Due to the constant change of technology, companies’ battle to win customers becomes more and more intense. Maintaining customers and building long-term relationships is becoming more and more important and the customer relationship management (CRM) concept has evolved as a strategy rather than just a technological system. With an efficient CRM strategy and CRM system the company can learn which customers to keep, put more focus on and develop further relationship with and which ones to cut loose (Mendoza et al., 2006).    Sales and sales management are often critical personnel in an organization, because they are in charge of selling goods and services that generate the revenues and cash flows that support the firms’ existence (Wagner & Zubey, 2007). This thesis focuses on how an organization can motivate stakeholders of the CRM system, within the sales department, to improve the usage, taking in consideration critical success factors (CSFs). To develop an understanding of the barriers that might influence the use of the CRM system and the CSFs that have been considered to motivate the stakeholders of the system, a case study was made at Strålfors Svenska AB. Interviews were held with the sales managers and the sales personnel to learn about the expectations of the CRM system use and about the actual use.   The results have lead us to the following conclusions; for the CRM system to be successful and to motivate the CRM stakeholders, the following factors are critical; top management involvement, clear communication of goals and objectives, integration between departments in the organization, sales staff commitment and involvement, education, feedback and evaluation.

The key to understanding the development of competitive advantage is to understand knowledge and how it is managed and shared. Organisations not only need to understand comprehensively the concept of knowledge in order to manage it effectively, but also to create and maintain competitive advantages, especially as the business environment has become increasingly competitive in recent years. The aim of this study is to understand how the knowledge management (KM) concept can be harnessed as a vital factor in the enhancement of productivity, performance and the competitiveness of organisations. Therefore, grounded theory strategy has been used, providing in-depth information relevant to KM implementation. Data were collected from face-to-face semi-structured interviews with 24 top managers from 19 different top-ranking companies operating in Saudi Arabia. As a result of constant comparative analysis of the collected data, five major categories emerged: barriers to KM; organisational learning (OL); means of communication; critical successful factors (CSFs); and impacts of KM on organisational performance (OP). The most common barrier to knowledge sharing is the unwillingness of employees to participate and share their knowledge. Moreover, OL is very important. It is considered to be the main goal of KM and it helps organisations to sustain a competitive advantage and improve employees’ performance and efficiency by encouraging them to learn and share knowledge through the creation of a good learning environment. A well-structured communication system is also a crucial factor for KM success because its role is to ensure and facilitate the passing of knowledge to the appropriate people. Furthermore, there are 14 factors that are very important to the successful implementation of KM and these positively influence employees’ willingness to share knowledge. The study found that the most important factor influencing the success of KM implementation is the employees’ willingness to participate in KM activities and share their knowledge. This implies that organisations that want to be knowledge-based by implementing KM activities need to improve the willingness of employees to participate in the project, otherwise it will fail. Therefore, the researcher has labelled this category ‘employees’ willingness’ and has selected it as a core category. The comparative analysis between knowledge-based and non-knowledge-based organisational performance is presented in this study in order to determine how KM enhances productivity, performance and competitiveness. Therefore, the theoretical and practical contribution was discussed, as well as the findings. The theoretical model illustrates how employees’ willingness can be influenced by the other categories. A theoretical contribution of the model is the determination of the reasons for employees in knowledge-based organisations being more interactive and participating in KM activities by analysing the barriers that impede the adoption of KM activities and, especially, knowledge-sharing activities between employees, as well as the factors that aid the adoption of knowledge-sharing activities. This aided the researcher to determine the conditions that influence employees to share more, or less. The researcher concludes that highlighting the human side of the KM perspective is another of the research’s contribution to knowledge, achieved by covering the current lack of existing empirical studies in the field. Furthermore, the main practical contribution of this study is the presentation of a framework model that demonstrates the process for effective KM implementation. This model is considered to be a summary of the experiences of the organisations participating in this research.

