International Journal of Management & Entrepreneurship Research最新文献

{"title":"Best practices in SAP implementations: Enhancing project management to overcome common challenges","authors":"Oluwatosin Abdul-Azeez, Alexsandra Ogadimma Ihechere, Courage Idemudia","doi":"10.51594/ijmer.v6i7.1256","DOIUrl":"https://doi.org/10.51594/ijmer.v6i7.1256","url":null,"abstract":"Implementing SAP systems is a transformative process that can significantly enhance business operations, streamline processes, and improve overall efficiency. However, the complexity and scale of SAP implementations often present substantial challenges. These include scope creep, budget overruns, inadequate training, data migration issues, and resistance to change among stakeholders. Effective project management is essential to navigate these obstacles and ensure a successful implementation. This paper explores the best practices in project management for SAP implementations, focusing on strategies to overcome common challenges. Key practices include comprehensive planning, which involves detailed requirement analysis, realistic timeline setting, and resource allocation. Effective communication is another critical factor, ensuring that all stakeholders are informed, engaged, and aligned with the project goals. Regular status updates and feedback loops help in maintaining transparency and addressing issues promptly. Risk management is crucial in anticipating potential problems and developing mitigation strategies. This involves identifying risks early, assessing their impact, and implementing measures to minimize their effects. Ensuring adequate training and support for end-users is also vital to address resistance to change and enhance user adoption. Providing continuous learning opportunities and fostering a culture of adaptability can ease the transition and maximize the benefits of the new system. Another best practice is leveraging the expertise of experienced SAP consultants and project managers who can provide valuable insights and guidance throughout the implementation process. Utilizing agile methodologies can also be beneficial, allowing for iterative development and flexibility to adapt to changing requirements. In conclusion, successful SAP implementations require robust project management practices to overcome common challenges. By adopting comprehensive planning, effective communication, proactive risk management, and adequate training, organizations can enhance their SAP implementation projects' success rates. These best practices not only mitigate risks but also ensure that the implementation aligns with business objectives, ultimately leading to improved operational efficiency and business performance. \u0000Keywords: Best Practices, SAP implementations, Project Management, Enhancing, Common Challenges.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":" 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141672417","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Advancing strategic procurement: Enhancing efficiency and cost management in high-stakes environments","authors":"Patience Okpeke Paul, Jane Osareme Ogugua, Nsisong Louis Eyo-Udo","doi":"10.51594/ijmer.v6i7.1259","DOIUrl":"https://doi.org/10.51594/ijmer.v6i7.1259","url":null,"abstract":"Strategic procurement is essential for organizational success, particularly in high-stakes environments where efficiency and cost management are critical. This paper explores strategies to enhance procurement efficiency and manage costs effectively. Key focus areas include process optimization through standardization and lean principles, integrating advanced technologies such as AI and blockchain, and the importance of skilled personnel and continuous training. Cost management strategies, including robust cost analysis techniques, effective negotiation tactics, and strong supplier relationship management, are also examined. Emerging trends, such as digital procurement platforms and sustainability practices, are discussed, highlighting their implications for procurement professionals. The paper concludes with a summary of key points. It suggests areas for future research to advance strategic procurement practices further. \u0000Keywords:  Strategic Procurement, Efficiency, Cost Management, Supplier Relationship Management.