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models</title> <meta name="description" content="Search results for: maturity models"> <meta name="keywords" content="maturity models"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler 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id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="maturity models"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 7023</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: maturity models</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7023</span> Digital Marketing Maturity Models: Overview and Comparison</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elina%20Bakhtieva">Elina Bakhtieva</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The variety of available digital tools, strategies and activities might confuse and disorient even an experienced marketer. This applies in particular to B2B companies, which are usually less flexible in uptaking of digital technology than B2C companies. B2B companies are lacking a framework that corresponds to the specifics of the B2B business, and which helps to evaluate a company’s capabilities and to choose an appropriate path. A B2B digital marketing maturity model helps to fill this gap. However, modern marketing offers no widely approved digital marketing maturity model, and thus, some marketing institutions provide their own tools. The purpose of this paper is building an optimized B2B digital marketing maturity model based on a SWOT (strengths, weaknesses, opportunities, and threats) analysis of existing models. The current study provides an analytical review of the existing digital marketing maturity models with open access. The results of the research are twofold. First, the provided SWOT analysis outlines the main advantages and disadvantages of existing models. Secondly, the strengths of existing digital marketing maturity models, helps to identify the main characteristics and the structure of an optimized B2B digital marketing maturity model. The research findings indicate that only one out of three analyzed models could be used as a separate tool. This study is among the first examining the use of maturity models in digital marketing. It helps businesses to choose between the existing digital marketing models, the most effective one. Moreover, it creates a base for future research on digital marketing maturity models. This study contributes to the emerging B2B digital marketing literature by providing a SWOT analysis of the existing digital marketing maturity models and suggesting a structure and main characteristics of an optimized B2B digital marketing maturity model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=B2B%20digital%20marketing%20strategy" title="B2B digital marketing strategy">B2B digital marketing strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20marketing" title=" digital marketing"> digital marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20marketing%20maturity%20model" title=" digital marketing maturity model"> digital marketing maturity model</a>, <a href="https://publications.waset.org/abstracts/search?q=SWOT%20analysis" title=" SWOT analysis"> SWOT analysis</a> </p> <a href="https://publications.waset.org/abstracts/58290/digital-marketing-maturity-models-overview-and-comparison" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/58290.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">344</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7022</span> Proposing a Strategic Management Maturity Model for Continues Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ferhat%20Demir">Ferhat Demir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Even if strategic management is highly critical for all types of organizations, only a few maturity models have been proposed in business literature for the area of strategic management activities. This paper updates previous studies and presents a new conceptual model for assessing the maturity of strategic management in any organization. Strategic management maturity model (S-3M) is basically composed of 6 maturity levels with 7 dimensions. The biggest contribution of S-3M is to put innovation into agenda of strategic management. The main objective of this study is to propose a model to align innovation with business strategies. This paper suggests that innovation (breakthrough new products/services and business models) is the only way of creating sustainable growth and strategy studies cannot ignore this aspect. Maturity models should embrace innovation to respond dynamic business environment and rapidly changing customer behaviours. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title="strategic management">strategic management</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model" title=" business model"> business model</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20model" title=" maturity model"> maturity model</a> </p> <a href="https://publications.waset.org/abstracts/89817/proposing-a-strategic-management-maturity-model-for-continues-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/89817.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">194</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7021</span> Interoperability Maturity Models for Consideration When Using School Management Systems in South Africa: A Scoping Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Keneilwe%20Maremi">Keneilwe Maremi</a>, <a href="https://publications.waset.org/abstracts/search?q=Marlien%20Herselman"> Marlien Herselman</a>, <a href="https://publications.waset.org/abstracts/search?q=Adele%20Botha"> Adele Botha</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main purpose and focus of this paper are to determine the Interoperability Maturity Models to consider when using School Management Systems (SMS). The importance of this is to inform and help schools with knowing which Interoperability Maturity Model is best suited for their SMS. To address the purpose, this paper will apply a scoping review to ensure that all aspects are provided. The scoping review will include papers written from 2012-2019 and a comparison of the different types of Interoperability Maturity Models will be discussed in detail, which includes the background information, the levels of interoperability, and area for consideration in each Maturity Model. The literature was obtained from the following databases: IEEE Xplore and Scopus, the following search engines were used: Harzings, and Google Scholar. The topic of the paper was used as a search term for the literature and the term ‘Interoperability Maturity Models’ was used as a keyword. The data were analyzed in terms of the definition of Interoperability, Interoperability Maturity Models, and levels of interoperability. The results provide a table that shows the focus area of concern for each Maturity Model (based on the scoping review where only 24 papers were found to be best suited for the paper out of 740 publications initially identified in the field). This resulted in the most discussed Interoperability Maturity Model for consideration (Information Systems Interoperability Maturity Model (ISIMM) and Organizational Interoperability Maturity Model for C2 (OIM)). