The results indicate that the management of the human variable in Australian JIT environments can be characterised by a stronger emphasis on a number of factors, including, for example: change management; participative decision making; flexibility and multi‐skilling; and open and effective communication processes. What was particularly striking from this analysis was the evidence gained not only of the added emphasis on these issues in the JIT companies, but of the potential for “adding value” through combining management strategies. It is evident that the companies identified as being more heavily involved in JIT practices appear to be more focused on particular human resource management strategies, and as a result see the management of the human variable as critical to the success of their operation. It could perhaps be further hypothesised as a result that there is a process of organisational learning going on in these companies, creating conditions enabling these organisations to more completely and effectively tap into and develop their human potential.

In recent decades, many managers have conceived the radical role of knowledge in acquiring a competitive advantage and pursuing organizational strategic goals. Therefore, knowledge management is now a competitive requirement in organizations. However, if proper infrastructures and necessary prerequisites are not provided for executing such a process, the result will be nothing except failure and resource waste. Therefore, it is necessary that organizations identify effective factors for their readiness in executing knowledge management. The purpose of this study is identifying and prioritizing of effective constructs in readiness of knowledge management implementation by using fuzzy analytic hierarchy process (AHP).

In the present study, the relevant literature is initially reviewed and then seven factors and 19 affecting indicators on knowledge management readiness are identified by using a questionnaire for knowledge management elites which also constitute the research conceptual model. Finally, the weight of each factor is determined by fuzzy analytical hierarchy process and the readiness priority and preference of each factor are discussed.

The results of fuzzy analytic hierarchy process show that the management factor is recognized as the most effective factor in knowledge management execution readiness.

The model proposed in this study is applicable to the academic culture. Modification of the proposed model may be needed in applying this model to other environments.

As limited studies have been carried out on identifying and prioritizing of effective constructs in readiness of knowledge management implementation by using fuzzy analytic hierarchy process, the findings of this study will be useful in identifying and assessing the main components in readiness of knowledge management implementation in the research and training centers.