Sport and Creativity

The aim of the study is to describe the implementation of the Cardiovascular Health Awareness Program (CHAP) in 20 mid-sized communities across Ontario, Canada, and identify key factors in the successful multi-site delivery of a collaborative cardiovascular risk assessment and management program. Lead organizations were identified and contracted following a request for proposals. An Implementation Guide detailed steps in community mobilization and delivery of volunteer-led pharmacy-based cardiovascular risk assessment sessions. Process data were collected through final reports; a debriefing meeting; and interviews with program staff. All 20 communities successfully implemented CHAP. Overall, 99% (338/341) of family physicians agreed to receive assessment results and 89% (129/145) of pharmacies held sessions. Five hundred and seventy-seven volunteers conducted 27,358 risk assessments for 15,889 unique participants. Essential program components were consistently included, however, variations in materials, processes and support occurred. Factors in program success included: local expertise, centralized support, identification and engagement of local physician and pharmacist opinion leaders and a balance of standardization and flexibility. Monitoring delivery of a multi-community cardiovascular risk assessment program yielded key factors in program success to inform development of a sustainable and transferable model.

Research Question: Through a systematic review of the relevant literature, this paper identifies and analyses key success factors in technology entrepreneurship and provides a novel classification and systematization of the factors. Also, it provides a prioritization of the selected factors by tech entrepreneurs. Motivation: The conditions of uncertainty and the dynamic environment in which one technological venture operates cause that only a small number of them succeed (Baron, 2000; Changsok et al., 2012; Tomy & Pardede, 2018; Chen et al., 2019). Comprehensive systematization of success factors is lacking in the professional literature. This paper contributes to the literature in this field by systematizing and prioritizing the key success factors in technological entrepreneurship, as a usable basis for further research and decision making. Idea: The core idea of this paper was to provide an overview of existing knowledge and a systematized basis for further research, but also for work in the practice of technological entrepreneurship, giving guidance to all stakeholders and decision makers, entrepreneurs, investors and policymakers. Data: The review was conducted using online repositories of scientific publications on technology entrepreneurship success factors published in the period from 1980 to 2021. In total, 661 articles were identified, while 45 articles met the selection criteria and represent the basis for further research of this paper. In order to determine the prioritization of the identified factors, empirical research was conducted among decision makers of technological entrepreneurial ventures. Tools: The research and review of the literature were conducted by structured keyword search of the Web of Science database, while the process of article selection was performed using the identified selection algorithm, based on two phases, which both included the selection criteria. For the purposes of empirical research, the Google form questionnaire was used for collecting the data on the prioritization of the factors by technology entrepreneurs. Findings: The factors that are key to the success of technology ventures are often complex in nature. 151 originally identified success factors from different authors were classed into 31 groups. Based on the identified groups, five large groups of factors were used for classification: "characteristics of the founder/founding team", "environment", "technology and innovation", "organization" and "strategy". As a result of empirical research, the factor “motivation” emerges as the most influential factor on a venture’s success, while the “size of the founding team” is identified as the least influential. Contribution: This paper extends the existing literature providing the systematization of key technology entrepreneurship success factors with the systematization of scientific publications as a basis for further research.

Predictors of Match Success for Reapplicants in Plastic and Reconstructive Surgery: Insights From Program Directors.

Improving the quality and performance of the healthcare environment can assist service providers in developing reliable, cost-effective, and long-lasting healthcare processes, allowing them to improve care delivery and patient outcomes. In a healthcare environment, retail pharmacies play an important role, mainly supporting the coordination of the supply chain because, in addition to the government sector, retail pharmacies are the point where people get medicines. Because of the increasing demand for the retail pharmacy sector, there is an urgent requirement to improve their performance to offer a better service. This study aims to identify key success factors associated with retail pharmacies in Sri Lanka and determine the impact of identified success factors on the performance measures. A literature survey and experts' opinions identified the key success factors of Sri Lankan retail pharmacies. There was a total of 21 key success factors identified. A survey was done with 45 retail pharmacies in Sri Lanka, conducting interviews and questionnaires mainly with pharmacists, pharmacy owners, and pharmacy assistants. This study shows the relationship of key success factors with operational performance, financial performance, and customer satisfaction. Despite analyzing the success factors and performance measures separately, identifying the direct relationship between key success factors and how they have impacted the retail pharmacy performance based on the different aspects of indicators in Sri Lankan retail pharmacies is not yet considered in the literature published in the last decade. This study's findings will help increase the overall performance of retail pharmacies in Sri Lanka, enabling patients to experience a better service.