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=interoperability" title="interoperability">interoperability</a>, <a href="https://publications.waset.org/abstracts/search?q=interoperability%20maturity%20model" title=" interoperability maturity model"> interoperability maturity model</a>, <a href="https://publications.waset.org/abstracts/search?q=school%20management%20system" title=" school management system"> school management system</a>, <a href="https://publications.waset.org/abstracts/search?q=scoping%20review" title=" scoping review"> scoping review</a> </p> <a href="https://publications.waset.org/abstracts/129080/interoperability-maturity-models-for-consideration-when-using-school-management-systems-in-south-africa-a-scoping-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/129080.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">209</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7020</span> Towards A New Maturity Model for Information System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ossama%20Matrane">Ossama Matrane</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Information System has become a strategic lever for enterprises. It contributes effectively to align business processes on strategies of enterprises. It is regarded as an increase in productivity and effectiveness. So, many organizations are currently involved in implementing sustainable Information System. And, a large number of studies have been conducted the last decade in order to define the success factors of information system. Thus, many studies on maturity model have been carried out. Some of this study is referred to the maturity model of Information System. In this article, we report on development of maturity models specifically designed for information system. This model is built based on three components derived from Maturity Model for Information Security Management, OPM3 for Project Management Maturity Model and processes of COBIT for IT governance. Thus, our proposed model defines three maturity stages for corporate a strong Information System to support objectives of organizations. It provides a very practical structure with which to assess and improve Information System Implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=information%20system" title="information system">information system</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20models" title=" maturity models"> maturity models</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20security%20management" title=" information security management"> information security management</a>, <a href="https://publications.waset.org/abstracts/search?q=OPM3" title=" OPM3"> OPM3</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20governance" title=" IT governance"> IT governance</a> </p> <a href="https://publications.waset.org/abstracts/26349/towards-a-new-maturity-model-for-information-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26349.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">447</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7019</span> A Systemic Maturity Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Emir%20H.%20Pernet">Emir H. Pernet</a>, <a href="https://publications.waset.org/abstracts/search?q=Jeimy%20J.%20Cano"> Jeimy J. Cano</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Maturity models, used descriptively to explain changes in reality or normatively to guide managers to make interventions to make organizations more effective and efficient, are based on the principles of statistical quality control promulgated by Shewhart in the years 30, and on the principles of PDCA continuous improvement (Plan, Do, Check, Act) developed by Deming and Juran. Some frameworks developed over the concept of maturity models includes COBIT, CMM, and ITIL. This paper presents some limitations of traditional maturity models, most of them based on points of reflection and analysis done by some authors. Almost all limitations are related to the mechanistic and reductionist approach of the principles over those models are built. As Systems Theory helps the understanding of the dynamics of organizations and organizational change, the development of a systemic maturity model can help to overcome some of those limitations. This document proposes a systemic maturity model, based on a systemic conceptualization of organizations, focused on the study of the functioning of the parties, the relationships among them, and their behavior as a whole. The concept of maturity from the system theory perspective is conceptually defined as an emergent property of the organization, which arises from as a result of the degree of alignment and integration of their processes. This concept is operationalized through a systemic function that measures the maturity of an organization, and finally validated by the measuring of maturity in organizations. For its operationalization and validation, the model was applied to measure the maturity of organizational Governance, Risk and Compliance (GRC) processes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=GRC" title="GRC">GRC</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20model" title=" maturity model"> maturity model</a>, <a href="https://publications.waset.org/abstracts/search?q=systems%20theory" title=" systems theory"> systems theory</a>, <a href="https://publications.waset.org/abstracts/search?q=viable%20system%20model" title=" viable system model"> viable system model</a> </p> <a href="https://publications.waset.org/abstracts/17076/a-systemic-maturity-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17076.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">312</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7018</span> Designing the Maturity Model of Smart Digital Transformation through the Foundation Data Method</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Reza%20Fazeli">Mohammad Reza Fazeli</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, the fourth industry, known as the digital transformation of industries, is seen as one of the top subjects in the history of structural revolution, which has led to the high-tech and tactical dominance of the organization. In the face of these profits, the undefined and non-transparent nature of the after-effects of investing in digital transformation has hindered many organizations from attempting this area of this industry. One of the important frameworks in the field of understanding digital transformation in all organizations is the maturity model of digital transformation. This model includes two main parts of digital transformation maturity dimensions and digital transformation maturity stages. Mediating factors of digital maturity and organizational performance at the individual (e.g., motivations, attitudes) and at the organizational level (e.g., organizational culture) should be considered. For successful technology adoption processes, organizational development and human resources must go hand in hand and be supported by a sound communication strategy. Maturity models are developed to help organizations by providing broad guidance and a roadmap for improvement. However, as a result of a systematic review of the literature and its analysis, it was observed that none of the 18 maturity models in the field of digital transformation fully meet all the criteria of appropriateness, completeness, clarity, and objectivity. A maturity assessment framework potentially helps systematize assessment processes that create opportunities for change in processes and organizations enabled by digital initiatives and long-term improvements at the project portfolio level. Cultural characteristics reflecting digital culture are not systematically integrated, and specific digital maturity models for the service sector are less clearly presented. It is also clearly evident that research on the maturity of digital transformation as a holistic concept is scarce and needs more attention in future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=digital%20transformation" title="digital transformation">digital transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20models" title=" maturity models"> maturity models</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20assessment" title=" maturity assessment"> maturity assessment</a> </p> <a href="https://publications.waset.org/abstracts/159022/designing-the-maturity-model-of-smart-digital-transformation-through-the-foundation-data-method" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/159022.