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The purpose of this paper is to examine the success of enterprise resource planning (ERP) implementation based on five identified items, i.e. top management commitment (TMC), user involvement (UI), business process reengineering (BPR), project management (PM) and ERP teamwork and composition (TWC) factors at Fortis hospital, Bangalore, India. It also tests a number of hypotheses and examines the hypothetical relationships among critical success items and success of ERP implementation.

Empirical data were collected via a survey questionnaire/interview technique. A structured interview was planned and conducted with key executives of Fortis hospital who were familiar with success of ERP implementation progress as well as examination of company documentation supported by literature.

A significant relationship was found between TMC, UI, BPR, PM and ERP TWC with success of ERP implementation at Fortis hospital.

The value of this paper is that it presents any hospital wishing to implement ERP with a set of critical success factors. Understanding the critical success factors would lead to a smoother implementation in hospital industry. Although as a single case study the ability to generalize the findings is narrow, support from literature and experiences add the knowledge to ERP implementation in healthcare sector in India.

The purpose of this paper is to identify the success factors for implementation of enterprise resource planning (ERP) at Indian small to medium‐sized enterprises (SMEs) and to provide a comparative study with the trend in Indian large organizations and the global trend.

In this paper, the authors propose a hypothetical success factors model to address the research questions and validated the hypotheses using large‐scale survey‐based methodology. In this research the authors evaluated the success factors for implementation of ERP in Indian SMEs and then compared them with large Indian organizations and the global trends. In this paper, the authors have also tried to give some intuitive explanation to the possible reasons of difference between factors for SMEs compared to large organizations and global trends.

It was found that four of the five hypothesized technological factors are significantly related to the success of ERP implementation. They are: comprehensiveness of software development/process integration plan; significance of age of IT infrastructure; comprehensiveness of data migration plan; and extensiveness of system testing. Also, four of the nine hypotheses/sub‐hypotheses amongst the people factors are significantly related to the success of ERP implementation. They are: blend of cross‐functional employees in the team; extent of empowerment of decision‐making team; significance of morale of the implementation team; and exhaustiveness of user training. The authors have found that ten of the 11 hypothesized organizational factors are significantly related to the success of ERP implementation. They are: organisation's adaptability to changes; involvement of top management; degree of customization; efficiency of business process re‐engineering; exhaustiveness of contingency plans; clarity in definition of milestones; clarity in evaluation of milestones; alignment of ERP package with business processes; comprehensiveness of implementation strategy; involvement of consultant in implementation strategy; clarity of project status disclosure; and appraisal of clients about ERP strategy.

Though enough work has been done on implementing ERP systems in large organizations across the globe, the small and medium‐sized firms of India are largely left untouched. Through this paper, the authors aim to find out the various critical factors that any of these SMEs should keep in mind when planning the implementation of an ERP system.

This study deals with the results of an investigation to recognize and prioritize key and critical success factors to achieve predetermined goals in strategic plans of SAIPA Press Co., producer of Automobile parts.

In this study, Sirus and Moghaddam model, 2007, is used to identify critical success factors. also, a descriptive statistical method is used to analyze population data, and Friedman method to answer the questions

Recognition the 24 key success factors, priority of them, being as the critical success factors or core competencies are the results of this research.

Key success factors determine those performance fields that manager should notice permanently. These factors have most importance in executing this strategy

Key factors concepts for success is not a new revolution in occupation. These concepts were suggested by Ronald Daniel in 1960s. But nowadays, these concepts and approaches become more powerful. The most successful organizations in new millennium are those that from one hand have brilliant strategic views and from the other hand have guidelines and tactics to achieve success Key success goals and factors are both necessary to conduct organization to its mission. Key success factors make goals powerful directly and make mission powerful indirectly.

This paper addresses companies’ lack of implementation of success factors in new product development. Drawing on theory in the competence perspective and an exploratory empirical study, the paper points to two major areas that have not been covered by previous studies on new product development success factors. The two areas are knowledge and skills of individual employees, values and norms and it is suggested that increased understanding of these two areas holds potential in making identified success factors more accessible to companies.

Employee suggestion scheme (ESS) have existed for many years and many articles have been published over the past decades. They have been studied from many perspectives to illustrate their objectives, nature, content, process, significance and the benefits. Arguments have also been made with respect to success and failures of the suggestion schemes. Although the corporations widely use the suggestion schemes to elicit the creative ideas of their employees, sustaining a suggestion scheme is still a challenge. The purpose of this paper is to extract the critical success factors and critical success criteria to the suggestion scheme and to discuss the importance of these factors on sustainability of suggestion system. This is a literature review paper.