Exploration and production in deepwater (>500m) has expanded greatly during the past decade, with approximately 58 BBOE discovered, more than half since 1995. Despite this rapid emergence, deepwater remains an immature frontier, accounting for less than 5% of the current world-wide total oil-equivalent resources. Only about 20% of the discovered deepwater resources are developed and less than 5% have been produced. The global deep water exploration success rate was about 10% until 1985, but has since averaged approximately 30%, driven by remarkable success in the Gulf of Mexico and West Africa. Whereas the world-wide discovery of giants has fallen off in recent decades, the discovery rate of deep water giants is rapidly increasing. Most exploration activity has been concentrated within only three areas of the globe, with a majority of the discovered resources in the Gulf of Mexico, Brazil, and West Africa. Consequently, large portions of the world"s deepwater margins remain lightly explored. Deepwater gas exploration is extremely immature, reflecting current infrastructure and economic limitations, but destined to become a major future focus. Most of the currently most active deepwater exploration frontiers and associated resources are located along passive margins, downdip from productive Tertiary delta systems, in depocenters confined by mobile substrate. In simplest terms, petroleum systems responsible for the majority of the discovered resources can be classified as either early rift (lacustrine) or later passive margin (marine). Ninety percent of the resources are reservoired in turbidites, primarily of Cenozoic age. A key success factor is targeting "high kH" reservoirs, which have high flow rates and well ultimate recoveries. These commonly occur within ponded minibasins associated with mobile substrate, where stacked turbidites result in high net pay per area. Other key exploration success factors have been seismic DHI"s, identification of stratigraphic traps, and improved reservoir architecture prediction. Leading companies are moving into non-DHI plays and other geologic settings, including pre-Tertiary objectives and areas lacking major updip reserves. Recent trends suggest several themes for future deep water exploration:a continuation of established plays, which are still at an immature stage of drilling,going beyond the established formula, to basins lacking updip production, unconfined basins, compressive margins, and targeting pre-Cenozoic, non-turbidite, and non-DHI objectives,increased gas exploration, as pipeline networks and liquefaction technology advance in conjunction with increased demand,going deeper, both ultra-deep water and deeper drilling depth, including subsalt, sub-detachment, and sub-volcanic targets, andnew business opportunities which may arise in areas currently not open due to government monopolies, moratoriums, and international boundary disputes. New frontiers with these characteristics are being actively leased, but it remains to be seen whether the deepwater play will continue to add reserves at the rate of recent years.

Electronic government has proven a watershed in the domain of public administration, despite being difficult to pin down precisely. Indeed, the government-to-government (G2G) arena is one of the least studied aspects of this newly established field of knowledge, despite its importance in fostering cooperation and collaboration between government agencies, mainly with respect to the management of their knowledge, in order to increase the effectiveness of public administration. The main scope of this article is to present some key success factors for building G2G enterprises successfully. It also aims to show how public agencies themselves can benefit when they are electronically linked to others, thereby innovating and streamlining their working processes, in order to achieve greater agility and efficacy at reduced cost. In order to pinpoint the key G2G success factors, a single explanatory and successful case study approach was used, namely one involving the Brazilian Central Bank (BCB) and the Brazilian Justice Department (BJD). The BacenJud system developed by the Brazilian Central Bank was analyzed in a more detailed manner. This case—considered a success—shows how this G2G project made it possible for both the Brazilian Central Bank and the Brazilian Justice Department to achieve greater agility and effectiveness regarding the processing of legal demands made by the Brazilian Justice Department, thereby handing down its sentences at reduced cost. Furthermore, this study examined the factors that had a clear nationwide impact on the success of this endeavor in the realm of the Justice Department. Therefore, this article intends to answer the following research question: From the case study analyzed, what are the key success factors in the implementation of government-to-government processes between public agencies in Brazil?