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">107</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7017</span> Circular Economy Maturity Models: A Systematic Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dennis%20Kreutzer">Dennis Kreutzer</a>, <a href="https://publications.waset.org/abstracts/search?q=Sarah%20M%C3%BCller-Abdelrazeq"> Sarah Müller-Abdelrazeq</a>, <a href="https://publications.waset.org/abstracts/search?q=Ingrid%20Isenhardt"> Ingrid Isenhardt</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Resource scarcity, energy transition and the planned climate neutrality pose enormous challenges for manufacturing companies. In order to achieve these goals and a holistic sustainable development, the European Union has listed the circular economy as part of the Circular Economy Action Plan. In addition to a reduction in resource consumption, reduced emissions of greenhouse gases and a reduced volume of waste, the principles of the circular economy also offer enormous economic potential for companies, such as the generation of new circular business models. However, many manufacturing companies, especially small and medium-sized enterprises, do not have the necessary capacity to plan their transformation. They need support and strategies on the path to circular transformation, because this change affects not only production but also the entire company. Maturity models offer an approach, as they enable companies to determine the current status of their transformation processes. In addition, companies can use the models to identify transformation strategies and thus promote the transformation process. While maturity models are established in other areas, e.g. IT or project management, only a few circular economy maturity models can be found in the scientific literature. The aim of this paper is to analyse the identified maturity models of the circular economy through a systematic literature review (SLR) and, besides other aspects, to check their completeness as well as their quality. Since the terms "maturity model" and "readiness model" are often used to assess the transformation process, this paper considers both types of models to provide a more comprehensive result. For this purpose, circular economy maturity models at the company (micro) level were identified from the literature, compared, and analysed with regard to their theoretical and methodological structure. A specific focus was placed, on the one hand, on the analysis of the business units considered in the respective models and, on the other hand, on the underlying metrics and indicators in order to determine the individual maturity level of the entire company. The results of the literature review show, for instance, a significant difference in the holism of their assessment framework. Only a few models include the entire company with supporting areas outside the value-creating core process, e.g. strategy and vision. Additionally, there are large differences in the number and type of indicators as well as their metrics. For example, most models often use subjective indicators and very few objective indicators in their surveys. It was also found that there are rarely well-founded thresholds between the levels. Based on the generated results, concrete ideas and proposals for a research agenda in the field of circular economy maturity models are made. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=maturity%20model" title="maturity model">maturity model</a>, <a href="https://publications.waset.org/abstracts/search?q=circular%20economy" title=" circular economy"> circular economy</a>, <a href="https://publications.waset.org/abstracts/search?q=transformation" title=" transformation"> transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=metric" title=" metric"> metric</a>, <a href="https://publications.waset.org/abstracts/search?q=assessment" title=" assessment"> assessment</a> </p> <a href="https://publications.waset.org/abstracts/159179/circular-economy-maturity-models-a-systematic-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/159179.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">114</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7016</span> A Comparative Analysis of Innovation Maturity Models: Towards the Development of a Technology Management Maturity Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nikolett%20Deutsch">Nikolett Deutsch</a>, <a href="https://publications.waset.org/abstracts/search?q=%C3%89va%20Pint%C3%A9r"> Éva Pintér</a>, <a href="https://publications.waset.org/abstracts/search?q=P%C3%A9ter%20Bag%C3%B3"> Péter Bagó</a>, <a href="https://publications.waset.org/abstracts/search?q=Mikl%C3%B3s%20Het%C3%A9nyi"> Miklós Hetényi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategic technology management has emerged and evolved parallelly with strategic management paradigms. It focuses on the opportunity for organizations operating mainly in technology-intensive industries to explore and exploit technological capabilities upon which competitive advantage can be obtained. As strategic technology management involves multifunction within an organization, requires broad and diversified knowledge, and must be developed and implemented with business objectives to enable a firm’s profitability and growth, excellence in strategic technology management provides unique opportunities for organizations in terms of building a successful future. Accordingly, a framework supporting the evaluation of the technological readiness level of management can significantly contribute to developing organizational competitiveness through a better understanding of strategic-level capabilities and deficiencies in operations. In the last decade, several innovation maturity assessment models have appeared and become designated management tools that can serve as references for future practical approaches expected to be used by corporate leaders, strategists, and technology managers to understand and manage technological capabilities and capacities. The aim of this paper is to provide a comprehensive review of the state-of-the-art innovation maturity frameworks, to investigate the critical lessons learned from their application, to identify the similarities and differences among the models, and identify the main aspects and elements valid for the field and critical functions of technology management. To this end, a systematic literature review was carried out considering the relevant papers and articles published in highly ranked international journals around the 27 most widely known innovation maturity models from four relevant digital sources. Key findings suggest that despite the diversity of the given models, there is still room for improvement regarding the common understanding of innovation typologies, the full coverage of innovation capabilities, and the generalist approach to the validation and practical applicability of the structure and content of the models. Furthermore, the paper proposes an initial structure by