• 한국경영정보학회:학술대회논문집
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• 2007.06a
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• pp.807-813
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• 2007

Although firms are adopting strategic performance management systems (PMS) that provide information that allows the firms to identify the strategies offering the highest potential for achieving the firms' objectives, many firms still suffer from making the implementation of PMS a success. The purpose of this paper is to identify those factors that influence the successful implementation of performance management systems. This paper performs a comprehensive literature scrutiny on the implementation factors of PMS including the Balanced Scorecard, Performance Prism, Intellectual Capital Navigation, and Activity-based Costing, as well as traditional performance management systems. The findings of this research will provide useful insights into the anatomy of the success factors for implementing performance management systems and will help management to all the different sized organizations in the different sectors and industries. This paper also provides some future directions for research.

• Journal of Information Technology Applications and Management
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• v.9 no.3
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• pp.47-56
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• 2002

A variety of enterprises have Implemented ERP system on the promises of feasible strategic benefits. The objectives of this study are (1) to classily and analyze the motives and critical success factors o the enterprises'ERP system adoptions, and (2) to measure their impacts on the business performance. The data for this research were collected from 43 cases in Korea that have operated ERP system for more than 6 months after the implementation. This study results reveals that the Information strategic planning and business strategy establishment prior to ERP adoption and the demands of field people activate as critical triggers In the larger firms Among the six critical success factors, training was statistically significant for all of four performance measures control, cost reduction, quality and service, and work efficiency. And other findings are furnished. Also the larger company group In the sales volume has shown the higher performance except work efficiency.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.869-874
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• 2005

Given the intense competition and slowdown in domestic demands, there is greater pressure on Singapore contractors to seek overseas markets for revenue and growth. This impetus, coupled with emerging economic reforms in the regional developing countries, has invariably created numerous opportunities for Singapore contractors. However, mixed results were reported on their overseas performance so far. Consequently, this paper aims to formulate a framework that would assist Singapore contractors to successfully export their services into developing countries. The proposed framework comprises ten critical success factors (CSFs), which are identified from in-depth interviews with eight Singapore contractors. These ten success factors are subsequently classified under three different stages, namely initial, entry and operational stages. Preliminary results show that Singapore contractors are most focused on the entry stage, with the highest number of CSFs.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.5
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• pp.261-276
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• 2020

This study seeks to find an effective support plan through the success factors recognized in the early stages of startup and those recognized after success by grasping the success factors of successful small business entrepreneurs at each stage from the pre-start stage to the growth stage. To this end, a qualitative study through interviews was conducted with successful convenience store franchisees to derive success factors from the start-up preparation stage to the early stage and growth stage. The success factors of starting a small business were studied in consideration of the characteristics of franchise convenience store startups using the ERI model and the ERIS model applied in the study on the performance of startups. The success factors were studied using the multisite service firm life cycle of Sasser et al.(1978) reflecting the results. As a result of the study, the key factors of successful franchisees were the selection of the location of the first store, the selection of strategic additional stores, and the successful renewal of the contract. Depending on the characteristics of the founder, the enterprising franchisees took an active attitude in selecting strategic locations for additional stores and defending the commercial district, while the relatively conservative franchisees showed an active attitude toward store operation and renewal from a management perspective. In particular, the entrepreneur's mind is important in the preparation stage, and the importance of the entrepreneur's management strategy was discovered in the entire business cycle. Based on the results of this study, this study specifically sought out a start-up plan to effectively apply it to the future growth stage.

• The Korean Journal of Health Service Management
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• v.5 no.2
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• pp.209-226
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• 2011

The purpose of this study is to analyze and find out key success factors and marketing strategies of Bumrungrad Hospital in Bangkok, Thailand. The major success factors of Bumrungrad Hospital are as follows; First, Bumrungrad Hospital had professional medical team and board of directors who had the international career. Second, Bumrungrad was supported by Thai government and they were in a cooperative relationship with each other for the development of the medical industry. Third, Bumrungrad appropriately handled the internal and external changes including Asia Financial Crises in 1997 and others. Fourth, Bumrungrad diversified and broaden its business field such as global medical investing and management, medical technology, anti-age medicine and wellness. Marketing strategies of Bumrungrad analyzed are the following four factors. First, Bumrungrad focused on the quality of services by employing professional medical staffs, who have the international certification, and by constructing IT system for hospital management. Second, Bumrungrad has maintained an equalized price policy to attract the customers bothin the domestic and foreign markets. The cost for care has appealed the foreign customers for its comparatively low price, but it focused mainly on the upper middle class in Thailand. Third, it established, managed, and consulted hospitals in the foreign countries including the Philippines and the Arab Emirates. Fourth, it adopted differentiated promotion strategies suitable for the special needs of domestic and foreign customers, and put emphasis on the buzz marketing.

