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1.
Key factors for the successful operation of clusters
Brigita Gajšek, Jure Kovač, 2016, izvirni znanstveni članek

Opis: Background and Purpose: Companies are increasingly specializing and developing those key areas with which they can compete on the global market and are linking in clusters that are ingredient of territorial competitiveness. Clusters can play a competitive role in global value chains but once being successful, they may decline. For this reason, researching key factors for the successful operation of clusters in Slovenia is beneficial. Methodology: This study is based on an extensive review of scientific literature. Theoretical findings are tested by a study of clustering in Slovenia. In practice, we determine the number of operating clusters fifteen years after they were initiated by the institutional environment with help of web pages, e-mails and telephone calls. Using interviews, we determine reasons for the cessation of operations on the part of former directors and factors of successful operations with directors of successful clusters. Results: The institutional environment initiated start-up processes of creating clusters in Slovenia. After the termination of institutional financial support, Slovenian clusters, which have failed to develop their own financing system, ceased operation. Directors of still operating clusters confirmed that trust between cluster members is the most important success factor in the operation of clusters. Conclusion: The institutional environment in Slovenia adopted cluster policy and successfully leveraged the establishment of clusters using start-up financing. Less than half of these clusters continue to prosper under their own stream after policy retreatment. Clusters were not prepared for a dramatically different way of working. Trust has become a major driving force of adjusting to new conditions.
Ključne besede: network organizations, key success factors, clusters, Slovenia
Objavljeno: 04.04.2017; Ogledov: 278; Prenosov: 38
.pdf Celotno besedilo (357,93 KB)
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2.
A primary human critical success factors model for the ERP system implementation
Aleksander Jenko, Matjaž Roblek, 2016, izvirni znanstveni članek

Opis: Background and Purpose: Many researchers have investigated various Critical success factors (CSFs) and the different causes of ERP implementation project failures. Despite a detailed literature preview, we were unable to find an appropriate research with a comprehensive overview of the true causes behind CSFs, observed from a human factors perspective. The objective of this research was therefore to develop and evaluate the Primary human factors (PHFs) model and to confirm the significant impact of PHFs on traditional CSFs and on the project success. Design/Methodology/Approach: The comprehensive PHFs research model was developed and examined in empirical quantitative research with the use of available literature and the application of the Root cause analysis. A survey was conducted in various Slovenian organisations in different branches that had previously implemented the ERP system SAP. The model was verified on a sample of 21 experts from 18 organisations. Results: The results show that the PHFs have a significant positive impact on the ERP implementation project success, but only the Competence and Team composition factors are significant linear predictors in an adapted regression model and contribute significantly in predicting project success. These results therefore confirm both proposed hypotheses and the adapted regression model. Conclusion: This study improves the understanding of PHFs and confirms that they have a significant impact on traditional CSFs and the ERP implementation project success. The proposed PHFs model offers project managers and other stakeholders an effective risk assessment of CSFs and is leading the way to human oriented model of ERP implementations.
Ključne besede: ERP implementation project, critical success factors, primary human factors model
Objavljeno: 03.04.2017; Ogledov: 336; Prenosov: 140
.pdf Celotno besedilo (1007,99 KB)
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3.
A review of critical success factors for offshore software development projects
Goparaju Purna Sudhakar, 2013, izvirni znanstveni članek

Opis: Offshore project success is very much important to both customer and the vendor. Based on very less success rate of overall software projects globally, critical success factors (CSFs) for offshore software projects is gaining much importance. In the current study based on literature review, a total of 75 success factors for offshore software projects are identified. Further based on their appearance in literature 20 critical success factors from 10 CSF categories are identified. Finally top six most critical success factors for offshore software projects such as trust, efficient communication, cultural understanding, relationship between client and vendor, contract type and efficient knowledge transfer are identified. The CSFs categories are prioritized in the order of importance. The important CSF categories for offshore projects found are organizational factors (both client and vendor), project factors, cultural factors and environmental factors.
Ključne besede: critical success factors, software projects, project success, information systems projects, offshore software projects
Objavljeno: 28.11.2017; Ogledov: 202; Prenosov: 144
.pdf Celotno besedilo (400,46 KB)
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4.
The impact of managers on successful ERP implementation
Franc Ravnikar, 2010, izvirni znanstveni članek