considering the maturity assessment of the technological capacities and capabilities - i.e., technology identification, technology selection, technology acquisition, technology exploitation, and technology protection - covered by strategic technology management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation%20capabilities" title="innovation capabilities">innovation capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20maturity%20models" title=" innovation maturity models"> innovation maturity models</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20audit" title=" technology audit"> technology audit</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20management" title=" technology management"> technology management</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20management%20maturity%20models" title=" technology management maturity models"> technology management maturity models</a> </p> <a href="https://publications.waset.org/abstracts/182990/a-comparative-analysis-of-innovation-maturity-models-towards-the-development-of-a-technology-management-maturity-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/182990.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">60</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7015</span> Maturity Status of Male Boys in Punjab - India</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Parminder%20K.%20Laroiya">Parminder K. Laroiya</a>, <a href="https://publications.waset.org/abstracts/search?q=Sukhdeep%20S.%20Kang"> Sukhdeep S. Kang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Present cross-sectional study was conducted on 610 boys (ranging in age bracket of 11 to 17 years) to assess their developmental age to check percentage of early, normal and late maturity among them, and to check whether there is any significant difference in their calendar age and developmental age. Developmental age of these subjects has been accessed by TW2 method (using hand wrist X-rays) and their chronological age was checked from their date of birth certificate. Developmental status of subjects i.e. early, normal or late mature was considered with +2 years or -2 years from their calendar age. Results of this study shows that 50% boys were normal in their maturity status in all age brackets and rest of subjects were either early maturers 24.92% or late maturers 25.08%. When pattern of maturity was studied in each age group it has been found that till the age of 15 years, percentage of normal maturity was less than 50 % whereas in 16 and 17 years age groups, this percentage of normal maturity increased to 60% - 65 % ( this may be because at this age mostly boys attain adolescence) Further investigation of each age group showed that till the age of 14 years percentage of late maturity among these boys were approximately 35% to 40% whereas early maturity lies between 15% to 20%. It has been found from the present study that at the age of 15 years, there is a twist among percentage of late and early maturity among boys-early maturers are 38.61% and late maturers are 16.84%. At the age of 16 and 17 years percentage of late maturity has been decreased to 3% to 6%, whereas percentage of early maturity increased to 35.64 % and 30.69 % respectively. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=maturity%20status" title="maturity status">maturity status</a>, <a href="https://publications.waset.org/abstracts/search?q=developmental%20age" title=" developmental age"> developmental age</a>, <a href="https://publications.waset.org/abstracts/search?q=chronological%20age" title=" chronological age"> chronological age</a>, <a href="https://publications.waset.org/abstracts/search?q=X-rays" title=" X-rays"> X-rays</a> </p> <a href="https://publications.waset.org/abstracts/171610/maturity-status-of-male-boys-in-punjab-india" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/171610.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">84</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7014</span> Towards a Measurement-Based E-Government Portals Maturity Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdoullah%20Fath-Allah">Abdoullah Fath-Allah</a>, <a href="https://publications.waset.org/abstracts/search?q=Laila%20Cheikhi"> Laila Cheikhi</a>, <a href="https://publications.waset.org/abstracts/search?q=Rafa%20E.%20Al-Qutaish"> Rafa E. Al-Qutaish</a>, <a href="https://publications.waset.org/abstracts/search?q=Ali%20Idri"> Ali Idri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The e-government emerging concept transforms the way in which the citizens are dealing with their governments. Thus, the citizens can execute the intended services online anytime and anywhere. This results in great benefits for both the governments (reduces the number of officers) and the citizens (more flexibility and time saving). Therefore, building a maturity model to assess the e-government portals becomes desired to help in the improvement process of such portals. This paper aims at proposing an e-government maturity model based on the measurement of the best practices’ presence. The main benefit of such maturity model is to provide a way to rank an e-government portal based on the used best practices, and also giving a set of recommendations to go to the higher stage in the maturity model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=best%20practices" title="best practices">best practices</a>, <a href="https://publications.waset.org/abstracts/search?q=e-government%20portal" title=" e-government portal"> e-government portal</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20model" title=" maturity model"> maturity model</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20model" title=" quality model"> quality model</a> </p> <a href="https://publications.waset.org/abstracts/15477/towards-a-measurement-based-e-government-portals-maturity-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15477.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">338</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7013</span> A Correlation Between Perceived Usage of Project Management Methodologies and Project Success in Horizon 2020 Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aurelio%20Palacardo">Aurelio Palacardo</a>, <a href="https://publications.waset.org/abstracts/search?q=Giulio%20Mangano"> Giulio Mangano</a>, <a href="https://publications.waset.org/abstracts/search?q=Alberto%20De%20Marco"> Alberto De Marco</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, the global economic framework is extremely competitive, and it consequently requires an efficient deployment of the resources provided by EU. In this context, Project management practices are intended to be one of the levers for increasing such an efficiency. The objective of this work is to explore the usage of Project Management methodologies and good practices in the European-wide research program “Horizon2020” and establish whether their maturity might impact the project's success. This allows to identify strengths in terms of application of PM methodologies and good practices and, in turn, to provide feedback and opportunities for improvements to be implemented in future programs. In order to achieve this objective, the present research makes use of a survey-based data retrieval and correlation analysis to investigate the level of perceived PM maturity in H2020 projects and the correlation of maturity with project success. The results show the Project Managers involved in H2020 to hold a high level of PM maturity, confirming PM standards, which are imposed by the EU commission as a binding process, are effectively enforced. