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A great emphasis has taken place to identify and analyse the factors that have been af­fecting the success and the failure of construction projects in recent decades. As a project-based industry, construction has heavily invested in such research. Moreover, the construction industry suffers the most to meet deadlines and budgets limits. The objective of this paper is to identify the critical success factors in construction industry. The study focused on Middle East region. In order to achieve this objective, 25 project success factors were identified by reviewing related literature. The factors were assessed for their impact and contribution to the actual performance of the project on three criteria: schedule, cost, and quality. Then a questionnaire was developed and sent to dif­ferent experts in the construction industry. The collected data of 111 responses was then analysed statistically by using different tools such as: importance index, Spearman’s rank correlation factor and T-test. As a result, company’s technical capacity and scope and work definition were ranked the most important factors. The results of this research may provide a great assistance to professionals and researchers in identifying the critical factors in the construction industry. First published online 28 December 2015 

PurposeThis study intends to review studies on the success criteria and critical success factors (CSFs) for mega infrastructure construction projects (MICPs) from journal articles between 2000 and 2018 to (1) identify the publication trend of success criteria and CSFs for MICPs; (2) explore distributions of selected papers, including the distribution of journals, authors’ origin/country and publications by country or region focus; and (3) summarize the findings of success criteria and CSFs studies of MICPs.Design/methodology/approachA methodical and systematic analysis of 38 selected journal articles was conducted using descriptive analysis to obtain the annual trend of publications, distributions of publication sources, contributors’ origin/country, regions/countries of research focus, methods involved in publications and thematic analysis to identify and categorize success criteria and CSFs for MICPs.FindingsAustralia, the USA, UK, China and Hong Kong had been the leading contributors for publications on success criteria and CSFs for MICPs; meanwhile, China, Australia and the UK have been the countries of focus for most studies on this specific topic. This review identified 20 success criteria grouped into 5 constructs and 36 CSFs grouped into 5 categories and, respectively, integrated them into two conceptual frameworks. The top five CSFs were adequate resource availability, partnering/relationships with key stakeholders, adequate communication and coordination among related parties, public support or acceptance and clear strategic vision. Three implications, namely, evaluation indicators, relationships between CSFs and the success of MICPs and human-related factors, are highlighted in future research.Originality/valueThe identified success criteria and CSFs provide a basis for evaluating the success possibility of MICPs and serve to identify areas for further improvement. Additionally, the CSFs checklist and framework have been established, which could help to conduct further empirical studies. Finally, the holistic analysis identifies gaps in the body of knowledge, revealing avenues for future research.

PurposeQuality 4.0 has a unique potential to create a competitive advantage for organisations by improving customer experience and enhancing profitability. The purpose of this study is to examine Quality 4.0, the9; benefits, motivating factors, critical success factors and the skills required by quality professionals in the successful implementation of Quality 4.0. The study also investigates the organisational readiness factors9 and challenges that need to be addressed before Quality 4.0 adoption and assess their importance.Design/methodology/approachA qualitative interview approach was utilised by interviewing a panel of senior management, engineering and continuous improvement (CI); professionals working in leading companies in Asia, Europe and America who are currently deploying Quality 4.0.FindingsThis study provides a theoretical base for the Quality 4.0 body of knowledge in terms of an organisation’s adoption and overcoming implementation challenges and providing examples of Quality 4.0 application. Organisations can use this study to understand what Quality 4.0 means to industry, the benefits and motivating factors for implementing, the Critical Success Factors, challenges, the organisational readiness factors and the role of leadership in a Quality 4.0 deployment. In addition, the study looks at the skills required by future Quality 4.0 professionals in terms of hard skills, soft skills and a curriculum for educating future quality management professionals. The respondents cited that predictive analytics, sensors and tracking, and electronic feedback loops are the most critical technologies for driving Quality 4.0.Research limitations/implicationsOne of the limitations of this research was that as this area is a nascent area the researchers were limited in their literature review. The second limitation was that the study was based on 12 interviews. A more comprehensive longitudinal study would yield more data so that better and robust conclusions can be derived from the study.Originality/valueThis is the first empirical study on Quality 4.0, which captures the viewpoints of senior management professionals on a full range of topics related to Quality 4.0 motivation for deployment, implementation and readiness for its adoption.