This is a literature review paper. The research used the university library to search for the relevant material. The university has an access for 25,000 journals. As the university had the subscription to main databases such as EBASCO, SCIENCE DIRECT, EMERALD, Google Scholar and WILEY, a search was performed on these databases using the key terms. The keywords used in the searches included: Suggestion System, Suggestion Scheme, Employee Participation, Employee Involvement, Innovation, Employee Creativity and Ideas Management. The Google Scholar citation tab was also searched further to identify any related articles. The citations of resulting articles were scrutinized further for further clues.

This paper identifies 23 critical success factors and 9 critical success criteria for suggestion schemes. It also discusses the interconnection between the critical success factors and the critical success criteria. Further, the frequency of each of the factors is also presented. It recognizes the lack of work on the assessment framework for sustainability of a suggestion scheme.

This paper should be of value to practitioners of suggestion schemes and to academics who are interested in knowing how this program has evolved and where it is today and what future it holds. It offers practical help to an individual starting out on research on the sustainability of suggestion schemes.

The paper attempts to put together many factors discussed in the literature and proposed a definition to define the sustainability of the suggestion system and categorized them as critical success factors and critical success criteria.

Successful device development brings substantial revenues to medical device manufacturing industries. This paper aims to evaluate factors contributing to the success of medical device development (MDD) using grey DEMATEL (decision-making trial and evaluation laboratory) methodology through an empirical case study.

The factors are identified through literature review and industry experts’ opinions. Grey-based DEMATEL methodology is used to establish the cause-effect relationship among the factors and develop a structured model. Most significant factors contributing to the success of MDD are identified. An empirical case study of an MDD and manufacturing organisation is presented to demonstrate the use of the grey DEMATEL method. Sensitivity analysis is carried out to check robustness of results.

The results of applying the grey DEMATEL methodology to evaluate success factors of MDD show that availability of experts and their experience (SF4) is the most prominent cause factor, and active involvement of stakeholders during all stages of MDD (SF3) and complete elicitation of end-user requirements (SF1) are the most prominent effect factors for successful MDD. A sensitivity analysis confirms the reliability of the initial solution.

The findings will greatly help medical device manufacturers to understand the success factors and develop strategies to conduct successful MDD processes.

In the past, few success factors to MDD have been identified by some researchers, but complex inter-relationships among factors are not analysed. Finding direct and indirect effects of these factors on the success of MDD can be a good future research proposition.

The implementation process of any information system is a challenging task which becomes even more difficult when the system to be implemented is complex and requires significant organisational change, such as Manufacturing Resource Planning (MRP II). The study reported here was conducted to identify factors which affect the success of the implementation. This study extends prior research in the MRP II implementation area by evaluating more specific aspects of environmental and methodological factors such as an organisation′s willingness to change and consultant involvement in the MRP II implementation. This empirical study determined the association among environmental factors, methods of implementation, and MRP II success. A conceptual implementation model was developed and factors were identified which were associated with two measures of MRP II success. Two environmental factors and twelve methodological factors were identified as being associated with MRP II success. Based on the results of the study, an awareness and understanding of these factors will increase the success of future MRP II implementations.

The purpose of this paper is twofold: first, to identify the soft skills of construction project management; and second, to investigate the influence of these soft skills on project success factors in the Vietnamese construction industry.

A questionnaire survey was conducted with 108 project management professionals from the Vietnamese construction industry. Partial least square structural equation modelling was employed in data analysis.

Four-dimensional structure of project success factors was confirmed in this study. Results also showed that soft skills of project managers significantly contributed to project success factors and hence the project success.

There may be geographical limitation on the conclusions drawn from the findings. Similarly, the sample size was still small, despite a relatively high response rate. In addition, the majority of the respondents were contractors and clients as other project players were reluctant to respond to the survey.

This study provides an understanding of the relationship between soft skills and project success factors.

Although there have been studies focused on soft skills of project management and project success factors, few have attempted to analyse the effects of these soft skills on critical success factors. Thus, this study adds significantly to the existing research on both project management skills and project success factors.

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.

In 2010 a series of case studies were conducted in Prague, Czech Republic, examining the implementation and management of digital governance. These best practice case studies were chosen from among Prague's twenty-two administrative districts and through those findings this article discusses critical success factors and barriers to successful implementation of digital government initiatives. A qualitative review of both critical success factors and barriers is discussed at the individual, organizational, and strategic levels and the paper concludes by highlighting strategies managers can take to increase e-government performance. When considered together, the critical success factors, barriers to implementation, and key factors identified in the case studies further add to the growing literature of digital governance and performance management.