Data warehousing (DW) in the last decade has become the technology of choice for building data management infrastructures to provide organizations the decision-making capabilities needed to effectively carry out its activities. Despite its phenomenal growth and importance to organizations the rate of DW implementation success has been less than stellar. Many DW implementation projects fail due to technical or organizational reasons. There has been limited research on organizational factors and their role in DW implementations. It is important to understand the role and impact of both technical but organizational factors in DW implementations and their relative importance to implementation performance. A research model was developed to test the significance of technical and organizational factors in the three phases of implementation with DW implementation performance. The independent variables were technical (data, technology, and expertise) and organizational (management, goals, users, organization). The dependent variable was performance (content, accuracy, format, ease of use, and timeliness). The data collection method was a Web based survey of DW implementers and DW users sampled (26) from a population of 108 identified DW implementations. Regression was used as the multivariate statistical technique to analyze the data. The results show that organization factors are significantly related to performance. Also, that some variables in the post-implementation phase have a significant relationship with performance. Based on the results of the tests the model was revised to reflect the relative impact of technical and organizational factors on DW performance. Results suggest that in some cases organizational factors have a significant relationship with DW implementation performance. The implications and interpretation of these results provide researchers and practitioners' insights and a new perspective in the area of DW implementations.

Abstract: Introduction: Developed countries are integrating care for populations living with complex socio-sanitary needs to improve the quality of care. In 2004 the Québec government re-organised its health system, promoting the province-wide implementation of local health networks. Understanding how integrated care models are implemented in different settings may give insights on which factors determine the effective implementation of the model. Providers, as those who deliver services, are at the heart of these reforms. Their perspectives are therefore fundamental in identifying the best strategies for improving the implementation of integrated care models. This dissertation aimed at 1) describing and comparing the implementation of an integrated care model in different contexts as perceived by providers, 2) identifying factors providers perceived as influencing the implementation of an integrated care model. Theory and methods: Descriptive-comparison of the integrated care model along the lines of a framework proposing 6 dimensions (clinical, professional, organisational, systemic, functional, and normative) of integration. Thematic analysis along the lines of a framework positing that structural, organisational, provider, innovation, and patient factors would influence the implementation of an integrated care model. A qualitative multiple case study was done in three cases in Québec based on document analysis and semi-structured interviews of 28 providers. Results: The three cases revealed a great overlap in the implementation of the six dimensions of the integrated care model, reflecting the influence of the systemic dimension, which was mostly prioritised by government since 2004. None the less, there was some variability in the implementation of some clinical components like case management, reflecting the influence of the local context. Structural and organisational factors facilitated and/or hindered the implementation of different components of the integrated care model. For instance, government policy and mergers mainly enabled the implementation of administrative components of the integrated care model at the expense of its clinical components. Provider, innovation and patient factors mainly facilitated the implementation of the integrated care model. Conclusion: There was great similarity and moderate differences in the implementation of the integrated care model across the three cases. Structural and organisational factors variably influenced the implementation of the integrated care model. They were necessary conditions for the integration of services from a systemic point of view at the expense of some clinical components. / Introduction : Les pays développés cherchent à intégrer les services afin d'améliorer la qualité des soins aux populations vivant avec des besoins socio-sanitaires complexes. Dans cette perspective, le gouvernement du Québec a réorganisé en 2004 son système de santé, en promouvant la mise en oeuvre de réseaux locaux de services à l’échelle locale. Une meilleure compréhension de la façon dont les modèles de services intégrés sont implantés dans différents contextes permet d’identifier les facteurs qui déterminent l’efficience de cette implantation. Les professionnels, en tant que ceux qui incarnent les