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20management" title="project management">project management</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management%20maturity" title=" project management maturity"> project management maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20models" title=" maturity models"> maturity models</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20success" title=" project success"> project success</a> </p> <a href="https://publications.waset.org/abstracts/142950/a-correlation-between-perceived-usage-of-project-management-methodologies-and-project-success-in-horizon-2020-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/142950.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">161</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7012</span> Business Process Management Maturity in Croatian Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=V.%20Bosilj%20Vuksic">V. Bosilj Vuksic </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper aims to investigate business process management (BPM) maturity in Croatian companies. First, a brief literature review of the research field is given. Next, the results of empirical research are presented, analyzed and discussed. The results reveal that Croatian companies achieved the intermediate level of BPM maturity. The empirical evidence supports the proposed theoretical background. Furthermore, a case study approach was used to illustrate BPM adoption in a Croatian company at the upmost stage of BPM maturity. In practical terms, this case study identifies BPM maturity success factors that need to exist in order for a company to effectively adopt BPM. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=case%20study" title=" case study"> case study</a>, <a href="https://publications.waset.org/abstracts/search?q=Croatian%20companies" title=" Croatian companies"> Croatian companies</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity" title=" maturity"> maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20performance%20index" title=" process performance index"> process performance index</a>, <a href="https://publications.waset.org/abstracts/search?q=questionnaire" title=" questionnaire"> questionnaire</a> </p> <a href="https://publications.waset.org/abstracts/51891/business-process-management-maturity-in-croatian-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/51891.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">230</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7011</span> Cross Country Comparison: Business Process Management Maturity, Social Business Process Management and Organizational Culture</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dalia%20Su%C5%A1a%20Vugec">Dalia Suša Vugec</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In recent few decades, business process management (BPM) has been in focus of a great number of researchers and organizations. There are many benefits derived from the implementation of BPM in organizations. However, there has been also noticed that lately traditional BPM faces some difficulties in terms of the divide between models and their execution, lost innovations, lack of information fusioning and so on. As a result, there has been a new discipline, called social BPM, which incorporates principles of social software into the BPM. On the other hand, many researchers indicate organizational culture as a vital part of the BPM success and maturity. Therefore, the goal of this study is to investigate the current state of BPM maturity and the usage of social BPM among the organizations from Croatia, Slovenia and Austria, with the regards to the organizational culture as well. The paper presents the results of a survey conducted as part of the PROSPER project (IP-2014-09-3729), financed by Croatian Science Foundation. The results indicate differences in the level of BPM maturity, the usage of social BPM and the dominant organizational culture in the observed organizations from different countries. These differences are further discussed in the paper. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=BPM%20maturity" title=" BPM maturity"> BPM maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20BPM" title=" social BPM"> social BPM</a> </p> <a href="https://publications.waset.org/abstracts/86866/cross-country-comparison-business-process-management-maturity-social-business-process-management-and-organizational-culture" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/86866.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">176</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7010</span> Maintenance Objective-Based Asset Maintenance Maturity Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=James%20M.%20Wakiru">James M. Wakiru</a>, <a href="https://publications.waset.org/abstracts/search?q=Liliane%20Pintelon"> Liliane Pintelon</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter%20Muchiri"> Peter Muchiri</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter%20Chemweno"> Peter Chemweno</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The fast-changing business and operational environment are forcing organizations to adopt asset performance management strategies, not only to reduce costs but also maintain operational and production policies while addressing demand. To attain optimal asset performance management, a framework that ensures a continuous and systematic approach to analyzing an organization’s current maturity level and expected improvement regarding asset maintenance processes, strategies, technologies, capabilities, and systems is essential. Moreover, this framework while addressing maintenance-intensive organizations should consider the diverse business, operational and technical context (often dynamic) an organization is in and realistically prescribe or relate to the appropriate tools and systems the organization can potentially employ in the respective level, to improve and attain their maturity goals. This paper proposes an asset maintenance maturity model to assess the current capabilities, strength and weaknesses of maintenance processes an organization is using and analyze gaps for improvement via structuring set levels of achievement. At the epicentre of the proposed framework is the utilization of maintenance objective selected by an organization for various maintenance optimization programs. The framework adapts the Capability Maturity Model of assessing the maintenance process maturity levels in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=asset%20maintenance" title="asset maintenance">asset maintenance</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20models" title=" maturity models"> maturity models</a>, <a href="https://publications.waset.org/abstracts/search?q=maintenance%20objectives" title=" maintenance objectives"> maintenance objectives</a>, <a href="https://publications.waset.org/abstracts/search?q=optimization" title=" optimization"> optimization</a> </p> <a href="https://publications.waset.org/abstracts/107618/maintenance-objective-based-asset-maintenance-maturity-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/107618.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">226</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7009</span> Measuring Strategic Management Maturity: An Empirical Study in Turkish Public and Private Sector Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=F.