PurposeThe purpose of this paper is to examine the relationship between the three dimensions of leadership competencies, which refer to the competency school by Dulewicz and Higgs (2003) and impact on project success as well as the moderating influence of project type.Design/methodology/approachThe mixed method was used and supported by survey questionnaire and semi-structured interview questionnaire. In total, 102 project managers as well as 11 senior project managers and people supervising project managers assigned to the projects participated in the study. Correlation analysis and regression analysis were performed to understand the relationship between leadership and project success.FindingsThe results provided empirical support for the influence of project manager’s leadership competencies, as well as their emotional and managerial skills on project success. What is more, the analysis of the results also pointed out that, depending on the type of the project, its success is influenced by other competencies.Research limitations/implicationsThe research results are restricted by several limitations, i.e., the research model does not include the influence of other variables on the project success as well as operationalization methods of leadership and project success are not exhaustive. These limitations create possibilities for further analyses in this area.Practical implicationsThe paper presented guidelines for the project management community concerning the proposals in terms of present management system modifications being about basing them on competencies and their development, as well as self-improvement of project managers.Originality/valueThe paper refers to the relationship between the leadership of the project manager and the success of the project in different types of projects and highlights how these relationships are formed in transitional economies.

Manufacturing industries across the globe are undergoing a digital transformation that demands both efficiency and sustainability. Industry 4.0 (I4.0) and Lean 4.0 (L4.0) methodologies have become focal points in these efforts. Despite widespread recognition of the benefits of integrating L4.0 and I4.0, more studies need to address the practical challenges of this integration, especially the key factors that influence its successful implementation. Small and medium-sized enterprises (SMEs) in emerging economies often face significant challenges in integrating L4.0 practices due to resource limitations and complex operational challenges. This study bridges a critical research gap by proposing an integrated framework that combines Artificial Neural Networks (ANN) with fuzzy Interpretive Structural Modeling (FISM) to identify and prioritise the critical success factors (CSFs) for L4.0 adoption. A survey of 216 manufacturing SMEs was used to validate these CSFs through Exploratory Factor Analysis (EFA). The ANN analysis revealed that Process Factors have the highest influence with normalised importance (NI) of 100%, followed by Organizational Factors (NI = 60.46%), Human Factors (NI = 58.93%), Technological Factors (NI = 43.21%), External Factors (NI = 42.13%), and Environmental Factors (NI = 39.63%). Complementary FISM and Cross-Impact Matrix Multiplication Applied to Classification (MICMAC) analyses further structured these relationships, underscoring the key roles of Change Management, Organizational Culture, Waste Reduction, and Regulatory Compliance. These findings offer both a theoretical advancement in understanding complex CSF interactions and practical guidance for SMEs striving to achieve sustainable manufacturing practices.

Public-Private Partnership (PPP) projects success is the ultimate goal of practitioners and government organizations. In this regard, the last decade has seen considerable research into the critical success factors (CSFs) for PPP projects. However, a very important subject which has received very little attention in the normative literature is the success criteria for PPP projects. This paper examines the general perception of purposively sampled international PPP experts on a set of 15 PPP projects success criteria derived from literature. The survey results show that all the success criteria are critical; however seven are very critical. These include: effective risk management; meeting output specifications; reliable and quality service operations; adherence to time; satisfying the need for public facility/service; long-term relationship and partnership; and profitability. The findings of this study are impactful because they inform practitioners on the key measures to consider when evaluating the success of PPP projects. More research should be conducted to further develop a composite success index that could be used to objectively assess the success levels of different PPP projects. In addition, the perceptions of different stakeholders on PPP projects success criteria and the causal relationship between CSFs and success criteria for PPP projects should be investigated.

