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John Steinbeck, the well-known writer, once wrote, ¡§As one ages, the resistance against changes, especially good changes, comes from the human nature.¡¨ His words not only apply to humans but also corporations, and a media corporation in this case. The structure of media Taiwan, in face of technological advancement, industrial competition, and opening of the media market, is forced to undergo dramatic changes, more specially, reengineering. CTS now faces enormous problems in aspects of operation, cost, and profit making under the advancement of media technology, competition against wireless TV, cable networks, and other media industries, and the opening of media market. In this vein, this study aims to study the reasons behind the implementation of organizational reengineering by CTS, the critical success factors in the reengineering, and evaluates the effects of reengineering with quantitative analysis. This study is a subtopic of the ¡§Study of Critical Success Factors in Media Corporations in Taiwan¡¨ led by Mr. Chih-Hong Yang, the Dean of the School of Communications at Ming Chuan University. The random survey is conducted in three parts upon CTS management, TV media management, and CTS staff. The research findings show that the reason of organizational reengineering recognized by CTS management was ¡§modifying manpower structure and reducing personnel cost.¡¨ However, the reason to the staff was ¡§facing the fierce competition of the competitors¡¨; and ¡§in response to the advancement in digital media technology¡¨ to TV media management. In terms of the critical success factors in CTS reengineering, CTS management and staff all agreed that the factors were ¡§support from the management¡¨ and ¡§clear direction and prospect of reengineering.¡¨ The recognition of critical success factors to TV media management was similar to that of CTS management and staff. In addition to the abovementioned two factors, other factors, such as ¡§explaining to the staff about the tasks and goals,¡¨ ¡§decision power of the leaders,¡¨ and ¡§concern over resource allocation across departments¡¨ were among the critical success factors. The research also found that ¡§support from the management,¡¨ which was ranked number on in reengineering implementation, is the most important critical success factor recognized by CTS management. Additionally, ¡§explaining to the staff about the tasks and goals,¡¨ ¡§the leaders of reengineering have decision power,¡¨ are among the top three most important critical success factors recognized by CTS management. As seen, the critical success factors recognized by CTS management are implemented by CTS reengineering at the same time. According to CTS management, the most important effect of reengineering to CTS is ¡§reducing personnel cost¡¨ followed by ¡§improving service quality (company products).¡¨ The most important effect, ¡§reducing personnel cost,¡¨ evaluated by CTS management is the same as the reason for reengineering as recognized by the CTS management. On a whole, the rating that CTS management gave to CTS reengineering was ¡§5.07¡¨. The study found that the critical success factor in CTS reengineering is ¡§support from the management.¡¨ As seen, support from the management is the key to success in reengineering, followed by clear prospect and direction to recognize the reengineering direction. Also, the information technology of the media corporation and training provided to the staff should be equally valued, effective communication with the staff is facilitated, and cross-department resource allocation should be implemented to win collectively support to and success in reengineering.

ABSTRACT The development of information technology and the evolution of micro marketing urged the enterprises to value the effects of implementing database marketing. In the era of emphasizing customer centric, creating niches of differentiation, enhancing effectiveness of marketing, improving customers¡¦ satisfaction, database marketing is the most important basis of the above mentioned marketing development. The distinctions of database marketing are systematic, long-term oriented and emphasizing planning and analysis, which are different from the ways of traditional marketing that most of the companies are using. Developing Database Marketing is a significant change for all marketing related activities. The sales team has to learn new marketing skills, change the present marketing process, to invest in information technology, even to adjust the functions of organization and build up new concepts of marketing in order to improve the effects of database marketing. Practically, implementing database marketing must follow the process of strategic planning, for the purpose of building up competitive advantages, considering the capability and demand of the enterprise, to create the functions that the enterprise needs, then to improve the performance of marketing. The application of information technology is an important strategy of improving operation capability of the financial industry. Many banks had implemented database marketing to enhance their performance. Leasing is an important sector of financial industry, which is very suitable to execute database marketing for the characteristics of its business. Presently, Chailease finance Co., Ltd. is the only leasing company, to implement data marketing. So, this thesis is to study Chailease Financing Co., Ltd. for the following purposes: 1. The objectives of strategy that leasing industry implements database marketing. 2. The appliances and methods of executing database marketing in the case. 3. The critical success factors of implementing database marketing in the case. After illustrating the case and analyzing the theory, we can figure out the critical success factors related to the purpose of the thesis. Then we chose the objectives of strategy, appliances and methods, and critical success factors as 3 dimensions of studying the critical success factors in implementing database marketing of Chailease Financing Co., Ltd. By the way of investigation of questionnaire, we analyze the individual factors and relations among 3 dimensions. After the analysis of questionnaire, the result from the research shows that the objectives of strategy of implementing database marketing have been effective. But some of the important functions are not workable due to the influences of insufficient conditions or requirements and the other prior objectives of organization.