services, sont au coeur de ces transformations, et leurs perspectives sont donc fondamentales pour identifier les meilleures stratégies qui permettent d’améliorer l’intégration des services. Ainsi, sur la base de leurs perspectives, ce mémoire vise à 1) décrire et comparer la mise en oeuvre d’un modèle de services intégrés dans différents contextes, et 2) identifier les facteurs influençant la mise en oeuvre de ce modèle de services intégrés. Théorie et méthodes : Un cadre conceptuel suggérant six dimensions (clinique, professionnelle, organisationnelle, systémiques, fonctionnelle et normative) de l’intégration a été utilisé pour décrire et comparer les modèles de services intégrés. Puis, un cadre conceptuel suggérant que les facteurs structurels, organisationnels, professionnels, de l’innovation, ainsi que les caractéristiques des patients influencent la mise en oeuvre des modèles de services intégré. Une étude de cas multiples a été menée dans trois territoires au Québec, sur la base d'une analyse documentaire et d'entrevues semi-structurées réalisées auprès de 28 professionnels. Résultats : Les trois cas ont révélé une grande convergence dans la mise en oeuvre des six dimensions des services intégrés, reflétant l’importance de l'influence de la dimension systémique, qui fut de facto la priorité du gouvernement depuis 2004. Néanmoins, l’analyse montre une certaine variabilité dans la mise en oeuvre de certaines composantes cliniques, comme la gestion des cas, reflétant l'influence du contexte local sur leur mise en oeuvre. Les professionnels considèrent que les facteurs structurels et organisationnels facilitent et empêchent la mise en oeuvre selon les composantes du modèle des services intégrés considérées. Par exemple, la politique gouvernementale et les fusions ont permis la mise en place des composantes principalement administratives du modèle des services intégrés au détriment de ses composantes cliniques. Les facteurs liés aux professionnels, à l'innovation en tant que telle et aux caractéristiques des patients, ont majoritairement facilité la mise en oeuvre du modèle de services intégrés. Conclusion : La mise en oeuvre des services intégrés est donc caractérisée par une forte convergence, bien que parsemée de quelques différences. Les facteurs structurels et organisationnels ont été à la fois une condition nécessaire à l’intégration des services sur le plan systémique, et une condition défavorable d’un point de vue clinique, au moins pour certaines composantes.

Dagens samhälle präglas av en ständig förändring och utveckling, vilket ställer krav på att skolan ska utvecklas i samma takt som det övriga samhället. Skolan ska vara likvärdig för alla. Hur kan detta försäkras om man inte vet vilka faktorer som påverkar en implementering av pedagogiska modeller? Genom att säkerställa de faktorer som påverkar implementeringen kan också ett bättre resultat uppnås. Därmed blir det troligare att den nya pedagogiska modellen används och blir en del av den dagliga verksamheten. För att möjliggöra en implementering genomförs ett förändringsarbete i organisationen. Vi har genomfört en kvalitativ studie vars syfte är att undersöka vilka faktorer lärare upplever kan påverka implementeringsresultatet av en ny pedagogisk modell i skolan. Undersökningen har genomförts på tre skolor i en kommun i Sverige. Intervjuformen har varit semistrukturerad varav två har hållits i grupp och en enskild. Genom intervjuerna har vi samlat empiri till vår studie. Resultatet visar att det finns många olika faktorer som påverkar, ofta i kombination med varandra, till hur väl en implementering blir. De faktorer som är betydande och har uppkommit i vår undersökning är följande: Relevans, inställning, fördelaktig, lättanvänd, anpassningsbar, coaching, stöttning, tid, delaktighet, system för uppföljning, tydliga resultat, kultur och kommunikation. / Todays society is characterized by a constant change and development, which requires the school to develop at the same rate as the rest of society. The school should be equivalent to everyone. How can this be insured if we do not know which factors that affect the implementation of educational models? By ensuring the factors that affect implementation, better results can be achieved. This makes it more likely that the new educational model is used and becomes part of the everyday work. To make an implementation possible, a change work is carried out in the organization. We have conducted a qualitative study whose purpose is to study which factors teachers experience may affect the implementation of a new educational model in school. The survey has been conducted at three schools in a town in Sweden. The form of the interview has been semi-structured, two of which have been held in groups and one individual. Through the interviews we have acquired empirical evidence for our study. The result show that there are many different factors that affects, often in combination with each other, how well an implementation results in. The factors that are significant and have been made visible in our survey are the following: Relevance, attitude, advantageous, easy-to-use, customizable, coaching, support, time, participation, follow-up systems, clear results, culture and communication.

