陳秀怡

鄺婉樺

商學院

工商管理博士學位課程(英文學制)

博士

2021

An Exploratory Study of Critical Success Factors for Project Success in a Listed Company - Enterprise H

An Exploratory Study of Critical Success Factors for Project Success in a Listed Company - Enterprise H

關鍵成功因素 ; 成功項目指標 ; 項目策劃 ; 可持續發展

Critical success factors ; Project success indicators ; Project planning ; Sustainable development

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2020 年，人類歷史記錄了一場不可預見的危機。 COVID-19 新型冠状病毒肺炎加上許多巧合，共同改變了全世界。全球經濟在 2020 年 3 月曾跌至谷底。慶幸的是，發達國家逐漸擺脫了新型冠状病毒的困境。人類在這場生存爭鬥的過程中進化變得更加強大，緩緩走出陰霾。然而，2022 年的前景至今仍未明確。

從 2020 年至今，很多公司採取了嚴格的財務管控，所有支出及重大決定都需要合理的理由且附帶上明確的收益回報。

業務可持續發展成為當今熱門話題。在此項研究中，我們將深入探索策略性項目規劃。本題研究對象為一家已上市的澳門博彩企業。本研究之研究問題包括 (1) 哪些是企業 H 管理層普遍公認之項目成功關鍵因素？(2) 在繁榮時期 (即新型冠状病毒爆發之前) 和逆境 (即新型冠状病毒爆發期間）項目成功關鍵因素又是什麼？ (3) 從不同的項目參與者認知來看，項目成功關鍵因素是否一致？ (4) 從本研究之發現，企業或項目能如何受益？

本研究的主要研究成果為鑑別企業 H 項目成功關鍵因素之概念框架，框架中分了 2 個層次，而每個層次底下還有 2 個子類別，及 9個關鍵成功因素或關鍵成功因素維度。

本研究為探索性研究，應用了反向推理，使用了混合方法獲取量性及質性資料。研究人員首先查閱的文獻（次級資料）整合模型予以後期測試，然後對一般管理層進行了問卷調查（原始數據），及後與高級管理人員進行訪談（原始數據），從而以三維角度獲取信息。 對於問卷調查和訪談，基於時間、成本、資源限制下，及母體根本之稀有性，研究人員選擇採用非隨機抽樣方法去進行研究。問卷調查採用滾雪球抽樣法，訪談則採用立意抽樣法。最後，問卷調查成功收集了 90份回覆，當中 86 份有效；另加 5 則訪談。 整個原始數據收集過程耗時半年左右。

本研究之主要發現包括：(1) 研究框架中列出的因素自變項對項目成功有顯著影響，但不是全部；(2) 研究框架中列出的所有因素維度自變項對項目成功有顯著影響；(3) 對比 2020 年與 2019 年之因素自變項，部分存在明顯差異； (4) 對比 2020 年與 2019 年之因素維度自變項，部分存在明顯差異； (5) 所有人口變量對因素自變項發揮著調節作用；(6) 一些人口變量對因素維度自變項發揮著調節作用。

本研究之創新點包括：(1) 通過理論與實踐互相結合，研究者推論出企業 H 項目成功關鍵因素之概念框架；(2) 在此概念框架中，發現了某些元素對於項目成功具有重要意義；(3) 經過證實，發現時間和人口變項對受訪者予項目成功關鍵因素看法起著調節作用。

本文主要貢獻是為企業 H 推薦一個適合該企業項目成功關鍵因素之概念框架，內容包括描述那些關鍵因素項目參與者該加以關注。項目層面上，主要貢獻為提供項目參與者有關如何衡量項目成功之見解，並讓人們計劃和思考恰當策略予以應對。商業層面，主要貢獻為提供如何改善當前狀況到理想水平之見解，以及提供內部審計部門關鍵成功因素量度之參考。行業層面，漸進式建立一個質量保證體系，當成熟時，更可以把它發展成為行業基準。最後，學術層面，主要貢獻為提供零散研究成果於項目、戰略管理等主題文獻，從而科學地結合實踐與理論。