Government IT mega-projects often end in costly failure, despite attempts to identify those Critical Success Factors (CSFs) that lead to project success. This raises questions about whether these CSFs are understood, applied and, if so, whether they are having an impact on the management and subsequent performance of government IT mega-projects. The literature review compared CSFs from the generic and IT project management literature to find that they are broadly similar. CSF frameworks were then assessed to find a measure of the impact of CSFs and a measure of ‘performance’ was also defined. CSFs were then identified from fifteen reports on IT and information infrastructure projects and verified against the CSFs identified in the literature to produce a synthesised list of twelve CSFs. The understanding, application and impact of these CSFs were examined through a case study of the MoD’s Defence Information Infrastructure (DII) Programme, a government IT mega-project to provide a more integrated and coherent Defence infrastructure. It was evident that the CSFs were recognised and they appeared to have been understood within the DII Programme. However, the extent to which they have been applied is variable with differing effect. Therefore, the impact that CSFs have had on the management of the DII Programme is debatable. There were areas where the project could have been managed better and, therefore, could be performing better, suggesting that the overall success of the project is potentially at risk. The overarching conclusion of this study is that, in terms of the management of the DII Programme, the impact of the identified CSFs is variable and, where they are not applied, there is an adverse effect on its performance, suggesting a causal relationship. More generally, not applying generic CSFs to project management is likely to lead to failure, but is unlikely to assure success. Unique projects operating in highly specific and complex contexts require more contingent solutions. As a result of these conclusions, further case studies are suggested, along with further study into government and MoD IT project management and the management of trust in contractual relationships.

No / This paper presents a novel taxonomy of the critical success factors in enterprise resource planning (ERP) implementation process. ERP benefits cannot be fully realised unless a strong alignment and reconciliation mechanism is established between technical and organisational imperatives based on the principles of process orientation. It is suggested in the taxonomy that measurement takes place in a balanced perspective, and for the purpose of providing useful information that can enable the decision making process and, which can help deliver the corporate objectives and therefore lead the business competitively forward. Upon this premise, the taxonomy is based on a comprehensive analysis of ERP literature combining research studies and organisational experiences. The taxonomy reflects the essential features of ERP systems, as being built based on the principles of business process management. Furthermore, it illustrates that ERP benefits are realised when a tight link is established between implementation approach and business process performance measures.

No / Improving the effectiveness of projects, particularly in construction, is of interest and concern to practitioners and academics alike. To this end, the use of partnering, now commonplace in a variety of industry sectors has been encouraged in the UK construction industry. However, in many respects project environments represent the antithesis of current thinking in partnership development and an unusual and difficult application, particularly at the lower levels in the supply chain. This paper, therefore, is concerned with evaluating the progress the UK construction industry has made in its adoption of partnering, how it is likely to develop in the future and what the implications might be for the industry¿s suppliers. The partnering experiences of Main Contractors with Main Subcontractors for structural steel products are examined and a conceptual framework of the success factors presented and discussed. Critically, clients and not suppliers were found to be major barriers to the industry¿s adoption of partnering.

Government IT mega-projects often end in costly failure, despite attempts to identify those Critical Success Factors (CSFs) that lead to project success. This raises questions about whether these CSFs are understood, applied and, if so, whether they are having an impact on the management and subsequent performance of government IT mega-projects. The literature review compared CSFs from the generic and IT project management literature to find that they are broadly similar. CSF frameworks were then assessed to find a measure of the impact of CSFs and a measure of ‘performance’ was also defined. CSFs were then identified from fifteen reports on IT and information infrastructure projects and verified against the CSFs identified in the literature to produce a synthesised list of twelve CSFs. The understanding, application and impact of these CSFs were examined through a case study of the MoD’s Defence Information Infrastructure (DII) Programme, a government IT mega-project to provide a more integrated and coherent Defence infrastructure. It was evident that the CSFs were recognised and they appeared to have been understood within the DII Programme. However, the extent to which they have been applied is variable with differing effect. Therefore, the impact that CSFs have had on the management of the DII Programme is debatable. There were areas where the project could have been managed better and, therefore, could be performing better, suggesting that the overall success of the project is potentially at risk. The overarching conclusion of this study is that, in terms of the management of the DII Programme, the impact of the identified CSFs is variable and, where they are not applied, there is an adverse effect on its performance, suggesting a causal relationship. More generally, not applying generic CSFs to project management is likely to lead to failure, but is unlikely to assure success. Unique projects operating in highly specific and complex contexts require more contingent solutions. As a result of these conclusions, further case studies are suggested, along with further study into government and MoD IT project management and the management of trust in contractual relationships.