This thesis perpetuates research aimed at deploying a diagnostic expert system for the MK 92 Mod 2 Fire Control System to 28 Oliver Hazard Perry class fast frigates. Referred to as the Maintenance Advisor Expert System (MAES) , this expert system is being jointly developed by the Naval Postgraduate School and Port Hueneme Division, Naval Surface Warfare Center (NSWC PHD). This thesis focuses on the long-term implementation issues related to deploying MAES to the fleet, integrating MAES into the formal training pipeline, and transitioning life cycle Support for MAES to NSWC PHD. MAES long-term implementation issues, which include hardware, software, documentation, and training requirements, are examined within the context of implementation factors and risks historically associated with deploying expert systems. Plans for deploying MAES to the fleet and integrating MAES into the formal training pipeline are provided. As part of the documentation necessary to transition life cycle support of MAES to NSWC, a System Level Description document is also provided

The manufacturing industry is accountable for a significant amount of carbon emissions released, and manufacturers experience pressure from stakeholders to address the sustainability issues and contribute to the UN Sustainable Development Goals. However, the lack of verified frameworks to achieve a sustainable supply chain makes it difficult to revisit their supply chain strategies. This study benchmarks how manufacturing companies in Sweden achieve sustainability in their supply chains by examining the a priori and post-implementation factors required, as well as how the sustainability initiatives are structured. The study is a multiple case study, which started with a literature review to gain a relevant understanding of the research problem. Semi-structured interviews were held with seven case companies in different sectors in the manufacturing industry and with two environmental consultants. The findings prove that manufacturing companies achieve sustainability in their supply chains by combining a priori and post-implementation factors with aspects regarding the structure of the initiatives. Top management commitment and management providing the necessary means to drive the initiative are crucial a priori factors. Moreover, the findings demonstrate to define ownership of the tasks in the initiative and that top management should integrate sustainability in the business model and have a budget for sustainability initiatives. Prioritizing the activities with the largest value creation is important, where a materiality analysis facilitates. Training employees and management on sustainability, and encouraging the employees to find green improvements are necessary. Post implementation, adopting a circular process is critical, while also ensuring sufficient resources throughout the initiatives. Moreover, the findings highlight strict governance with clearly defined ownership over time, the more decentralized the better. A cross-functional organization is advantageous for achieving the above-mentioned factors. The reason for pursuing an initiative must be defined to enable clear goals. Backcasting and a materiality analysis are useful tools to create measurable goals accordingly, and the goals should be scientifically approved by the Science Based Target initiative. In the execution, using previous experiences on internal and external platforms aid the case companies with their goal conflict prioritization. Lastly, frequent follow ups are critical, where the follow-up process should follow international standards. It is necessary to have a defined process for follow ups and have traceable follow ups to view the progress. / Tillverkningsindustrin står för en betydande mängd av världens koldioxidutsläpp, och tillverkningsbolag blir alltmer pressade av intressenter att ta itu med hållbarhetsfrågorna och bidra till FN:s globala mål för hållbar utveckling. Bristen på verifierade ramverk för att uppnå en hållbar försörjningskedja försvårar för företag att se över deras hållbarhetsstrategier. Denna benchmarkingstudie om hur tillverkningsföretag i Sverige uppnår hållbarhet i sina försörjningskedjor undersöker de faktorer som krävs innan och efter en implementering av ett hållbarhetsinitiativ, samt hur initiativen är strukturerade. Fallstudien började med en litteraturundersökning för att få relevant förståelse och kunskap om forskningsproblemet. Semistrukturerade intervjuer genomfördes med sju fallföretag inom olika sektorer i tillverkningsindustrin och med två miljökonsulter. Resultaten visar att tillverkningsföretag uppnår hållbarhet genom att kombinera kritiska faktorer innan och efter utförandet, samt att följa aspekter som rör initiativens struktur. Engagemang från högsta ledningen som ger nödvändiga medel för att driva initiativet är avgörande innan implementeringen. Dessutom visar resultaten att fallföretagen och högsta ledningen bör integrera hållbarhet i affärsmodellen och ha en budget för hållbarhetsinitiativ. Att prioritera aktiviteter med störst värdeskapande är viktigt, där en väsentlighetsanalys underlättar. Det är nödvändigt att utbilda medarbetarna och ledningen inom hållbarhet och uppmuntra de anställda att hitta miljöförbättringar. Efter implementeringen är det avgörande att arbeta i en cirkulär process, samtidigt som det säkerställs tillräckligt med resurser genom hela initiativet. Dessutom visar resultaten att en strikt styrning med tydligt definierat ägarskap över tid är essentiellt, och ju mer decentraliserat desto bättre. En tvärfunktionell organisation är fördelaktig för att uppnå ovan nämnda faktorer. Anledningen till att driva ett initiativ måste definieras för att möjliggöra tydliga mål. Backcasting och väsentlighetsanalyser är användbara verktyg för att skapa mätbara mål utifrån, samt att målen bör vara vetenskapligt godkända i enlighet med Science Based Target initiative. Under genomförandet anser fallföretagen att det är viktigt att beakta tidigare erfarenheter av att driva hållbarhetsinitiativ, då det underlättar målkonfliktprioriteringen. Slutligen är frekventa uppföljningar kritiska, där uppföljningsprocessen bör följa en internationell standard. Det är även nödvändigt att ha en definierad och spårbar process för uppföljningen för att tydligt se framstegen.