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":" 11","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141672348","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Sustainable procurement in the oil and gas industry: Challenges, Innovations, and Future Directions","authors":"David Chinalu Anaba, Azeez Jason Kess-Momoh, Sodrudeen Abolore Ayodeji","doi":"10.51594/ijmer.v6i7.1264","DOIUrl":"https://doi.org/10.51594/ijmer.v6i7.1264","url":null,"abstract":"Sustainable procurement has emerged as a critical oil and gas strategy amidst increasing global concerns over environmental impact and societal expectations. This paper explores the challenges, innovations, and future directions of sustainable procurement practices within the sector. Key challenges include economic feasibility, environmental impact mitigation, social responsibility, and navigating complex regulatory landscapes. Innovations such as technological advancements, process improvements, material innovations, and collaborative efforts are pivotal in overcoming these challenges and advancing sustainability goals. Case studies from leading companies demonstrate the successful implementation of sustainable procurement strategies, highlighting best practices and benchmarks for industry standards. Emerging trends include adopting circular economy principles, supply chain transparency, and integration of sustainability metrics in supplier evaluations. Benchmarking against global standards facilitates continuous improvement and accountability, ensuring alignment with environmental, social, and governance (ESG) criteria. Policy recommendations emphasize the need for regulatory enhancements and international cooperation to incentivize sustainable practices and harmonize standards across jurisdictions. A strategic framework for sustainable procurement is proposed, encompassing goal-setting, stakeholder engagement, innovation, and continuous improvement. Future research should focus on lifecycle analysis, circular economy solutions, social impact assessments, technological innovations, and policy effectiveness to address existing gaps and drive sustainable procurement innovation in the oil and gas industry. \u0000Keywords:  Sustainable Procurement, Oil And Gas Industry, Challenges, Innovations, Future Directions.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":" 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141672000","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The role of sub-branch managers in enhancing customer engagement in the telecommunications sector","authors":"Jumai Adama Buinwi, Chinenye Gbemisola Okatta, Ebunoluwa Johnson","doi":"10.51594/ijmer.v6i7.1258","DOIUrl":"https://doi.org/10.51594/ijmer.v6i7.1258","url":null,"abstract":"This study delves into the essential role of sub-branch managers in enhancing customer engagement within the telecommunications sector, a field marked by intense competition and rapidly evolving customer expectations. Employing a comprehensive literature review methodology, this research examines the multifaceted responsibilities of sub-branch managers, focusing on their impact on customer satisfaction, loyalty, and overall organizational performance. Key findings reveal that sub-branch managers significantly influence customer engagement through the implementation of customer-centric strategies, effective internal communication, and the use of advanced Customer Relationship Management (CRM) systems. Leadership styles such as transformational and servant leadership emerged as particularly effective in fostering a motivated workforce and enhancing customer interactions. The study also highlights the critical role of internal marketing and continuous improvement in maintaining high service standards and aligning organizational processes with customer needs. The study concludes that sub-branch managers are pivotal to the success of customer engagement initiatives in the telecommunications sector. Their ability to adapt to changing market conditions and proactively address customer feedback is crucial for sustaining customer loyalty and achieving business growth. Consequently, the study recommends telecommunications companies invest in leadership training and development programs for sub-branch managers, alongside the adoption of advanced CRM technologies and a culture of continuous improvement. These measures are essential for empowering sub-branch managers to drive customer engagement and secure a competitive advantage in a dynamic market. \u0000Keywords:  Customer Engagement, Sub-Branch Managers, Telecommunications, Leadership, Customer Relationship Management, Internal Marketing.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":" 107","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141673006","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Enhancing business performance: The role of data-driven analytics in strategic decision-making","authors":"Oluwatosin Abdul-Azeez, Alexsandra Ogadimma Ihechere, Courage Idemudia","doi":"10.51594/ijmer.v6i7.1257","DOIUrl":"https://doi.org/10.51594/ijmer.v6i7.1257","url":null,"abstract":"In today’s highly competitive business landscape, organizations are increasingly turning to data-driven analytics to enhance performance and inform strategic decision-making. This approach leverages vast amounts of data, transforming it into actionable insights that drive efficiency, innovation, and growth. The role of data-driven analytics is multifaceted, encompassing predictive, prescriptive, and descriptive analytics, each contributing uniquely to the decision-making process. Predictive analytics forecasts future trends and