ABSTRACT Aim: From its inception to its expansion nationally and internationally, the management of a restaurant franchise concept uses various critical success factors to overcome the barriers that they encounter throughout their different growth phases. This study aims to find out what the CSFs are for Swedish restaurant franchisors of different sizes, what barriers they encounter and what their solutions to these problems are. Method: This is a qualitative study. An initial study was performed by open-ended interviews with the CEOs of the Swedish Franchisor organization and the CEO of the Swedish Franchisee organization. Thereafter, ten semi-structured telephone interviews were held with the upper management at Swedish restaurant franchisor companies. Saturation was achieved after 6-8 interviews and the data was analyzed thematically. Results & Conclusions: Small franchisors focus on concept development, finding capital and finding franchisees. Two of the smaller franchisors used crowdfunding to finance their expansion. Larger franchisors focus on standardization, improving their quality and on brand building. The conclusion is that there are significant differences in the CSFs for small and large franchisors. Suggestions for future research: This study is limited in scope and limited in time. For future research, we would recommend a longitudinal study of several newborn franchise systems, to study them over several years and to see which CSFs are more important at different growth stages. Another research approach could be to rank the CSFs by using a quantitative method and work with a larger sample frame of franchisors. Or to study our fastest growing respondent. Contribution of the thesis: The main contribution to literature is that small franchisors focus on selecting the right franchisees and locations, large franchisors focus on developing the concept and on standardization. The main managerial implication is that franchisors of all sizes need to take a broad perspective and plan for different expansion phases. Keywords: Franchising, Franchisee, Franchisor, Critical Success Factors, CSFs, Restaurant Chain, Fast-Food chain, life cycle, expansion, barriers. / This is a study of what the most important tasks are to successfully expand ten franchised restaurant chains in Sweden. These tasks have been studied in various industries and are commonly referred to as "Critical Success Factors." It is interesting to study these tasks since the upper management in any company and industry need to be aware of what the most important tasks are for their company, as well as the need of measuring these tasks. The result of the study was that restaurant franchisors seem to have different CSFs depending on their size. Small franchisors focus more on, e.g., concept development, whereas large franchisors focus more on, e.g., standardization. The managerial implication is that managers in expanding franchise systems need to be aware that the CSFs change over time.

In the last decade, the rapid economic development in the Middle East has encouraged organisations to implement modem quality management and strategic initiatives such as Six Sigma to ensure continuous improvement and achieved excellence. Six Sigma is a comprehensive business strategic quality programme and a systematic process improvement methodology for achieving, sustaining and maximising business success. The proper implementation of Six Sigma leads to breakthrough in profitability through ensuring quantum gains in product/service quality, customer satisfaction and productivity. This research presents an empirical exploratory and comparative study that aims and attempts to bridge the gap in the existing literature of Six Sigma by investigating the current implementation status of Six Sigma in organisations of three Middle East countries (namely, Saudi Arabia, Egypt and United Arab Emirates (UAE)). The reasons/benefits that encourage Middle East organisations to implement Six Sigma projects, the challenges commonly faced during implementation, the critical success factors (CSFs) for effective implementation and the organisations’ satisfaction with the implementation are investigated. The key issues of Six Sigma implementation and their criticality relating to the experience of the implementing process of Six Sigma projects are explored through an extensive review of the relevant literature. The data were collected from a combination of quantitative (232 questionnaires) and qualitative (74 semi-structured interviews) methodologies. The research covered 44 organisations from manufacturing and services sectors and large, small, and medium enterprises (SME) sizes, which have implemented or were implementing Six Sigma projects in the selected countries at the time of study. The study findings identified 15 significant reasons/benefits which encourages Middle East organisations to implement Six Sigma projects, 13 major challenges commonly faced during implementation, 19 CSFs for effective implementation and level of the organisations’ satisfaction with the implementation. Based on the research findings, a generic model for successful and effective implementation of Six Sigma in Middle East organisations is developed and proposed. The research concludes that Six Sigma implementation in Middle East organisations still in early stage, most organisations have outstanding opportunities to implement the Six Sigma project successfully and effectively with tangible and intangible benefits. In addition, all the responding organisations, which are actively implementing Six Sigma programme, regardless of their countries, sectors and sizes are highly satisfied with the implementation results. However, the research output highlights that an improvement culture must be developed and promoted throughout the organisation to ensure long-term benefit and sustainable success. Furthermore, the research makes recommendations on development of an implementation strategy in Middle East organisations. Finally, a number of suggestions are made for future research.

