This study expounds existing literature on digitalization projects taking a one-dimensional view on people at organizational, project and individual levels. Through a systematic literature review, we highlight and contrast the impact of soft factors on the implementation and adoption of digitalization projects. Four core enablers were identified and contrasted at different organizational levels in an integrated framework for successful implementation and adoption of digitalization projects. Findings indicate that both adoption and implementation of digitalization projects have similar core enablers at organizational level, significantly different actions that need to be taken at project level and slightly different characteristics at individual level. Moreover, eight critical soft factors were identified for successful implementation and adoption of digitalization projects. The findings provide valuable insights to practitioners and enable controlling the highest value factors to increase the success rate of digitalization projects and to identify the core elements that need attention at various organizational levels. To the best of our knowledge, this is the first systematic literature review that expounds the extent of knowledge available on success factors within the context of digitalization projects taking the single dimensional focus on people at different organizational levels.
{"title":"A comparison of soft factors in the implementation and adoption of digitalization projects: a systematic literature review","authors":"B. Ngereja, Bassam Hussein, Carsten Wolff","doi":"10.12821/ijispm120204","DOIUrl":"https://doi.org/10.12821/ijispm120204","url":null,"abstract":"This study expounds existing literature on digitalization projects taking a one-dimensional view on people at organizational, project and individual levels. Through a systematic literature review, we highlight and contrast the impact of soft factors on the implementation and adoption of digitalization projects. Four core enablers were identified and contrasted at different organizational levels in an integrated framework for successful implementation and adoption of digitalization projects. Findings indicate that both adoption and implementation of digitalization projects have similar core enablers at organizational level, significantly different actions that need to be taken at project level and slightly different characteristics at individual level. Moreover, eight critical soft factors were identified for successful implementation and adoption of digitalization projects. The findings provide valuable insights to practitioners and enable controlling the highest value factors to increase the success rate of digitalization projects and to identify the core elements that need attention at various organizational levels. To the best of our knowledge, this is the first systematic literature review that expounds the extent of knowledge available on success factors within the context of digitalization projects taking the single dimensional focus on people at different organizational levels.","PeriodicalId":513289,"journal":{"name":"International Journal of Information Systems and Project Management","volume":"154 ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140754247","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}
Aziz Barhmi, Fahd Slamti, Soulaimane Laghzaoui, Mohamed Reda Rouijel
This study attempts to shed light on the nature of the contribution of digital learning orientation (DLO), as an intangible resource, to the development of the dynamic capability of supply chain data analytics powered by artificial intelligence (SCDA-AI) as well as to the moderation of its effects on the enhancement of the operational capabilities of supply chain flexibility (SCFL), supply chain resilience (SCRE) and supply chain responsiveness (SCRES) in order to stabilize and improve supply chain performance (SCPER) in times of uncertainties and disruptions. The study was based on survey data collected from 200 foreign companies based in Morocco. Respondents were mainly senior and middle managers with experience in general management and supply chain (SC). Validity and reliability analyses and hypothesis testing were carried out using structural equation modelling (SEM) with SPSS Amos. The results revealed that DLO acts as an antecedent to SCDA-AI without moderating its effects on the three operational capabilities of SCFL, SCRE and SCRES. In addition, this study provides further empirical evidence that dynamic capabilities can produce significant results in terms of stabilizing and improving performance through the generation and/or reconfiguration of operational capabilities in situations of uncertainties and disruptions.