基於以上研究貢獻，研究員能看到本文對企業 H 內部政策作之影響，可能包括：(1) 給高管提供主題有關之啟示，讓他們好好規劃未來項目；(2) 支持未來研究項目，研究後才制定政策； (3) 倡導變革以應對當代新挑戰； (4) 與地域主要持分者建立聯盟，共同制定行業標準。

總括來說，研究者基於上述研究成果，為後續研究提供了知識。若能收集更多數據，研究者建議企業 H 可考慮建立一個強大的知識數據庫，方便日後準確地預測問題及提前準備好解決方案，從而增加項目成功的機會，繼而提高企業整體之競爭力。

In 2020, human history recorded an unseen tribulation and crisis. The COVID-19 pandemic compounded with many co-incidents changed the world. Since then, the global economy had cascaded down to the bottom of valley in March 2020. Luckily, the developed countries managed to relieve themselves from the COVID-19 catastrophe gradually. The human nation became stronger in this survival fighting process and slowly recovering from the disorders. However, 2022's prospect is still full of uncertainties.

Many companies have been exercising stringent finance practices from 2020 till the present. Every single cent spent required clear justifications, and so forth, regarding the Return of Interest (R.O.I.) on major decisions to be made.

Sustainable business development has become a hot topic nowadays. In this research, we would explore a strategy in-depth in the project planning process. That is identifying the critical success factors for project success for a listed enterprise having been granted for a gaming concession license in Macau. The research questions are (1) Which are the universal generally agreed critical success factors for project success within Enterprise H? (2) What are the critical success factors for project success in prosperity (i.e., before COVID-19 pandemic outbreak) and adversity (i.e., during COVID-19 pandemic outbreak) moments? (3) What are the critical success factors for project success from different project participants' perceptions? And (4) To what extend would the business or projects benefit from a developed conceptual framework for determining critical success factors for project success?

The key deliverable of this research is the conceptual framework of critical success factors for project success for Enterprise H. Under which 2 levels of critical success factors have been identified. Coincidentally, there are also 2 sub-categories within each level with 9 critical success factors or dimensions found demonstrating significant evidence of being fit in the Enterprise H’s context.

This research is an exploratory study. The theory development approach is abduction. The study approach is a mixed-method (QUAL + QUAN). The researcher collated the reviewed literature information (secondary data) into an integrating model for testing. This researcher first conducted a survey exercise (primary data) with the general management, followed by interviews (primary data) with the senior executives to triangular sourcing of information. For both survey and interview, under time, cost, resources constraints, mainly due to sampling specific, the researcher has chosen the non-random sampling approach, snowball Sampling for the survey, and purposive sampling for the interviews. 86 valid responses out of 90 survey inputs returned have been collected. 5 interviews have been conducted. The entire primary data collection process took almost half year.

The major findings for this research are (1) Some of the listed factor variables have a significant influence on project success, but not all; (2) all of the listed categories of factors have a significant influence on project success; (3) some of the factors are found there are statistical differences between 2020 and 2019; (4) some categories of the factors are found there are statistical differences between 2020 and 2019; (5) all the demographic factors have moderator effects on the one or more listed factor variables to project success, and (6) some of the demographic factors have moderator effects on one or more listed factors variables to project success.

The innovation points for this research are (1) Through integrating theory into practices, derived a conceptual framework of critical success factors for project success for Enterprise H; (2) In the conceptual framework of project success for Enterprise H, it was found that there are certain elements in each level do contribute significant importance to project success; and (3) It was confirmed that both the time and demographic factors posted moderator effect towards the respondents' views on factors criticalness toward project success.

The main contribution of this paper is the conceptual framework of critical success factors for project success for Enterprise H. The nominative information delineates factors that the project participants should measure for project success. Project-wise: The findings provide insights to the project participants on how project success is measured and open the people’s minds to plan and implement appropriate tactics. Business-wise: The findings provide insights on how to improve the current condition to the desired level. The critical success factors could also be valuable inputs of measurements for the internal audit process. Industrial-wise: A progressive developing quality assurance system, once robust enough, could become the industry benchmark to promote the overall field knowledge. Lastly, academic-wise: the findings could contribute pieces of scattered inputs towards the projects, maybe strategic management topic literature as well, realizing the integration of theories and reality scientifically.