Dagens konkurrensutsatta marknad ställer stora krav på organisationer och deras användning av hjälpmedel för att överleva och skapa konkurrensfördelar. Business intelligence är en samlingsteknik som för varje dag får allt större uppmärksamhet och som för många organisationer blivit ett måste för överleva. Tyvärr är implementationen av BI-tekniker problematisk och över 50 % av alla BI-initiativ misslyckas. Därför har en del studier forskat kring de kritiska framgångsfaktorerna för implementation av BI, som anses som en nyckel för att lyckas med implementationen. I den stora majoriteten av studierna utgår de kritiska framgångsfaktorerna dock från stora företag. De har andra förutsättningar än små och medelstora företag (SMF) som 99.9% av alla företag i Sverige består av. Studien har därför skapat en ram med kritiska faktorer speciellt uttagna för SMF med frågeställningen: Vilka är de kritiska framgångsfaktorerna för implementation av ett business intelligence system i SMF? Ramen skapades med litteraturstudie i kombination med expertintervjuer. Studiens ram visar att faktorerna inte skiljer sig nämnvärt efter företagsstorleken, utan efter projektets storlek. Nyckelord: Business intelligence, Kritiska framgångsfaktorer, Implementation, Små och medelstora företag / Today’s competitive market places great demands on organisations and their use of means to survive and gain competitive advantages. Business intelligence (BI) is an umbrella term of technologies that has become necessary for many organisations to survive the competitive market, and it gets more attention for every passing day. Unfortunately, the implementation of BI technologies is problematic and statistics show that more than 50% of all BI-initiatives fail. Therefore, some studies have identified critical success factors (CSFs), crucial for the implementation of BI, which is considered as a key for the success of a BI-project. However, the majority of the CSFs are based on large, international enterprises. Which differ from small and medium-sized enterprises (SMEs) which 99.9% of all Swedish companies consist of. Thus are the identification of relevant CSFs for SMEs crucial. The study has therefore with the research question: Which are the CSFs for implementation of BI-systems in SMEs created a framework with CSFs specially designed for SMEs, based on a literature review combined with expert interviews. The analysis and result of the study shows that the CSFs do not differ in terms of the organisation size, rather it differs depending on the size of the project. However, the study has also identified previously unidentified critical success factors crucial for the implementation of BI-systems. Keywords: Business intelligence, Critical Success factors, Implementation, Small and medium-sized enterprises

<p>The focus of the study is to identify ERP COTS software where custom made ERPP and COTS software are different in product type and implementation process. The study further intensifies the focus on the factors which are critical for successful ERP COTS product selection and implementation by decision makers and ERP COTS implementers respectively.</p><p>The study involves decision makers, management and organizational actors (end users which are beneficiaries of ERP COTS system). The study tries to identify certain factors, which can lead to the success of the ERP COTS Software implementation and failure to identify those CSFs in selecting and implementing ERP COTS can lead to ERP COTS failure.</p>

The objective of the current study is to explore and identify the Critical Success Factors (CSFs), which impact upon the effective implementation of Human Resource Development (HRD) initiatives in support of nationalisation, and to recommend a model for practical application and future research. Accordingly the study focused on identifying and analysing the various factors in the localisation of a workforce with regard to five broad categories, namely: national level factors, organisational (policies and practices related) factors, organisational (HR related) factors, individual level (expatriate and experienced staff related) factors and individual level (UAE national related) factors. The data for the study was collected using both qualitative and quantitative methods. Qualitative methods were used to develop an in-depth case study of the Emiratisation process in an oil and gas organisation, as well as for identifying the critical success factors to be included in the survey questionnaire for collecting the quantitative data. The results of the study indicated that the critical success factors identified in the study are part of a complicated reality and need to be managed to ensure success of the localisation of a workforce. The mean scores obtained on the various factors differed significantly across the organisations or sub groups of respondents used in the study. This indicates that the impact of various factors that facilitate or constrain the localisation efforts are highly contextual and organisation specific. The findings of the study revealed valuable insights that could enrich not only future research in the area, but also the practical application of HR tools and methods to support the localisation process. The current study also developed a model for practical application and future research in the area. The model identified the role of HR strategies and tools as critical for managing the CSFs and ensuring the success of the process of localisation. The model developed in the current study also emphasises the need to define the 'success' of localisation in much broader terms, by addressing complex issues such as, employee morale and motivation, expectations of all employees, including expatriates and so forth, rather than just focusing on the number of UAE nationals employed and their competencies. The current study also identified some of the limitations of the study and highlighted suggestions for future research.