%20Demir">F. Demir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategic Management is highly critical for all types of organizations. This paper examines maturity level of strategic management practices of public and private sector organizations in Turkey, and presents a conceptual model for assessing the maturity of strategic management in any organization. This research focuses on R&D intensive organizations (RDO) because it is claimed that such organizations are more innovative and innovation is a critical part of the model. The Strategic management maturity model (S-3M) is basically composed of six maturity levels with five different dimensions. Based on 63 organizations, the findings reveal that the average maturity of all organizations in the sample group is three out of five. It corresponds to the stage of ‘performed’. Results simply show that the majority of organizations from various industries and sectors implement strategic management activities; however, they experience multiple challenges to optimize strategic management processes and integrate organizational components with business strategies. Briefly, they struggle to become an innovative organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20management%20maturity" title="strategic management maturity">strategic management maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=developing%20countries" title=" developing countries"> developing countries</a>, <a href="https://publications.waset.org/abstracts/search?q=research%20and%20development" title=" research and development"> research and development</a> </p> <a href="https://publications.waset.org/abstracts/78264/measuring-strategic-management-maturity-an-empirical-study-in-turkish-public-and-private-sector-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78264.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">287</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7008</span> The Developmental Model of Self-Efficacy Emotional Intelligence and Social Maturity among High School Boys and Girls</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shrikant%20Chavan">Shrikant Chavan</a>, <a href="https://publications.waset.org/abstracts/search?q=Vikas%20Minchekar"> Vikas Minchekar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present study examined the self-efficacy, emotional intelligence and social maturity of High school boys and girls. Furthermore, study aimed at to foster the self-efficacy, emotional intelligence and social maturity of high school students. The study was conducted on 100 high school students, out of which 50 boys and 50 girls were selected through simple random sampling method from the Sangli city of Maharashtra state, India. The age range of the sample is 14 to 16 years. Self-efficacy scale developed by Jesusalem Schwarzer, Emotional intelligence scale developed by Hyde, Pethe and Dhar and social maturity scale developed by Rao were administered to the sample. Data was analyzed using mean, SD and ‘t’ test further Karl Pearson’s product moment, correlation of coefficient was used to know the correlation between emotional intelligence, self-efficacy, and social maturity. Results revealed that boys and girls did not differ significantly in their self-efficacy and social maturity. Further, the analysis revealed that girls are having high emotional intelligence compared to boys, which is significant at 0.01 level. It is also found that there is a significant and positive correlation between self-efficacy and emotional intelligence, self-efficacy and social maturity and emotional intelligence and social maturity. Some developmental strategies to strengthen the self-efficacy, emotional intelligence and social maturity of high school students are suggested in the study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=self-efficacy" title="self-efficacy">self-efficacy</a>, <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title=" emotional intelligence"> emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20maturity" title=" social maturity"> social maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=developmental%20model%20and%20high%20school%20students" title=" developmental model and high school students"> developmental model and high school students</a> </p> <a href="https://publications.waset.org/abstracts/60787/the-developmental-model-of-self-efficacy-emotional-intelligence-and-social-maturity-among-high-school-boys-and-girls" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60787.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">468</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7007</span> Examining the Level of Career Maturity on Cultural Aspect among Undergraduate Foreign Students in A Public University in Malaysia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mustafa%20Tekke">Mustafa Tekke</a>, <a href="https://publications.waset.org/abstracts/search?q=Nurullah%20Kurt"> Nurullah Kurt</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examined the level of career maturity of undergraduate foreign students in a public university in Malaysia by examining on cultural aspect by using the Career Maturity Inventory. Two hundred and twenty nine (Male = 106, Female = 123) foreign students studying in various majors completed the Career Maturity Inventory and the scores of the foreign students on the CMI suggested that they had slightly higher levels than the mean level of maturity in career. Result was also supported by testing the feeling about major, consideration of changing major and planning after graduation, which indicated that foreign students had their own career decision making. However, this result should be viewed with caution within ethnic difference. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=career%20maturity" title="career maturity">career maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=foreign%20students" title=" foreign students"> foreign students</a>, <a href="https://publications.waset.org/abstracts/search?q=career%20decision%20making" title=" career decision making"> career decision making</a>, <a href="https://publications.waset.org/abstracts/search?q=feeling%20about%20major" title=" feeling about major"> feeling about major</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20about%20major" title=" knowledge about major"> knowledge about major</a> </p> <a href="https://publications.waset.org/abstracts/7301/examining-the-level-of-career-maturity-on-cultural-aspect-among-undergraduate-foreign-students-in-a-public-university-in-malaysia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7301.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">307</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7006</span> Evaluating Data Maturity in Riyadh's Nonprofit Sector: Insights Using the National Data Maturity Index (NDI)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maryam%20Aloshan">Maryam Aloshan</a>, <a href="https://publications.waset.org/abstracts/search?q=Imam%20Mohammad%20Ibn%20Saud"> Imam Mohammad Ibn Saud</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Khudair"> Ahmad Khudair</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study assesses the data governance maturity of nonprofit organizations in Riyadh, Saudi Arabia, using the National Data Maturity Index (NDI) framework developed by the Saudi Data and Artificial Intelligence Authority (SDAIA). Employing a survey designed around the NDI model, data maturity levels were evaluated across 14 dimensions using a 5-point Likert scale. The results reveal a spectrum of maturity levels among the organizations surveyed: while some medium-sized associations reached the ‘Defined’ stage, others, including large associations, fell within the ‘Absence of Capabilities’ or ‘Building’ phases, with no organizations achieving the advanced ‘Established’ or ‘Pioneering’ levels. This variation suggests an emerging recognition of data governance but underscores the need for targeted interventions to bridge the maturity gap. The findings point to a significant opportunity to elevate data governance capabilities in Saudi nonprofits through customized capacity-building initiatives, including training, mentorship, and best practice sharing. This study contributes valuable insights into the digital transformation journey of the Saudi nonprofit sector, aligning with national goals for data-driven governance and organizational efficiency. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=nonprofit%20organizations-national%20data%20maturity%20index%20%28NDI%29" title="nonprofit organizations-national data maturity index (NDI)">nonprofit organizations-national data maturity index (NDI)</a>, <a href="https://publications.waset.org/abstracts/search?q=Saudi%20Arabia-%20SDAIA" title=" Saudi Arabia- SDAIA"> Saudi Arabia- SDAIA</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20governance" title=" data governance"> data governance</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20maturity" title=" data maturity"> data maturity</a> </p> <a href="https://publications.waset.org/abstracts/193162/evaluating-data-maturity-in-riyadhs-nonprofit-sector-insights-using-the-national-data-maturity-index-ndi" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/193162.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">14</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7005</span> Lean Models Classification: Towards a Holistic View</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Y.%20Tiamaz">Y. Tiamaz</a>, <a href="https://publications.waset.org/abstracts/search?q=N.%20Souissi"> N. Souissi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to present a classification of Lean models which aims to capture all the concepts related to this approach and thus facilitate its implementation. This classification allows the identification of the most relevant models according to several dimensions. From this perspective, we present a review and an analysis of Lean models literature and we propose dimensions for the classification of the current proposals while respecting among others the axes of the Lean approach, the maturity of the models as well as their application domains. This classification allowed us to conclude that researchers essentially consider the Lean approach as a toolbox also they design their models to solve problems related to a specific environment. Since Lean approach is no longer intended only for the automotive sector where it was invented, but to all fields (IT, Hospital, ...), we consider that this approach requires a generic model that is capable of being implemented in all areas. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20approach" title="lean approach">lean approach</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20models" title=" lean models"> lean models</a>, <a href="https://publications.waset.org/abstracts/search?q=classification" title=" classification"> classification</a>, <a href="https://publications.waset.org/abstracts/search?q=dimensions" title=" dimensions"> dimensions</a>, <a href="https://publications.waset.org/abstracts/search?q=holistic%20view" title=" holistic view"> holistic view</a> </p> <a href="https://publications.waset.org/abstracts/65716/lean-models-classification-towards-a-holistic-view" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/65716.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">434</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7004</span> Social Business Process Management and Business Process Management Maturity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dalia%20Su%C5%A1a%20Vugec">Dalia Suša Vugec</a>, <a href="https://publications.waset.org/abstracts/search?q=Vesna%20Bosilj%20Vuk%C5%A1i%C4%87"> Vesna Bosilj Vukšić</a>, <a href="https://publications.waset.org/abstracts/search?q=Ljubica%20Milanovi%C4%87%20Glavan"> Ljubica Milanović Glavan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business process management (BPM) is a well-known holistic discipline focused on managing business processes with the intention of achieving higher level of BPM maturity and better organizational performance. In recent period, traditional BPM faced some of its limitations like model-reality divide and lost innovation. Following latest trends, as an attempt to overcome the issues of traditional BPM, there has been an introduction of applying the principles of social software in managing business processes which led to the development of social BPM. However, there are not many authors or studies dealing with this topic so this study aims to contribute to that literature gap and to examine the link between the level of BPM maturity and the usage of social BPM. To meet these objectives, a survey within the companies with more than 50 employees has been conducted. The results reveal that the usage of social BPM is higher within the companies which achieved higher level of BPM maturity. This paper provides an overview, analysis and discussion of collected data regarding BPM maturity and social BPM within the observed companies and identifies the main social BPM principles. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=BPM%20maturity" title=" BPM maturity"> BPM maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20performance%20index" title=" process performance index"> process performance index</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20BPM" title=" social BPM"> social BPM</a> </p> <a href="https://publications.waset.org/abstracts/60466/social-business-process-management-and-business-process-management-maturity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60466.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">324</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7003</span> Business Process Orientation: Case of Croatia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ljubica%20Milanovi%C4%87%20Glavan">Ljubica Milanović Glavan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Because of the increasing business pressures, companies must be adaptable and flexible in order to withstand them. Inadequate business processes and low level of business process orientation, that in its core accentuates business processes as opposed to business functions and focuses on process performance and customer satisfaction, hider the ability to adapt to changing environment. It has been shown in previous studies that the companies which have reached higher business process maturity level consistently outperform those that have not reached them. The aim of this paper is to provide a basic understanding of business process orientation concept and business process maturity model. Besides that the paper presents the state of business process orientation in Croatia that has been captured with a study conducted in 2013. Based on the results some practical implications and guidelines for managers are given. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20orientation" title="business process orientation">business process orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20maturity" title=" business process maturity"> business process maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=Croatia" title=" Croatia"> Croatia</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20score" title=" maturity score"> maturity score</a> </p> <a href="https://publications.waset.org/abstracts/10216/business-process-orientation-case-of-croatia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10216.