behaviors, enabling proactive strategies. Prescriptive analytics provides recommendations for optimal actions based on various scenarios, while descriptive analytics offers a clear view of past performance, helping to identify patterns and opportunities for improvement. The integration of advanced data analytics tools and techniques has revolutionized how businesses operate, particularly in areas such as marketing, finance, supply chain management, and customer relationship management. By utilizing data analytics, companies can identify market trends, understand customer preferences, optimize operations, and reduce costs. For example, in marketing, data-driven insights allow for targeted campaigns and personalized customer experiences, leading to higher conversion rates and customer loyalty. In supply chain management, analytics improve demand forecasting and inventory management, enhancing overall efficiency. Furthermore, the adoption of data-driven analytics fosters a culture of evidence-based decision-making within organizations. Leaders can make informed decisions quickly, reducing the risks associated with gut-feel approaches and ensuring that strategies are aligned with market realities and organizational goals. This shift towards analytics-based decision-making is supported by advancements in artificial intelligence and machine learning, which enhance the accuracy and depth of insights generated from data. However, the journey to becoming a data-driven organization is not without challenges. It requires significant investments in technology, talent, and change management. Organizations must also address data privacy and security concerns to maintain stakeholder trust. Despite these challenges, the benefits of data-driven analytics in strategic decision-making are undeniable. It empowers businesses to navigate complexities, seize opportunities, and achieve sustainable competitive advantages. In conclusion, data-driven analytics is a critical enabler of enhanced business performance. Its strategic application in decision-making processes not only drives operational excellence but also positions organizations for long-term success in a dynamic market environment. \u0000Keywords:  Decision-Making, Data-Driven, Analytics, Business Performance, Strategic.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":" 40","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141672545","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Integrating technology, market strategies, and strategic management in agricultural economics for enhanced productivity","authors":"Eyitayo Raji, Tochukwu Ignatius Ijomah, Osemeike Gloria Eyieyien","doi":"10.51594/ijmer.v6i7.1260","DOIUrl":"https://doi.org/10.51594/ijmer.v6i7.1260","url":null,"abstract":"This paper examines the integration of technology, market strategies, and strategic management in agricultural economics to enhance productivity and sustainability. Technological advancements such as precision farming, IoT, AI, drones, and biotechnology transform agricultural practices by enabling data-driven decision-making, resource optimization, and enhanced efficiency. Market strategies, including strategic market positioning and digital marketing, leverage these technologies to meet evolving consumer demands and expand market reach. Strategic management principles ensure that these technologies and strategies align with long-term goals, fostering innovation and resilience in agricultural enterprises. The implications of this integration are significant for stakeholders across the agricultural sector. Farmers can benefit from improved yield stability, reduced input costs, and better risk management through technology adoption and strategic planning. Agribusinesses gain competitive advantage by enhancing product differentiation, optimizing supply chains, and reaching global markets via digital platforms. Policymakers are critical in facilitating this integration through supportive policy frameworks that promote innovation, digital infrastructure development, and sustainable agricultural practices. The future of integrated agricultural economics hinges on overcoming challenges such as the digital divide, data security, and regulatory complexities. Collaboration among stakeholders is essential to harnessing the full potential of technology while ensuring equitable access and addressing environmental and social impacts. The agricultural sector can achieve sustainable growth, enhance food security, and mitigate climate-related risks by embracing a holistic approach that integrates technological innovations with strategic management principles. \u0000Keywords:  Technology Integration, Market Strategies, Strategic Management, Agricultural Economics, Sustainability.