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Showing 1 results for Project Failure
Mobin Sabbaghi Rostami, Saber Khandan Alamdari, Mohammad Hadi Asgari,
Volume 17, Issue 1 (5-2026)
Abstract
Objective: Given global reports of 92% failure of blockchain projects, this study aims to quantitatively validate the challenges of adopting this technology in the Iranian supply chain. The main research question is to explain why, despite its many theoretical attractions, Iranian organizations have failed to move from theoretical discussions to operational implementation and where the roots of this failure lie.
Methodology: This study was conducted with a quantitative approach and survey strategy. The required data were collected through a researcher-made questionnaire with a Likert scale and cluster sampling method from experts and activists in the supply chain field. The validity of the measurement tool was assessed using confirmatory factor analysis and its reliability was assessed by calculating Cronbach's alpha coefficient. In the inferential statistics section, structural equation modeling (SEM) was used to validate the conceptual model of the research, and a single-sample t-test was used to examine the current status of each of the components under study in the statistical population.
Findings: The results of confirmatory factor analysis showed that "legal and legal barriers" with a factor loading of 0.64 play the most decisive role in the formation of acceptance challenges. However, the analysis of the current situation showed that "organizational and cultural factors" with a mean of 2.125 and a negative t-statistic (-3.25) are considered the most critical weakness and main bottleneck in the Iranian supply chain. The findings indicate that while "perceived benefits" are at the highest level, severe weakness in organizational culture and professional readiness prevents this positive perception from being converted into implementation.
Conclusion: The findings of this study explain that the root of the high failure rate of blockchain projects lies not in technical flaws or lack of perception of usefulness, but in the deep gap between the perception of benefits and the incompetence of the organizational structure. For senior managers, these results mean that investing solely in hardware infrastructure without rebuilding organizational culture and specialized training of employees will lead to the inevitable failure of projects. It is suggested that organizations, before entering the technical implementation phase, develop change management strategies to reduce employee resistance and improve technical knowledge at different organizational levels.
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