{"title":"Digital learning, big data analytics and mechanisms for stabilizing and improving supply chain performance","authors":"Aziz Barhmi, Fahd Slamti, Soulaimane Laghzaoui, Mohamed Reda Rouijel","doi":"10.12821/ijispm120202","DOIUrl":"https://doi.org/10.12821/ijispm120202","url":null,"abstract":"This study attempts to shed light on the nature of the contribution of digital learning orientation (DLO), as an intangible resource, to the development of the dynamic capability of supply chain data analytics powered by artificial intelligence (SCDA-AI) as well as to the moderation of its effects on the enhancement of the operational capabilities of supply chain flexibility (SCFL), supply chain resilience (SCRE) and supply chain responsiveness (SCRES) in order to stabilize and improve supply chain performance (SCPER) in times of uncertainties and disruptions. The study was based on survey data collected from 200 foreign companies based in Morocco. Respondents were mainly senior and middle managers with experience in general management and supply chain (SC). Validity and reliability analyses and hypothesis testing were carried out using structural equation modelling (SEM) with SPSS Amos. The results revealed that DLO acts as an antecedent to SCDA-AI without moderating its effects on the three operational capabilities of SCFL, SCRE and SCRES. In addition, this study provides further empirical evidence that dynamic capabilities can produce significant results in terms of stabilizing and improving performance through the generation and/or reconfiguration of operational capabilities in situations of uncertainties and disruptions.","PeriodicalId":513289,"journal":{"name":"International Journal of Information Systems and Project Management","volume":"25 9","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140753442","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}
Public procurement is an essential government function representing a substantial part of a nation’s economy. How decisions are made in public procurement influences nations' economic health and citizens' daily lives. In this study, we employ the technology–organization–environment (TOE) framework to investigate public procurement officials' adoption of spend analytics in Norway. Based on an analysis of survey data from 529 Norwegian procurement entities collected by the Norwegian Agency for Public and Financial Management, we find that 61% do not utilize spend analytics, with adoption rates varying across different types of entities. A correlation analysis indicates that procurement analysis competencies are significantly associated with higher adoption rates, highlighting the critical role of analytical skills. Organizational factors such as procurement volume and a centralized purchasing unit are positively linked to the use of spend analytics. Environmental factors offer a contrasting picture: while specific factors seem to drive spending analytics adoption, a strong orientation towards sustainability and competency challenges may hinder it. These findings encourage a systemic look at how the public procurement system could be more data-driven.
{"title":"Spend analytics in Norwegian public procurement: adoption status and influencing factors","authors":"Marius Langseth, M. Haddara","doi":"10.12821/ijispm120201","DOIUrl":"https://doi.org/10.12821/ijispm120201","url":null,"abstract":"Public procurement is an essential government function representing a substantial part of a nation’s economy. How decisions are made in public procurement influences nations' economic health and citizens' daily lives. In this study, we employ the technology–organization–environment (TOE) framework to investigate public procurement officials' adoption of spend analytics in Norway. Based on an analysis of survey data from 529 Norwegian procurement entities collected by the Norwegian Agency for Public and Financial Management, we find that 61% do not utilize spend analytics, with adoption rates varying across different types of entities. A correlation analysis indicates that procurement analysis competencies are significantly associated with higher adoption rates, highlighting the critical role of analytical skills. Organizational factors such as procurement volume and a centralized purchasing unit are positively linked to the use of spend analytics. Environmental factors offer a contrasting picture: while specific factors seem to drive spending analytics adoption, a strong orientation towards sustainability and competency challenges may hinder it. These findings encourage a systemic look at how the public procurement system could be more data-driven.","PeriodicalId":513289,"journal":{"name":"International Journal of Information Systems and Project Management","volume":"95 ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140754490","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}
This study aims to explore the relationship between team management and project quality, identify key contributing factors, and examine the role of employee involvement, commitment, and innovation. An empirical, cross-sectional study was conducted using an online survey to gather data from 510 respondents across various industries, projects, and experiences. Data analysis employed statistical techniques to reveal patterns and trends. Key factors contributing to project success include communication, comprehensive planning, clear roles and responsibilities, stakeholder requirements, and a supportive work environment. The significance of proper management approaches, techniques, and attitudes was also highlighted. The findings contribute to the current body of knowledge on project quality management and emphasize the need for a human-centered management approach to achieve high-quality project outcomes. This study sheds light on the pivotal role of effective team management in project quality, providing valuable insights and recommendations for project managers, team leaders, and organizations seeking to improve project performance.
{"title":"Enhancing project quality through effective team management","authors":"Sławomir Wawak","doi":"10.12821/ijispm120203","DOIUrl":"https://doi.org/10.12821/ijispm120203","url":null,"abstract":"This study aims to explore the relationship between team management and project quality, identify key contributing factors, and examine the role of employee involvement, commitment, and innovation. An empirical, cross-sectional study was conducted using an online survey to gather data from 510 respondents across various industries, projects, and experiences. Data analysis employed statistical techniques to reveal patterns and trends. Key factors contributing to project success include communication, comprehensive planning, clear roles and responsibilities, stakeholder requirements, and a supportive work environment. The significance of proper management approaches, techniques, and attitudes was also highlighted. The findings contribute to the current body of knowledge on project quality management and emphasize the need for a human-centered management approach to achieve high-quality project outcomes. This study sheds light on the pivotal role of effective team management in project quality, providing valuable insights and recommendations for project managers, team leaders, and organizations seeking to improve project performance.","PeriodicalId":513289,"journal":{"name":"International Journal of Information Systems and Project Management","volume":"439 ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140750781","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}
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