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This study aims to evaluate the suspicious transaction reporting (STR) as a financial intelligence tool to identify the potential strengths and limitations of STR and to come up with the criteria, which will make this tool an effective one in early detection of terrorist financing activities.

Considering the research aim, this research uses the funnelling method for identifying effectiveness criteria. Funnelling is a method of literature review that helps find pertinent literature by refining the search through filtering the available research (Ridley, 2008). Using this method, the researcher first applied the criteria of actionable intelligence to filter the financial intelligence tools to select the most promising and important tool (suspicious transaction reporting) for early detection of terrorist financing activities. The funnelling method was also applied to derive the effectiveness criteria from the operational features, and corresponding limitations, of the suspicious transaction reporting system. The funnelling method was also used to identify those operational features and limitations of suspicious transaction reporting that have the most direct relevance to the early detection problem of suspicious transaction reporting.

There are some operational features of STR that give rise to certain limitations that undermine its effectiveness in terms of early detection of terrorist financing activities. The limitations of STR necessitate a search for criteria that will make STR effective in early detection of terrorist financing activities. Based on the operational features and their corresponding limitations, effectiveness criteria for STR have been derived in this study. It is shown how these effectiveness criteria can remove the limitations of STR.

The list of operational features and the corresponding limitations based on which the effectiveness criteria have been derived may not be exhaustive. There may have other operational features, and corresponding limitations that also make STR largely ineffective in the early detection of terrorist financing activities, and for which more effectiveness criteria should also be derived.

The limitations and the effectiveness criteria will pave the way for redesigning STR in such a way that will make it highly useful for detecting financing activities relating to imminent terrorist attacks.

The society will experience fewer terrorist attacks that will make the society peaceful, happy and vibrant.

In this study, the effectiveness criteria of STR for early detection of terrorist financing activities have been derived in an innovative way by deducing them from the operational features of STR and the corresponding limitations.

The purpose of this chapter is to develop criteria of effectiveness of state management of the process of implementing the information economy’s optimization model, determine the corresponding indicators, and offer the method of evaluation of the effectiveness of state management of the process of implementing the information economy’s optimization model.

This research applies the methods of induction, deduction, structural and functional analysis, and graphical presentation of information.

Based on the peculiarities of the information economy’s optimization model, three main criteria of the effectiveness of state management while implementing this model are distinguished: flexibility of the normative and legal provision of information economy; balance of the level and rate of development of the noosphere components; and success of the protection, usage, and preservation of information’s uniqueness. To distinguish these criteria it is offered to evaluate the effectiveness of state management of the process of implementation of the information economy’s optimization model by progressive comparison of the sum of results with the sum of limitations and costs for each direction of state management of the process of implementation of the information economy’s optimization model, related to the provision of observation of the above criteria. The author determines the indicators that conform to the offered criteria of effectiveness of state management of the process of implementation of the information economy’s optimization model systematized in connection to these criteria, and offers the formula for calculating the final indicator of the effectiveness of state management of the process of implementation of the information economy’s optimization model.

The offered criteria of effectiveness of state management of the process of implementing the information economy’s optimization model, the corresponding indicators, and the compiled methodology of evaluating the effectiveness of this process are recommended for usage as methodological provision of monitoring and control of implementation of the information economy’s optimization model.

The purpose of this paper is to develop a conceptual framework for the effectiveness of performance appraisal (PA) systems by using a competing values approach.

The review employs a three-step approach: first, the paper discusses the existing criteria to determine the effectiveness of PA systems, and presents criticisms of these criteria. Second, the paper reviews the literature on the competing values model of organizational effectiveness. Third, the paper integrates the PA system in the competing values model to develop a comprehensive framework for the effectiveness of PA systems.

A practical model is developed, taking into account the processes and procedures involved in PA systems.

The paper is designed to provide a guideline for managers to consider the effectiveness of a PA system. The paper suggests that assessing the effectiveness of a PA system on any single criterion ignores various important aspects of the system. Moreover, the effectiveness of a PA system should be based on the values and preferences of all major stakeholders of the system, i.e., appraisers, appraisees and the organization.

The increasing interest in economic, social, and ecological sustainability has important implications for the traditional views on organization effectiveness, organization design, and organization development. Managers need to design organizations to achieve a “triple bottom line.” A review of the organization effectiveness literature suggests that no single model seems to provide the necessary guidance, and there is a clear need for creation, revision, and integration. Organization effectiveness criteria in the future require a clearer modeling of the multistakeholder demands so that organization designers can specify appropriate strategies, structures, systems, and processes as well as the changes necessary to develop them. We propose an integration called “responsible progress” and suggest that it represents an important new stream of organization development theory. The relationships between this new criterion of organization effectiveness and the design features necessary to pursue them must be tested.

This study aims to identify a set of criteria to assess the effectiveness of knowledge management (KM) and to understand how these criteria inter‐relate with one another. From a research and practitioner's perspective, the study seeks to study how to expand these criteria to develop measures.

The research methodology is based on literature review to determine a list of KM outcomes followed by the Delphi technique and survey questionnaire methods. The findings of the Delphi were used to supplement literature review findings. Both these results were used to develop the survey questionnaire. Survey‐based research, which used a questionnaire targeting knowledge management professionals as respondents, was aimed at establishing criteria for assessing knowledge management success.

Using the criteria based on survey results, a computer‐assisted model is used to understand the shared underlying organizational framework in which KM operates and to identify how these criteria were linked. These relations should be explored and utilized to improve organizational performance.