The relevance of the researched topic lies in the growth of competition between business entities in both domestic and foreign markets. The processes of globalization and integration predetermine the constant search by enterprises for ways to gain competitive advantages in order to increase the loyalty of existing customers and obtain new ones, to seek access to new markets, and ultimately, increase profits. In such circumstances, the study of key success factors becomes an extremely important task for both business representatives and scientists. The purpose of the article is to review existing views on the process of defining and forming key success factors, as well as the issue of separating the essence of the concepts of “key success factors” and “key performance indicators”. To write the article, Ukrainian and foreign scientific publications in the field of marketing, management, international business and entrepreneurship have been analyzed. The article is devoted to the problem of increasing the competitiveness of Ukrainian enterprises through the development of key success factors. The article groups the main approaches to defining the concept of “key success factors”. The author’s interpretation of the concept of “key success factors” has been provided. Characteristics, that competitive advantages have to meet in order to be considered strategic success factors, have been identified. The main areas of key success factors have been formed and considered. It has been concluded that the competitive advantage of any product or service is constantly changing and unique, and therefore requires constant analysis of the market and economic situation, taking into account many factors that affect them. Recommendations have been provided on the effective use of key success factors by management of Ukrainian enterprises in order to increase the enterprise’s financial performance, improve its image, stabilize its economic condition, etc. The article presents scientific and practical significance for business representatives who seek to identify, investigate and improve the key success factors of their own enterprises and gain additional competitive advantages

Today Supply chains of organizations need to developing knowledge in order to achieve competitive advantages. Hence, knowledge management (KM) plays an important role in supply chain to create, build, maintain and utilize knowledge in this way. KM adoption in the supply chain needs high investment as well as few changes in the culture in whole of organization. The aim of this paper is to identify and prioritize the key success factors (KSFs) of KM adoption in the supply chain. In this study after reviewing the literature, the most important success factors of KM adoption were identified and classified in 16 KSF. Then this factors analyzed by best-worst method technique. Also, an empirical study presented to illustrate the proposed method and demonstrate its effectiveness. Therefore, for complete the questionnaire, was used the opinions of 10 experts. A total of 16 KSFs were identified through extended literature review and expert's opinion. The results of the study showed that Supports of Top management, Integration of knowledge and information flow and Organization structure are the three most important KSFs of KM adoption in the SC. The case of this study should pay attention and concentrate to these KSFs with higher priority for effective KM adoption in supply chain and implement them progressively to greatly improve the efficiency of the whole supply chain performance.

Progress in the agricultural sector is one of the most imperative tools to enhance the productivity of agribusiness. This study identified the key success factors required for the adoption of e-agribusiness platforms in the Malaysian agriculture sector. The study analyzed potential key factors from the prior studies and contextually adjusted using a pilot study. These factors are categorized in various categories such as financial imperative, technological imperative, knowledge imperative, risk and trust factors, governance and public policy, and challenging business environment. The study has collected data from 302 micro agri-entrepreneurs within Malaysia through a questionnaire for quantitative analysis. The exploratory factor analysis (EFA) is used to see the impact of critical success factors (CSFs) that help to increase technological adoption thereby enhancing communication, advertisement, and overall sales of agri-products on the e-business platform. The study has a significant impact on key success factors (financial imperative, technological imperative, knowledge imperative, risk and trust factors, governance and public policy, and challenging business environment) on the adoption of e-agribusiness platforms. The findings provide guidelines to micro agri-entrepreneurs and policymakers that how to use key success factors to improve business performance by utilizing e-agribusiness platforms.

