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The emergence of collaborative delivery models and working practices in construction industry has created a potential area for project success research. Previous studies have addressed success factors of various collaborative delivery models (e.g. alliance and partnering). However, there is currently very limited research-based knowledge concerning core success factors for different collaborative delivery models, exploring the commonalities. Thus, this study aims to conceptualize a success model for collaborative construction projects by identifying and structuring their core success factors through the lens of project delivery elements.

A systematic literature review was conducted, and thematic as well as content analysis of the relevant studies led to the identification of mentioned success factors in the literature for different collaborative delivery models. Then, those common success factors were structured in a model based on factors' relation to project delivery elements.

The obtained results present eight core success factors (e.g. equality, mutual trust and commitment to win–win philosophy) for collaborative construction projects, structured in a model based on their contribution toward project organization, contractual relationships, and operational system in construction project delivery. Moreover, the differences between success factors for traditional and collaborative construction projects are discussed.

This study's findings provide insightful theoretical contributions on collaborative construction project success and providing a departure point for future studies based on the discussed differences between success factors of collaborative and traditional construction projects. The findings can be also practically insightful for the project professionals in collaborative construction projects to succeed in managing project organization, contractual relationships, and operational system.

In the last years the penetration of enterprise resource planning (ERP) systems within small, medium and large organizations increased steadily. Organizations are forced to adapt their systems and perform ERP upgrades in order to react to rapidly changing business environments, technological enhancements and rising pressure of competition. The purpose of this paper is to focus on the critical success factors for such projects.

The paper is based on a literature review and qualitative interviews with CEOs, CIOs, ERP consultants and project managers who recently carried out ERP upgrade projects in their respective organizations.

This paper identifies 14 critical success factors for ERP upgrade projects. Amongst others, effective project management, external support, the composition of the ERP team and the usage of a multiple system landscape play a key role for the success of the ERP upgrade. Furthermore, a comparison to the critical success factors for ERP implementation projects was conducted, and even though there are many similarities between these types of projects, several differences emerged.

ERP upgrade projects have a huge impact on organizations, but their success and antecedents for it are currently under-researched.

The purpose of this paper is to emphasise the importance of high levels of trust and collaboration for increasing the likelihood of project management (PM) success. However, the link between these three constructs remains unclear.

In this study, the authors use structural equation modelling (SEM) based on the findings from an international survey of 151 project practitioners to demonstrate the significance of project team trust and collaboration for increasing the likelihood of PM success.

The results indicate that PM success becomes more likely as the degree of collaboration improves which, in turn, is influenced by an increase in the level of trust between team members. The two factors of PM success are project performance and knowledge integration and innovation. The six factors of the degree of collaboration that were studied are physical proximity, commitment, conflict, coordination, relationships and incentives. The three factors of the level of trust investigated are expectations, knowledge exchange and imported trust.

The results of the study are expected to provide insight for project practitioners to increase the likelihood of PM success by taking cognisance of the factors that influence collaboration and trust. The results of the study may also provide insight into teaching and learning in tertiary education, in terms of professionalism and integrity issues.

This paper presents a new perspective for investigating PM success. SEM techniques are used to determine the likelihood of PM success by promoting trust and collaboration in the project team. This unique approach highlights the “human factors” that influence perceived PM success which should benefit both researchers and practitioners.

This paper aims to highlight the need to place focus on ensuring soft factors in construction projects’ design management and to discuss whether soft factors are hidden success factors.

The presented data is a result of findings from two master theses. The approach is qualitative research and consists of nine semi-structured interviews with design managers and two case studies involving document analyses, meeting observations and descriptions of seven interviews.

This empirical study demonstrates that soft factors are considered important for design managers’ achievement of a successful design process. Focus on soft factors promotes good communication and will improve team performances. Factors are hidden because they are invisible and immeasurable. Furthermore, soft factors are not defined as assigned tasks and are, therefore, easily neglected. Designers are hesitant to explore the possibilities of new technology owing to the fear that they will forfeit human interaction.

This paper is limited to the presentation of empirical findings. Therefore, theory is not a basis for the study but rather a framework for the discussion.

The results in this paper broaden the understanding of human behaviour during the design phase. This knowledge should be considered when the project’s delivery model is designed as it will safeguard actor concerns during the ongoing technological transformation.

This paper contributes knowledge of the view regarding soft factors among project actors. It expands the traditional understanding of value by adding soft factors to the traditional success measures of time, quality and cost.

Purpose: The purpose of this paper is to identify the factors involved in the success of a ‘first-time first-line Manager’ (FTFLM), and establish a model for the success of a FTFLM using these identified factors.