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":" 32","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141672753","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"AN ASSESSMENT OF THE IMPACT OF EDUCATIONAL QUALIFICATIONS ON EMPLOYEE JOB PERFORMANCE AMONG GHANAIAN UNIVERSITY ADMINISTRATIVE STAFF","authors":"Welber Rebeeca","doi":"10.51594/ijmer.v6i3.978","DOIUrl":"https://doi.org/10.51594/ijmer.v6i3.978","url":null,"abstract":"According to CEDEFOP (2014) an educational qualification type is a group of titles/diplomas and/or certificates within a country, sharing similar characteristics in terms of level, duration of related education pathway, and level of labour market entry. Within a qualification type, there are many different qualifications according to content. Qualification is an indication of trust in someone’s personal capabilities (Cedefop, 2012). It is usually a degree, diploma or certificate awarded by a competent authority in recognition that particular programme or qualification outcomes have been achieved following the successful completion of a recognized higher education programme of study (QAA, 2014). A qualification can be a legal entitlement to practice a trade (OECD, 2007). Work or job performance has been used to define employees’ ability to complete assigned duties according to organizational set rules and procedures occasioned by the normal constraints of reasonable utilization of available resources (Ogunley & Osekita, 2016). Fundamentally, performance has been viewed as an evaluation of the results of a person’s behaviour, and it involves determining the behavioural actions on how well or poorly a person has accomplished a task or done a job. It had been concluded as Lussier (2010) believes that to attain high levels of performance by both employees and managers, it is important that organizations to warrant that their employees have the requisite qualifications, the abilities, and the resources to meet organizations objectives. The results of the study proved that there is a strong relationship between educational qualification and job performance. It has been found by 80% of the study’s respondents that by virtue of their educational qualification, they are able to come up with new ideas to perform their jobs very well. Subsequently, when employees’ performance is not at the standard level or above the level set, then organizational leaders have the responsibility to determine which performance factors need to be improved, and what strategies are adopted to improve them. Consequently, administrative staff and employees in general should think of the current gap and challenge within their career path and decide the best program that will help to meet such needs. Finally, to improve the nexus of academic qualifications and job performance, this study recommended that special incentives and grants be made available, as well as be the drivers behind their staff pursuing higher educational qualification. \u0000Keywords:  Educational Qualification, Employee Job Performance, Administrative Staff.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":"68 8","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140366419","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"THE ROLE OF AI IN MARKETING PERSONALIZATION: A THEORETICAL EXPLORATION OF CONSUMER ENGAGEMENT STRATEGIES","authors":"Sodiq Odetunde Babatunde, Opeyemi Abayomi Odejide, Tolulope Esther Edunjobi, Damilola Oluwaseun Ogundipe","doi":"10.51594/ijmer.v6i3.964","DOIUrl":"https://doi.org/10.51594/ijmer.v6i3.964","url":null,"abstract":"This paper explores the transformative potential of Artificial Intelligence (AI) in personalizing marketing strategies. It delves into the theoretical underpinnings of consumer engagement sand investigates how AI can be leveraged to develop targeted and relevant marketing experiences. AI can personalize messages based on consumer behavior and demographics, influencing the processing route and maximizing engagement. This theory explores the use of game mechanics to motivate and engage users. AI can personalize gamified marketing experiences, tailoring rewards and challenges to individual consumer preferences, driving deeper engagement. Algorithms can analyze vast amounts of customer data to predict individual preferences and behaviors. This allows for targeted advertising, product recommendations, and content that resonates with specific consumer segments. Natural Language Processing (NLP), AI-powered NLP tools analyze customer reviews, social media conversations, and other forms of unstructured data. This allows brands to understand customer sentiment and personalize communication styles for optimal engagement AI-powered chatbots and virtual assistants can provide personalized customer support and product recommendations in real-time, fostering a more interactive and engaging brand experience. Potential Benefits and Considerations Personalized marketing messages and experiences cater to individual needs and preferences, leading to higher satisfaction and loyalty. By tailoring content and offerings to specific consumer segments, brands can establish a more relevant and relatable image. Improved Conversion Rates, Personalized