Title: Critical Success Factors for Integration of Enterprise Resource Planning System   Level: Student thesis, final assignment for Master Degree (one year) in Business Administration   Author: Kambiz Kafi   Supervisor: Dr. Maria Fregidou-Malama   Examiner: Dr. Ehsanul Huda Chowdhury   Date: 2018-11-26   Aim: This study examines the Critical Success Factor (CSF) model and its implementation in a case study where ERP Systems are integrated. The model includes Legacy System as a CSF.   Method: Deductive reasoning and case study were applied to support the research theory. Primary and secondary data were collected. Interviews with managers and staffs were performed.   Result &amp; Conclusions: The study shows the factors that are critical in successful implementation of ERP project and how a successful implementation and integration of ERP projects is executed when two companies are being merged. It also shows how the ERP integration project can be implemented. This work studied an implementation of Holland and Light’s theoretical CSF model empirically and validated that the model is general and robust for successful ERP implementation and managing changes.   Contribution of the research: This study of integration of few Legacy Systems when companies are being merged is a contribution to the theory of CSF. The central role that Legacy Systems plays in ERP project implementation is shown empirically. This study presents Software Alignment (Software Configuration) based on two company’s business processes empirically and found it to be essential in success of ERP projects. The research shows how CSF model manages changes, assisting managers in merging two companies successfully. The research presents a modified Holland and Light CSF model to meet the merging situations.      Suggestions for future research: To gain more knowledge about CSFs for integration of ERPs, this study suggests further cross- industrial empirical studies in wholesale and retail industries with varied sizes. Research about identifying CFSs in extended ERP using e_CRM is recommended.

The focus of the study is to identify ERP COTS software where custom made ERPP and COTS software are different in product type and implementation process. The study further intensifies the focus on the factors which are critical for successful ERP COTS product selection and implementation by decision makers and ERP COTS implementers respectively. The study involves decision makers, management and organizational actors (end users which are beneficiaries of ERP COTS system). The study tries to identify certain factors, which can lead to the success of the ERP COTS Software implementation and failure to identify those CSFs in selecting and implementing ERP COTS can lead to ERP COTS failure.

The objective of the current study is to explore and identify the Critical Success Factors (CSFs), which impact upon the effective implementation of Human Resource Development (HRD) initiatives in support of nationalisation, and to recommend a model for practical application and future research. Accordingly the study focused on identifying and analysing the various factors in the localisation of a workforce with regard to five broad categories, namely: national level factors, organisational (policies and practices related) factors, organisational (HR related) factors, individual level (expatriate and experienced staff related) factors and individual level (UAE national related) factors. The data for the study was collected using both qualitative and quantitative methods. Qualitative methods were used to develop an in-depth case study of the Emiratisation process in an oil and gas organisation, as well as for identifying the critical success factors to be included in the survey questionnaire for collecting the quantitative data. The results of the study indicated that the critical success factors identified in the study are part of a complicated reality and need to be managed to ensure success of the localisation of a workforce. The mean scores obtained on the various factors differed significantly across the organisations or sub groups of respondents used in the study. This indicates that the impact of various factors that facilitate or constrain the localisation efforts are highly contextual and organisation specific. The findings of the study revealed valuable insights that could enrich not only future research in the area, but also the practical application of HR tools and methods to support the localisation process. The current study also developed a model for practical application and future research in the area. The model identified the role of HR strategies and tools as critical for managing the CSFs and ensuring the success of the process of localisation. The model developed in the current study also emphasises the need to define the 'success' of localisation in much broader terms, by addressing complex issues such as, employee morale and motivation, expectations of all employees, including expatriates and so forth, rather than just focusing on the number of UAE nationals employed and their competencies. The current study also identified some of the limitations of the study and highlighted suggestions for future research.