• Korean Business Review
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• v.14
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• pp.45-62
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• 2001

This study examines the factors that affect longevity of strategic alliances, highlighting environmental volatility, nationality, and previous experience with strategic alliances. In general, successful strategic alliances are more likely to continue to exist than unsuccessful ones. Therefore, it is argued that studying on factors affecting the continuance of strategic alliances indirectly confirms the factors of success and failure in strategic alliances. In order to conduct this study, the needed data were collected from CATI(Cooperative Agreements and Technology Indicators) Data Base, which was gathered by a group of researchers in the University of Limburg in the Netherlands. Cox's Regression was used to analyze the data. Implications for research and practice are discussed.

• International conference on construction engineering and project management
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• 2011.02a
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• pp.132-141
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• 2011

Australia has joined many governments to adopt public-private partnership (PPP) as a major strategy for procuring infrastructure for decades. However, failures have occurred although the market has been considered to be a mature and sophisticated one. Failures have typically been traced back to inappropriate economic evaluation and a lack of value-for-money. In particular, a literature review has identified that there was no holistic consideration on the evaluation of procurement transactions of PPP projects. The transaction costs of PPPs were not handled properly. In this paper, theories of transaction cost economics are proposed for the purpose of such a holistic institutional economic evaluation. These theories are analysed in order to identify potential critical success factors for a strategic infrastructure procurement framework. The potential critical success factors are identified and grouped into a number of categories that match the theories of transaction cost economics. These categories include (1) Asset Specificity, (2) Organizational Capability, (3) Transaction Frequency, (4) Behavioural Uncertainty, and (5) Environmental Uncertainty. These potential critical success factors may be subject to an empirical test in the future. The proposed framework will offer decision makers with an insight into project life cycle economic outcomes needed to successfully deliver PPPs.

• Asia pacific journal of information systems
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• v.33 no.1
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• pp.206-226
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• 2023

Since the last few decades, information technology outsourcing has been observed as an instrument for technology transfer and rapid economic development, with the potential to change the fate of the nation. However, many emerging countries, including Nepal, continue to struggle to establish a foothold in the international market; they are perplexed about their path toward outsourcing, and they still have ineffective laws and policies in place. A snowball sampling method was used to collect quantitative data inside Kathmandu valley among outsourcing companies, freelancers, consultants, and policymakers. Data were properly tested for reliability using Cronbach's Alpha, analysed using exploratory followed by confirmatory factor analysis, and results were confirmed using convergent and discriminant validity. Second-level validation was performed by partial least squares. The researcher has validated a multidimensional structural model with interdependencies between 8 unobserved and 33 observed variables using path analysis and proposed an information technology outsourcing success model for emerging markets from the vendor's perspective. Similarly, a latent variable 'setup quality' was identified as a new construct omitted by previous researchers in the study of IS success. The model shall be interpreted as "the system dimensions - setup quality, system quality and service quality influence the characteristics - communication quality, user satisfaction, and usage of the products or services. The positive impact of mediating factors leads to individual and organizational benefits, resulting in the overall success of information technology outsourcing."

• Journal of Information Technology Services
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• v.6 no.3
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• pp.251-272
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• 2007

Although Enterprise Systems (ES) have promised major strategic benefits and process improvements from business and technology integration, their implementation has been plagued by a high failure rate and difficulty in realizing the promised benefits. For the purpose of understanding implementation failures, previous studies have focused on identifying critical success factors (CSFs) for information systems implementation. However, there has been little research on how these CSFs actually lead to successful results. In this study, based on process theory, we examined the process of ES implementation by explaining how the factors of ES implementation influence each other and how interaction among them produces results. Based on a failure case, we then developed a process model of ES implementation thus allowing us to explain the process of ES implementation. The proposed model facilitated an understanding of how repeating patterns of ES failure can be reversed. This model can be used for guiding new ES implementation projects.

• The Journal of the Korea Contents Association
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• v.19 no.5
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• pp.233-248
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• 2019

The purpose of this study is to examine the effect of success factors of foodservice business start-up on management performance and entrepreneurial satisfaction and to analyse the mediating effect of management performance on the relationship between success factors of foodservice business start-up and entrepreneurial satisfaction. Collected data were statistically analyzed using SPSS 22.0. The results of this study are as follows: First, success factors of foodservice business start-up consists of location, service, facilities, and food. Among success factors, location, service, facilities, and food had a significant influence on management performance and entrepreneurial satisfaction. Second, management performance had a significant influence on entrepreneurial satisfaction. Third, management performance had a mediating effect between success factors of foodservice business start-up and entrepreneurial satisfaction. The conclusion section suggested strategic implications to induce success factors, management performance and entrepreneurial satisfaction based on the findings.