프로젝트 파이낸싱(PF) 개발사업은 다수의 차명자와 대규모의 금융조달을 통하여 공사를 수행함으로 국가경제개발과 건축 산업의 발전에 큰 영향을 끼치는 프로젝트의 형태이다. 그러나 국내 PF 개발사업의 경우 프로젝트에 대한 충분한 검토보다는 개발이익의 극대화의 측면에서 프로젝트를 진행함으로 인하여 현재 글로벌 금융위기와 부동산 침체에 의하여 사업의 중단이 속출하고 있다. 이에 본 연구에서는 PF사업의 리스크 요인을 도출하고 이를 요인분석을 통하여 PF사업의 성공영향요인을 도출하였고, 이를 Fuzzy-AHP기법을 활용하여 영향요인에 대한 정량화를 수행하였다. 그리고 도출된 PF 성공영향요인의 실제 사례 평가를 통하여 PF성공평가 점수와 프로젝트의 수익률에 대한 상관관계를 도출할 수 있었으며, 이를 통해 PF사업의 평가를 통하여 프로젝트 의사결정자의 의사결정에 도움을 줄 수 있을 것으로 사료된다. Project Financing (PF) development project is the type which influences national economy and building industry largely because it is exerted by using borrowed money from many kinds of investors and huge amount of financial raising. Many domestic PF projects are focused mainly on the profit maximization lacking in a sufficient feasibility study. Nowadays many projects are suspending due to the global finance debacle and stagnation of real estate industry. Therefore, in this paper, risk factors of PF project are deducted and Key Success Factors (KSFs) are derived through Factor-Analysis and qualified using Fuzzy-AHP method. And through the evaluation of the derived success factors in real projects, a strong correlationship has been identified between the score of each PF success factor and the level of success and/or expected rate of return (ROR). So, the result of this paper can help decision makers of the PF projects make a better decision and give a meaningful guidance in achieving successful PF projects.

PurposeThe objective of this piece of qualitative research is to identify the key success factors (KSFs) of the grocery “click and drive” (or drive or drive‐in) model developed by French grocery retail companies and to understand the basis of their competitive advantages.Design/methodology/approachThe authors compare the conclusions of a review of the literature with an analysis of the various grocery drive‐in approaches developed in France. These approaches are studied by applying a multi‐method qualitative perspective comprising semi‐structured interviews with managers and e‐consumer focus groups.FindingsThe research confirms – with the exception of the quality of customer reception, which is particularly valued by managers and consumers – the main key success factors identified in the literature, and reveals a real consensus among the main operators on those KSFs and on the nature of the kind of core competences required in order to obtain competitive advantages.Research limitations/implicationsThe comparison of the real profitability of “drive‐in” sales outlets and a more precise evaluation of the advantages of an integrated multi‐channel approach would provide more accurate results. Moreover, the authors have limited this study to an analysis of the French experience. The research implies that French grocery retailers should develop, along with a more differentiated logistical system, an improved approach to customer relations marketing. Moreover, it implies that “click and drive” outlets enable traditional grocery retailers to sharpen their competitive edge.Originality/valueThis article provides an original analytical approach to the identification of the critical success factors of large grocery retailers developing drive‐in services. In answering this research question, the study should also help large grocery retailers to achieve their development objectives and counter the stagnation of traditional retail formats, especially the hypermarket.

Factors for success in online social networks: An fsQCA approach

The volatile position of the Indian market is driving the manufacturing organisations to adopt various improvement techniques in Indian small and medium enterprises (SMEs). Total productive maintenance (TPM) can also be implemented as an improvement technique. It is the utmost need to identify certain key success factors (KSFs) which helps the TPM implementation in an organisation. The objective of this research is to identify the KSFs behind the TPM implementation in Indian SMEs successfully. Researchers identified eight KSFs from the literature review, questionnaire survey and experts' (academia and industry) opinion. Interpretive structural modelling (ISM) is used as an approach to establish the hierarchical structure for analysing the interrelationship among the various KSFs of TPM implementation in Indian SMEs and also develop an integrated model. ISM also classified these KSFs into driving KSFs and the dependence KSFs in this study.