Based on this contribution, there are also policy implications within Enterprise H, they are (1) Provide insights on the subject matter to the executives on future projects planning; (2) support future research to inform policy; (3) advocate for changes to address the contemporary new word challenges; and (4) build a coalition for project management best practice with key players to develop standards.

All in all, the discoveries in this research provided the foundation knowledge for future researches as a starting point. When there is more information available, a robust corporate knowledge database could be built up. The benefits would include predicting problems and preparing solutions beforehand, thus increasing the chance of project success and improving the business's overall competitiveness.

2021

英文

435

Acknowledgement (III)
摘 要 (IV)
Abstract (VII)
List of Figures (XIII)
List of Tables (XV)
Chapter 1 Introduction (18)
1.1 Research Background (19)
1.1.1 Macro Background (19)
1.1.2 Micro Background (29)
1.1.3 Research Object’s Background (37)
1.1.4 Relationship among Micro Background, Macro Background, and the Research Object (42)
1.2 Project Significance (42)
1.2.1 Research Motivations (43)
1.2.2 Research Purpose (44)
1.2.3 Research Questions (49)
1.2.4 Aim and Objectives (50)
1.2.5 Perceived Contributions (51)
1.2.6 Sustainable development (52)
1.3 Thesis Structure (53)
1.3.1 Research Approach (54)
1.3.2 Research Boundary (55)
1.3.3 Research Organization (56)
Chapter 2 Literature Review (62)
2.1 Project Theories (65)
2.1.1 Project (65)
2.1.2 Project Management (68)
2.1.3 Project Manager (73)
2.2 Projects Success Theories (76)
2.2.1 Project Success (76)
2.2.2 Project Management Success (83)
2.2.3 Project Managers Success (87)
2.3 Critical Success Factors Theories (89)
2.3.1 Critical Success Factors (89)
2.3.2 Critical Success Factors Models (98)
2.3.3 Business Application (111)
2.4 Chapter Summary (119)
Chapter 3 Research Methodology (123)
3.1 Research Plan (129)
3.1.1 Research Framework (129)
3.1.2 Research Hypotheses (132)
3.1.3 Variables Definitions (133)
3.2 Research Design and Data Collection (142)
3.2.1 Questionnaires (143)
3.2.2 Interviews (150)
3.2.3 Triangulation (156)
3.3 Data Analysis (157)
3.3.1 Quantitative Data (157)
3.3.2 Qualitative Data (161)
3.4 Research Ethics (162)
Chapter 4 Findings and Discussions (164)
4.1 Descriptive Statistics (165)
4.1.1 Responses Summary (165)
4.1.2 Respondents' Demographic Variables Distribution (168)
4.1.3 Respondents' Choices (181)
4.2 Analysis of Variances (186)
4.2.1 Normality Test (186)
4.2.2 Wilcoxon Signed-Rank Test (189)
4.2.2 Kruskal-Wallis / Mann-Whitney U Tests (204)
4.3 Questions Reliability and Instrument Validity (219)
4.4 Conceptual Framework Development (222)
4.4.1 Factor Analysis (222)
4.4.2 Confirmatory Factor Analysis (CFA) (227)
4.5 Qualitative Discoveries (232)
4.5.1 Executives’ view on the Conceptual Framework Development (235)
4.5.2 Executives’ view on Priorities (244)
4.5.3 Executives’ view on the Deeper Level of Findings (249)
4.5.4 Executives’ view on Benefits Received from this Study (266)
4.6 Outcome Explanations (268)
Chapter 5 Conclusions and Recommendations (271)
5.1 Conclusions (272)
5.1.1 Empirical Evidence (273)
5.1.2 Points of Innovation (282)
5.2 Recommendations (284)
5.3 Limitations (300)
5.4 Future Research (304)
References (310)
1. Journal Article(s) (310)
‌2. Book(s) (332)
3. Conference Paper(s) (340)
4. Theses (341)
5. Report(s) (343)
6. Webpages (343)
Researcher’s Resume (349)
Appendices (351)

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