marketing campaigns can be highly targeted and effective, leading to increased conversions and sales. Balancing personalization with data privacy concerns is crucial. Transparency and user control over data collection practices are essential. AI algorithms can perpetuate biases present in training data. Ensuring fairness and inclusivity in AI-powered marketing is paramount. AI is revolutionizing marketing personalization. By leveraging AI's analytical capabilities and understanding the theoretical aspects of consumer engagement, brands can develop targeted and relevant marketing strategies that foster deeper customer connections and drive business growth. \u0000Keywords:  AI Personalization, Consumer Engagement, Marketing Strategy, Theoretical Exploration, Data Privacy, Algorithmic Bias.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":"56 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140371350","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"INNOVATIONS IN BUSINESS DIVERSITY AND INCLUSION: CASE STUDIES FROM THE RENEWABLE ENERGY SECTOR","authors":"David Olanrewaju Olutimehin, Onyeka Chrisanctus Ofodile, Irunna Ejibe, Olusegun Gbenga Odunaiya, Oluwatobi Timothy Soyombo","doi":"10.51594/ijmer.v6i3.961","DOIUrl":"https://doi.org/10.51594/ijmer.v6i3.961","url":null,"abstract":"The review explores innovations in business diversity and inclusion within the renewable energy sector through a series of case studies. As the renewable energy industry continues to grow and diversify, there is increasing recognition of the importance of fostering diverse and inclusive workplaces to drive innovation, enhance decision-making, and better serve diverse communities. This review presents six case studies that highlight various aspects of diversity and inclusion initiatives implemented by companies operating in the renewable energy sector. The case studies cover leadership initiatives aimed at promoting diversity at the executive level, workforce diversity strategies focusing on recruitment and training programs, supplier diversity initiatives aimed at engaging with diverse suppliers, community engagement and partnership strategies, innovative approaches to inclusive design, and the establishment of metrics and accountability frameworks to track progress. By examining these case studies, this review sheds light on the innovative practices and strategies adopted by companies in the renewable energy sector to create more inclusive and equitable workplaces, strengthen community relationships, and drive sustainable business growth. These insights contribute to the broader conversation on the role of diversity and inclusion in fostering innovation and driving positive social impact within the renewable energy industry. \u0000Keywords:  Innovations, Business Diversity, Inclusion, Renewable Energy Sector, Case Studies, Leadership Initiatives.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":"130 17","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140369744","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"EXPLORING LINE MANAGERS’ PERSPECTIVE ON THE EFFECTS OF ORGANISATIONAL FACTORS ON THE IMPLEMENTATION OF HRIS: A SURVEY IN THE MMDAS IN THE UPPER WEST REGION OF GHANA","authors":"Yahaya Haleem, E.M George Ditsa, Welber Rebeeca","doi":"10.51594/ijmer.v6i3.977","DOIUrl":"https://doi.org/10.51594/ijmer.v6i3.977","url":null,"abstract":"This study explored the line managers’ perspective on the organizational factors affecting the implementation of the Human Resource Information System (HRIS) in the Metropolitan, Municipal and District Assemblies (MMDA’S) in the Upper West Region (UWR) of Ghana. In order to accomplish the purpose of the study, five organizational factors were explored from literature namely: Top Management Support, Financial Resources, Training, Relative Advantage and Change Management. Data was collected through a questionnaire. 187-line managers were purposively selected from the eleven MMDA’s in the UWR of Ghana. Data was analyzed using Statistical Package for Social Software (SPSS). The study concluded that, Top Management Support, Financial Resources, Training, had a moderate level of acceptance as factors that affect the implementation of the HRIS whereas Relative Advantage and Change Management had a low level of acceptance. The study also concluded that Top Management Support, Relative Advantage had correlation with Effectiveness whereas Financial Resources, Training, Change Management had no correlation with the Effectiveness. The study recommended that top management must support and provide enough financial resources in the implementation of the HRIS. \u0000Keywords:  Human Resource Information System, Organisational Factors, Implementation.","PeriodicalId":507950,"journal":{"name":"International Journal of Management & Entrepreneurship Research","volume":"112 17","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140370538","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}