Opis: Lately, Enterprise Resource Planning (ERP) has been implemented in public organizations and organizations without competition in the marketplace. It is the ERP system that is almost as badly needed for the competitiveness and success of those organizations in the marketplace. The main reason lies in the fact that operating costs have to be reduced and the optimization of business processes is an option which nowadays is normally implemented together with new ERP. The success rate of ERP implementation remains very low with up to a 90% failure rate, as it is quoted in a lot of researches. Critical success factors (CSF) which influence successful ERP implementation are identical in all organizations. The main goal of this research is to find out the managers' impact on the critical success factors and thus their impact on the successful ERP implementation. Top management support is the most important critical success factor for successful ERP implementation, regardless of the fact whether the organization is on the market or not.
Ključne besede: enterprise resource planning, ERP, critical success factors, business process reengineering, the success rate of ERP implementation
Objavljeno: 22.01.2018; Ogledov: 187; Prenosov: 135
.pdf Celotno besedilo (490,60 KB)
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5.
Analiza pričakovanih učinkov uvedbe oblačne rešitve »SAP Success Factors«
Špela Mahorič, 2019, magistrsko delo

Opis: Eden izmed najpomembnejših dejavnikov pri doseganju poslovnih ciljev podjetja so usposobljeni zaposleni, ki se uspešno spopadajo z novimi razmerami na trgu. Zato je kadrovska funkcija v podjetjih izjemnega pomena, saj izbira kandidate, ki so za dosego poslovnih ciljev najbolj primerni. Na eni strani imamo tradicionalno plat kadrovske funkcije, pri kateri podjetje zagotovi zaposlene in poskrbi, da ti zaposleni dobijo za svoje delo primerno plačilo. Na drugi strani pa imamo strateško plat kadrovske funkcije. Pri tej gre za to, da podjetje pridobi prave zaposlene na pravih delovnih mestih, ki delajo prave stvari na pravi način, hkrati pa jim omogoča pravi razvoj za prihodnost. Obe strani kadrovske funkcije lahko poenostavimo s pomočjo kadrovskih informacijskih sistemov. Ti omogočajo, da podjetje zmanjša kadrovsko papirno dokumentacijo in upravlja z zaposlenimi s pomočjo informacijskega sistema. Začetki kadrovskih informacijskih sistemov so bili v opravljanju nalog tradicionalne plati. Ob razvoju informacijske tehnologije pa so ponudniki kadrovskih informacijskih sistemov razvili tudi strateško plat kadrovske funkcije. Kadrovski informacijski sistemi so sredstvo za pridobivanje, shranjevanje, analiziranje in posredovanje informacij različnim uporabnikom. Običajno obsegajo ohranjanje zaposlenih, zaposlovanje, upravljanje z zaposlenimi, upravljanje plačilnega prometa, načrtovanje kadrovskih virov, upravljanje z izobraževanji, spremljanje uspešnosti, samoupravljanje zaposlenih, načrtovanje, upravljanje odsotnosti, analitiko, prerazporeditve zaposlenih in drugo. Na trgu obstaja veliko ponudnikov kadrovskih informacijskih sistemov. Noviteta predvsem na slovenskem trgu pa je SAP Success Factors. Rešitev še vedno omogoča opravljanje enakih kadrovskih funkcij, le da je s SAP Success Factors to poenostavljeno in dostopnejše. V magistrski nalogi je mogoče spoznati in lažje razumeti kadrovsko funkcijo v podjetju in področja upravljanja s kadri. Podrobneje so opredeljeni kadrovski informacijski sistemi, njihov razvoj in funkcije ter ponudniki kadrovskih informacijskih sistemov. Izmed vseh ponudnikov smo izbrali rešitev SAP Success Factors, ki je nastala leta 2011 ob združitvi podjetij SAP d. o. o. in Success Factors. V drugem delu je na podlagi podjetja X predstavljen obstoječi kadrovski informacijski sistem in nekatere funkcije, kot sta spremljanje uspešnosti zaposlenih in upravljanje nasledstev. Obstoječi kadrovski informacijski sistem v tem podjetju namreč ne predstavlja takšne učinkovitosti, kot bi ga podjetje z uporabo sistema želelo. Nekaterih funkcij ni mogoče informacijsko podpreti ali pa so za to potrebni zunanji zaposleni, kar prinaša podjetju visoke stroške. V magistrski nalogi smo v demo verziji programa SAP Success Factors predstavili procese, ki bi izbranemu podjetju izboljšali upravljanje s kadri. Za konec smo naredili primerjalno analizo med obstoječim kadrovskim informacijskim sistemom in programom SAP Success Factors. Ugotovili smo, da bi podjetje z vpeljavo sistema SAP Success Factors izboljšalo nekatere procese, zmanjšalo papirno dokumentacijo, izboljšalo kadrovsko poročanje, informacijsko podprlo letne pogovore, izboljšalo motivacijo zaposlenih in drugo.
Ključne besede: kadrovski informacijski sistem, SAP Success Factors, primerjalna analiza, oblikovanje ciljev, letni pogovori, upravljanje nasledstev
Objavljeno: 18.03.2019; Ogledov: 162; Prenosov: 46
.pdf Celotno besedilo (2,11 MB)

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