This paper aims to share the key success factors leading to the successful reuse and repurposing of decommissioned structures in Malaysia from the lens of Malaysia’s regulator in the Upstream Oil & Gas sector. PETRONAS via Malaysia Petroleum Management ("MPM") has been vested by the government of Malaysia the custodianship in the overall management of petroleum resources throughout the lifecycle of upstream oil and gas assets. MPM is the governing body for the country's petroleum development since PETRONAS was established in 1974. of the nation’s oil & gas resources with the goal to, "Maximize Long-Term Value from Oil & Gas as a Resource Owner for PETRONAS and the Nation".From the context of decommissioning, MPM manages the liabilities for all upstream petroleum facilities in Malaysia, specifically to strategize, regulate, promote, and drive decommissioning execution that are safe, cost-effective and with the least impact to the environment. Malaysia’s decommissioning activities are expected to intensify as considerable assets have been operating beyond their design life and/or approaching their economic limit. For the past 20 years, Malaysia has seen various types of decommissioning projects with varying decommissioning options. To date, more than 60% of decommissioned facilities have been converted to artificial reefs, reused or repurposed, vis-à-vis total removal for onshore disposal. The first key success factor involves having a shared vision among relevant stakeholders. In our pursuit to achieve sustainable development goals, both industry and academia successfully collaborated in the repurposing of a decommissioned X-mas Tree from a subsea field in Malaysia and handing it over to Universiti Teknologi PETRONAS ("UTP") to be used for learning and research. In another example of having a shared vision, MPM had completed an integrated decommissioning project in April 2023, which yields a net positive impact by reducing development cost through the reuse and refurbishment of the topsides, instead of constructing new. The second key success factor being collaborative synergiesas evidenced by MPM’s drive for collaboration amongst Operators, which led to the success of Malaysia’s first reuse of a decommissioned trunkline for another field’s hydrocarbon evacuation. Through the reuse of this pipeline, the receiving field achieved development cost compression and timely first gas delivery. Next, adoption of new technologies is the third key success factor, proven by the success of a platform relocation off-the-coast of Terengganu. The execution of this first platform relocation in Malaysia involved a one-piece lift removal method of a wellhead platform equipped with suction piles (which is not a norm in Malaysia). After being removed from the decommissioned field, the platform was re-installed in the neighboring new field within 3 days, increasing execution efficiency. In conclusion, MPM aspires to proliferate reuse and repurposing in the decommissioning space going forward. Disused assets may be reused at the same location or alternate locations as deemed fit, with potential repurposing in renewable energy generation, aqua-farming, offshore research centre and eco-tourism, to name a few. Having a shared vision, promoting collaborative synergies as well as adopting new technologies are key success factors to achieve sustainable development goals, cost-effective execution, and increased operations efficiency. MPM is confident that more key success factors will be unveiled over time. With the support from Operators and other solution partners, MPM will continue to be the enabler and shaper of safe and sustainable decommissioning in Malaysia.

The purpose of this study is to identify obstacles and success factors evident from empirical studies affecting strategy implementation and to provide an overview of the empirical literature. A systematic literature review (SLR) was used to analyze thirty-five peer-reviewed empirical articles. All of the 35 research papers selected in this review use primary data gathered from the organizations studied. This study of empirical research has identified 16 obstacles that can hinder strategy implementation and 18 success factors that can facilitate implementation. This study highlights factors that are dualistic, meaning that they contain both elements of obstacles and key success factors. The dualistic factors should therefore be considered in the strategy implementation process. Research gaps are identified. They include lack of studies on how to overcome obstacles to strategy on the one hand and on employee influence on implementation on the other. The differences among industries, countries, or cultures regarding implementation have not yet been explored at any depth. The paper adds to theoretical and practical knowledge based on the systematic overview it provides on strategy implementation from 1980 until 2020. The paper enriches the practical knowledge relevant to those implementing strategies, as it captures and identifies the dualistic factors affecting strategy implementation.