This study extends the debate surrounding the components of IS project success by reviewing success factors from the perspective of their interdependency and influence on each other. This research utilises interpretive structural modelling as the methodology and framework to develop the relationships between the selected factors. This approach is presented as a mechanism that can provide greater insight to the underlying causal interrelationships associated with IS project success and the successful transition to operations. The findings identify a number of key outcomes that have significant driving influence on other interconnected factors in the final model. This study highlights the benefits of an interpretive approach where IS factor interrelationships can be modelled to demonstrate potential influence on other connected factors thereby, increasing the chances of project success.

PurposeManufacturing industries are facing dynamic challenges in today’s highly competitive world. In the recent past, integrating Industry 4.0 with the lean six sigma improvement methodologies has emerged as a popular approach for organizational excellence. The research aims to explore and analyze critical success factors of lean six sigma integrated Industry 4.0 (LSSI).Design/methodology/approachThis research study explores and analyzes the critical success factors (CSFs) of LSSI. A three-phase study framework is employed. At first, the CSFs are identified through an extensive literature review and validated through experts’ feedback. Then, in the second phase, the initial list of CSFs is finalized using the fuzzy DELPHI technique. In the third phase, the cause-effect relationship among CFSs is established using the fuzzy DEMATEL technique.FindingsA dyadic relationship among cause-and-effect category CSFs is established. Under the cause category, top management commitment toward integrating LSSI, systematic methodology for LSSI and organizational culture for adopting changes while adopting LSSI are found to be topmost CSFs. Also, under the effect category, organizational readiness toward LSSI and adaptability and agility are found to be the uppermost CSFs.Practical implicationsThe study offers a framework to understand the significant CSFs for LSSI implementation. Insights from the study will help industry managers and practitioners to implement LSSI and achieve organizational excellence.Originality/valueTo the best of the authors’ knowledge, CSFs of LSSI are not much explored in the past by researchers. Findings will be of great value for professionals in developing long-term operations strategies.

This study aims to examine the success factors and build the framework of rural tourism entrepreneurship for a sustainable tourism village. This is an important research topic, as 44.28% population in the world live in rural areas; specifically 44.02% population in Indonesia resides in a rural area which indicates how important rural areas are for future development. This study used a purposive sampling technique to determine the priority issues of the sustainability of the tourism village. The data was gathered from semi-structured interviews with actors' influential in the success of tourism villages. This study was conducted with a qualitative approach and a case study design. This study uses content analysis in describing the findings from the collected data to better understand the case study. It focuses on a case of six tourism villages in Indonesia that have received awards as sustainable tourism villages, as it might be adopted by the other tourism villages. The results revealed ten factors for creating successful sustainable tourism village through rural tourism entrepreneurship. Those factors are income management, business unit development, economic growth, mutual cooperation, collaboration, innovation, creativity, environmental awareness, resource management, and visitor management. These 10 factors are further grouped into three dimensions (economic, social, and environmental sustainability). The study makes new framework of rural tourism entrepreneurship and useful for the strategy and decision-making process.

Sustainability has recently become a phenomenon; small and medium-sized enterprises (SMEs) are increasingly emphasizing the principles of sustainability in their corporate governance. They implement these changes through project management. The purpose of the paper is to determine the critical success factors in project management, as seen by the managers of Czech manufacturing enterprises, related to the most to the successful completion of the projects. We aim to analyze the relation of these success factors to Industry 4.0, Human Resources, and sustainability. We determined the possible interconnectedness of the critical success factors using correlation coefficients. Then, we compared them using the Mann-Whitney test with new corporate management trends. The results show that companies consider Leadership and Experiences, and Employees and Flexibility to be key factors in project management’s success. The most important critical factor for the sustainability of projects focused on Industry 4.0 is the finances that decide the implementation of projects. The benefits of Industry 4.0 concerning sustainability have been identified in projects aimed at implementing new energy sources. In addition to the results obtained, the development of a methodology for evaluating Industry 4.0 projects’ success concerning sustainability may be based on critical success factors in the future.