The increasing awareness of data mining technology, along with the attendant increase in the capturing, warehousing, and utilization of historical data to support evidence-based decision making, is leading many organizations to recognize that the effective use of data is the key element in the next generation of client-server enterprise information technology. The concept of data mining is gaining acceptance in business as a means of seeking higher profits and lower costs. To deploy data mining projects successfully, organizations need to know the key factors for successful data mining. Implementing emerging information systems (IS) can be risky if the critical success factors (CSFs) have been researched insufficiently or documented inadequately. While numerous studies have listed the advantages and described the data mining process, there is little research on the success factors of data mining. This dissertation identifies CSFs in data mining projects. Chapter 1 introduces the history of the data mining process and states the problems, purposes, and significances of this dissertation. Chapter 2 reviews the literature, discusses general concepts of data mining and data mining project contexts, and reviews general concepts of CSF methodologies. It also describes the identification process for the various CSFs used to develop the research framework. Chapter 3 describes the research framework and methodology, detailing how the CSFs were identified and validated from more than 1,300 articles published on data mining and related topics. The validated CSFs, organized into a research framework using 7 factors, generate the research questions and hypotheses. Chapter 4 presents analysis and results, along with the chain of evidence for each research question, the quantitative instrument and survey results. In addition, it discusses how the data were collected and analyzed to answer the research questions. Chapter 5 concludes with a summary of the findings, describing assumptions and limitations and suggesting future research.

Despite the successful application of lean thinking across a wide range of industries, and a number of UK Government funded programmes such as the Construction Lean Improvement Programme and Constructing Excellence, the construction sector lags behind other sectors as highlighted in the Egan Report (1998) and more recently in Sir John Egan’s speech to the House of Commons in 2008 which gave the construction industry “four out of ten – for trying.”This led to the research question: What are the critical success factors for lean construction interventions? The emergence of lean production as a concept and the contributions of its key historic influencers are explored. Differences between construction and manufacturing are compared and discussed, and it is concluded that there is no practical reason why lean production cannot be successfully applied to construction operations. However, the issue of buildings being “rooted-in-place” is a potential barrier to true global competition. Progress was made towards a satisfactory definition of lean construction, a term hitherto ill-defined. Nineteen potential critical success factors (CSF) were identified in a literature review. A pilot study conducted with senior construction staff experienced in lean construction identified a further seven potential critical success factors and discounted three derived from the literature. Face-to-face interviews with thirty-one construction staff that had attempted lean construction interventions were conducted to examine the significance of each factor. Of the interventions, twenty-six were successful and six were failures. Statistical analysis compared the failure and success groups and of a total of twenty-three factors examined, thirteen were critical, two important, seven not critical and one unknown. Some of the most cited lean critical success factors, for example “There must be a crisis”, were shown to be not significantly important for the construction sector. Interdependencies between the statistically significant factors were explored and it was concluded that a wide concern with “getting buy-in” exists. Three factors appeared to possess a greater ability to influence all the others: the capability of management; client influence; and the right facilitator.

In many public sector organisations, the use of Information Technology (IT) has become important for sustaining and extending public service delivery. This has caused there to be a critical dependency on IT, which calls for a specific focus on effective IT governance. Accordingly, the success factors for effective IT governance must be determined and adhered to if an organisation wishes to increase the contribution of IT towards achieving its objectives. Much research has been carried out on IT governance effectiveness and the necessary success factors, but not with a focus on organisations from a developing country such as Tanzania. The context in these organisations is characterised by IT resources, knowledge and culture constraints as well as by an increasing level of IT investment and applications. In this research, we analyse how IT governance practices are implemented in Tanzanian public sector organisations (TaPSOs) and benchmark their levels of maturity. Furthermore, we analyse and identify the critical success factors (CSFs) that contribute to effective IT governance in TaPSOs. Subsequently, we analyse the effects of these CSFs on IT governance performance and develop and evaluate a CSFs framework for implementing effective IT governance in TaPSOs. We find weak IT governance practices, especially in terms of processes. This was also pointed out by the lower level of IT governance maturity in TaPSOs in contrast to public sector organisations in developed countries. Furthermore, we find that the identified CSFs have a significant effect on IT governance performance in TaPSOs. In addition, the designed CSFs framework is found to be important for providing guidelines to be used by IT and business management personnel for implementing effective IT governance. This CSFs framework for implementing effective IT governance in TaPSOs consists of the IT governance focus areas, CSFs, activities, roles, IT resources and environment in which it should be implemented. In contrast to existing frameworks from the research literature, the designed CSFs framework offers a holistic view by focusing on the five IT governance focus areas.