Some of the limitations of this original research are limited number of experts participating in the study. Also, about 48 percent of the survey respondents represent for‐profit organizations and thus, research results may be biased towards for‐profit organizations. Future research should focus on translating the soft measures of knowledge management into detailed metrics.

This is an academic research paper providing information on the underlying relations among KM outcomes.

In July 1966 John I. Thompson & Company accepted a contract with the Picatinny Arsenal, US Department of the Army, to perform a study aimed at developing ‘Criteria for evaluating the effectiveness of library operations and services’ under the ATLIS Program (Army Technical Library Improvement Studies). The study was divided into three phases aimed at:

Further investigation is needed of network effectiveness in healthcare and how it is influenced by unpredictable events like COVID-19. Based on Provan and Milward’s (2001) framework, this study investigates the effectiveness criteria of healthcare networks and their potential contribution to network effectiveness during the pandemic’s challenges.

This research employs an explanatory case study in a local area of Italy’s Lombardy Region and analyzes network effectiveness at the network level based on network member perceptions.

Network effectiveness refers to the network’s ability to address patient needs, guaranteeing services through network members' coordinated efforts and a central coordinator that facilitates their interaction. Members’ capacity to strengthen their roles played a crucial part in sustaining network effectiveness when COVID-19 revised other members’ priorities and threatened achievement of network goals.

This study’s findings equip healthcare managers and policymakers with knowledge about network effectiveness criteria at the network level, offering suggestions for managerial practices and network design to address exogenous shocks.

This study identifies factors that influence network effectiveness criteria and provides insight into how network members can contribute to sustaining effectiveness during crises.

Electronic learning (e‐learning) has gradually become an important part of university education. There is a trend among universities in Taiwan to offer more and more e‐learning courses. The effectiveness of teaching or learning in an e‐learning system can be quantified by multi‐criteria measures. The purpose of this study was to evaluate the effectiveness of teaching or learning in an e‐learning system measures in linguistic preferences.

A generalized quantitative evaluation model that considers both the interdependence among measures and the fuzziness of subjective perception is currently lacking in the literature. The results indicated that the fuzzy analytical network process is a simple, suitable, and effective method of identifying the primary measures that influence the effectiveness of e‐learning, specifically in the context of interdependent measures and varying linguistic preferences.

The most significant measures of e‐learning effectiveness were the quality of the e‐learning system and learner attractiveness. Enhanced usage of multimedia features can attract learner attention and may eventually increase learner attractiveness. Reducing the waiting time for learning materials to load may improve the quality of the system. Furthermore, the management should actively maintain and improve the responsiveness of instructors to learner inquiries.

The main contributions of this study are twofold. First, the evaluation can be considered as a complex‐dependence, hierarchical decision‐making problem. This study contains a review of the literature and identifies 21 criteria and five aspects to measure e‐learning system effectiveness. Second, this study integrates fuzzy set theory and the ANP to develop an evaluation model that prioritizes the relative weights of the proposed measures. The proposed method can be used to handle dependence within a set of measures and to construct a hierarchical structure.

This paper describes and explores an emerging integrated measure of effectiveness for human resource management functions. The emerging measure basically incorporates both the mission support and employee support goals as two criteria of effectiveness. The paper next analyzes the measures of effectiveness that an agency uses for its performance appraisal function. A questionnaire was sent to 298 members of the professional staff of a large state agency in the mid‐west. The objectives were to assess the need and feasibility for the application of this emerging measure of effectiveness. The study found that even though performance appraisal was widely practiced as a mission support function, there was strong support for the use of this integrated measure of effectiveness. The paper concludes with offering a design for a management development workshop session which focuses on developing a complementary relationship among different personnel functions.

Scanning both the academic and popular business literature of the last 40 years puzzles the alert reader. The variety of prescriptions of how to be successful (effective, performing, etc.) 1 Organizational performance, organizational success and organizational effectiveness will be used interchangeably throughout this paper.1 in business is hardly comprehensible: “Being close to the customer,” Total Quality Management, corporate social responsibility, shareholder value maximization, efficient consumer response, management reward systems or employee involvement programs are but a few of the slogans introduced as means to increase organizational effectiveness. Management scholars have made little effort to integrate the various performance-enhancing strategies or to assess them in an orderly manner.

This study classifies organizational strategies by the importance each strategy attaches to different constituencies in the firm’s environment. A number of researchers divide an organization’s environment into various constituency groups and argue that these groups constitute – as providers and recipients of resources – the basis for organizational survival and well-being. Some theoretical schools argue for the foremost importance of responsiveness to certain constituencies while stakeholder theory calls for a – situation-contingent – balance in these responsiveness levels. Given that maximum responsiveness levels to different groups may be limited by an organization’s resource endowment or even counterbalanced, the need exists for a concurrent assessment of these competing claims by jointly evaluating the effect of the respective behaviors towards constituencies on performance. Thus, this study investigates the competing merits of implementing alternative business philosophies (e.g. balanced versus focused responsiveness to constituencies). Such a concurrent assessment provides a “critical test” of multiple, opposing theories rather than testing the merits of one theory (Carlsmith, Ellsworth & Aronson, 1976).

In the high tolerance level applied for this study (be among the top 80% of the industry) only a handful of organizations managed to sustain such a balanced strategy over the whole observation period. Continuously monitoring stakeholder demands and crafting suitable responsiveness strategies must therefore be a focus of successful business strategies. While such behavior may not be a sufficient explanation for organizational success, it certainly is a necessary one.