Methods: Empirical factors influencing the success of a first-line manager were gathered through the literature review and an experience survey of managers. Based on these factors, a questionnaire for primary research was developed and used for the survey. An exploratory factor analysis of the collected data yielded a nine-factor model which was validated using confirmatory factor analysis.

Findings: A major portion (74%) of the FTFLM’s success factors are under the direct control of the FTFLM. The remaining portion (26%) are influenced by the organization’s procedures and policies for grooming the FTFLM and the attitude and behaviour of management towards the FTFLM.

To address requirements and specifications of construction project, academics need to build a project classification model. In recent years, project success concept, particularly on large-scale construction projects, has been a controversial issue, especially in developing countries. Hence, in this paper, after introducing a sustainable success index (SSI), a novel method called “rough set approach” had been adopted to induce decision rules and to classify construction projects. The paper aims to discuss these issues.

At first, 20 effective success factors and 15 success criteria based on three pillars of sustainability of economy, society and environment had been categorized. The research data used for analysis had been collected from 26 large-scale construction projects in Iran and five other countries. After collecting data collection, observations had been analyzed and 51 decision rules were generated, and the projects were classified. Eventually, in order to evaluate the performance of the generated rules, confusion matrix was applied, and the model was validated.

The results of the present study show that rough set theory (RST) can be an effective and valuable tool for building expert systems. Practical applications of these results along with limitations and future research are described.

Perhaps for the first time, in the present study, a number of large-scale construction projects are classified based on SSI. Applying RST for building rule-based system and classifying projects in construction project area are novel attempts undertaken in this paper. The rules induced in this study can be applied to develop a sustainable success prediction model in the future studies.

Outsourcing is recognized as one of the critical factors for efficient execution of pharmaceutical supply chain management (PSCM), and many pharmaceutical companies engage in international outsourcing of services (IOS) to survive in global highly competitive business. Since the key success factors for both domestic & international alliances are partnership characteristics and strategic fit management, but there is no empirical research on this issue in Thai pharmaceutical partnership offshore outsourcing. Therefore, this survey of Thai and foreign companies, both contract providers (CPs) and contract manufacturers (CMs), seeks to indicate significant relationships among both outsourcing strategic fit and partnership types, including outsourcing performance outcome. This research is two-fold. First, the partnership types (Type I, II, & III), the strategic fit types (low fit, moderate fit, and good fit), and their correlations are analyzed. And second, their outsourcing performance (company revenues and growth rates) are presented. The results showed that the most of the Thai pharmaceutical outsourcing manufacturing are classified as the partnership Type II, as well as the moderate strategic fit, and strongly support the relationship between the two models. Both of the companies’ revenue and growth rate could predict the companies’ performances outcome for each of partnership and strategic fit types. However, it is not necessary that the most integrative type of partnership, Type III, will be always the best, because it depends also on the strategic fit between each pair of partners as well.

The rapid advancement of digital technologies has fundamentally changed the competitive dynamics of the logistics service industry and forced incumbent logistics service providers (LSPs) to digitalize. As many LSPs still struggle in advancing their digital transformation (DT), the purpose of this study is to discover barriers and identify organizational elements and associated leading practices for DT success at LSPs.

This study utilizes a two-stage approach. Stage 1 is devoted to a literature review. Stage 2, based on multiple case studies, analyzes information collected across nine international and global LSPs.

This research derives a practice-based definition of DT in the logistics service industry, and it has identified five barriers, eight success factors and associated leading practices for DT. The main obstacles LSPs struggle with, are the complexity of the logistics network and lack of resources, while the main success factor is a leader having and executing a DT vision, and creating a supportive organizational culture.

The results contribute to the emerging field of DT within the logistics and supply chain management literature and provide insights for practitioners regarding how to effectively implement it in a complex industry.

The authors analyze DT from the perspective of LSPs, traditionally not viewed as innovative companies. This study compares their DT with that of other companies.

The purpose of this paper is to examine the success of activity-based costing (ABC) implementation by confirmatory factor analysis of ISO 9000 certified companies in Thailand.

A structured questionnaire was used to collect data from key participants, accountant managers in ISO 9000 certified companies.

The study confirmed the six constructs for the sample of 102 key participants. The results indicated that ABC implementation success in the context of ISO 9000 certified companies in Thailand consists of upper-management support, ABC system training, non-accounting ownership, links to quality initiative, adequate resources, and links to performance evaluation.

The findings have significant implications for ISO 9000 certified companies which intend to adopt or implement ABC. Past findings on ABC implementation success have a small-sample size so they are of limited usefulness. This research has a larger sample size and more carefully chosen participants and so the generalizations are more acceptable.

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.