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">547</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7002</span> Operational Software Maturity: An Aerospace Industry Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ra%C3%BAl%20Gonz%C3%A1lez%20Mu%C3%B1oz">Raúl González Muñoz</a>, <a href="https://publications.waset.org/abstracts/search?q=Essam%20Shehab"> Essam Shehab</a>, <a href="https://publications.waset.org/abstracts/search?q=Martin%20Weinitzke"> Martin Weinitzke</a>, <a href="https://publications.waset.org/abstracts/search?q=Chris%20Fowler"> Chris Fowler</a>, <a href="https://publications.waset.org/abstracts/search?q=Paul%20Baguley"> Paul Baguley</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Software applications have become crucial to the aerospace industry, providing a wide range of functionalities and capabilities used during the design, manufacturing and support of aircraft. However, as this criticality increases, so too does the risk for business operations when facing a software failure. Hence, there is a need for new methodologies to be developed to support aerospace companies in effectively managing their software portfolios, avoiding the hazards of business disruption and additional costs. This paper aims to provide a definition of operational software maturity, and how this can be used to assess software operational behaviour, as well as a view on the different aspects that drive software maturity within the aerospace industry. The key research question addressed is, how can operational software maturity monitoring assist the aerospace industry in effectively managing large software portfolios? This question has been addressed by conducting an in depth review of current literature, by working closely with aerospace professionals and by running an industry case study within a major aircraft manufacturer. The results are a software maturity model composed of a set of drivers and a prototype tool used for the testing and validation of the research findings. By utilising these methodologies to assess the operational maturity of software applications in aerospace, benefits in maintenance activities and operations disruption avoidance have been observed, supporting business cases for system improvement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=aerospace" title="aerospace">aerospace</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20lifecycle" title=" software lifecycle"> software lifecycle</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20maintenance" title=" software maintenance"> software maintenance</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20maturity" title=" software maturity"> software maturity</a> </p> <a href="https://publications.waset.org/abstracts/62835/operational-software-maturity-an-aerospace-industry-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/62835.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">325</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7001</span> The Relationship of Lean Management Principles with Lean Maturity Levels: Multiple Case Study in Manufacturing Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alexandre%20D.%20Ferraz">Alexandre D. Ferraz</a>, <a href="https://publications.waset.org/abstracts/search?q=Dario%20H.%20Alliprandini"> Dario H. Alliprandini</a>, <a href="https://publications.waset.org/abstracts/search?q=Mauro%20Sampaio"> Mauro Sampaio</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Companies and other institutions are constantly seeking better organizational performance and greater competitiveness. In order to fulfill this purpose, there are many tools, methodologies and models for increasing performance. However, the Lean Management approach seems to be the most effective in terms of achieving a significant improvement in productivity relatively quickly. Although Lean tools are relatively easy to understand and implement in different contexts, many organizations are not able to transform themselves into 'Lean companies'. Most of the efforts in its implementation have shown single benefits, failing to achieve the desired impact on the performance of the overall enterprise system. There is also a growing perception of the importance of management in Lean transformation, but few studies have empirically investigated and described the 'Lean Management'. In order to understand more clearly the ideas that guide Lean Management and its influence on the maturity level of the production system, the objective of this research is analyze the relationship between the Lean Management principles and the Lean maturity level in the organizations. The research also analyzes the principles of Lean Management and its relationship with the 'Lean culture' and the results obtained. The research was developed using the case study methodology. Three manufacturing units of a German multinational company from industrial automation segment, located in different countries were studied, in order to have a better comparison between the practices and the level of maturity in the implementation. The primary source of information was the application of a research questionnaire based on the theoretical review. The research showed that higher the level of Lean Management principles, higher are the Lean maturity level, the Lean culture level, and the level of Lean results obtained in the organization. The research also showed that factors such as time for application of Lean concepts and company size were not determinant for the level of Lean Management principles and, consequently, for the level of Lean maturity in the organization. The characteristics of the production system showed much more influence in different evaluated aspects. The present research also left recommendations for the managers of the plants analyzed and suggestions for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20management" title="lean management">lean management</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20principles" title=" lean principles"> lean principles</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20maturity%20level" title=" lean maturity level"> lean maturity level</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a> </p> <a href="https://publications.waset.org/abstracts/107669/the-relationship-of-lean-management-principles-with-lean-maturity-levels-multiple-case-study-in-manufacturing-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/107669.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">142</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7000</span> Influence of Maturity Stage on Nutritional and Therapeutic Potentialities of Solanum anguivi Lam Berries (Gnagnan) Cultivated in CôTe D'Ivoire</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=G.%20Dan%20Ch%C3%A9po">G. Dan Chépo</a>, <a href="https://publications.waset.org/abstracts/search?q=L.%20Ban-Koffi"> L. Ban-Koffi</a>, <a href="https://publications.waset.org/abstracts/search?q=N.%20Kouassi%20Kouakou"> N. Kouassi Kouakou</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Dje%20Kouakou"> M. Dje Kouakou</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20Nemlin"> J. Nemlin</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Sahore%20Drogba"> A. Sahore Drogba</a>, <a href="https://publications.waset.org/abstracts/search?q=L.%20Kouame%20Patrice"> L. Kouame Patrice</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Solanum anguivi Lam, collectively called Gnagnan in Côte d'Ivoire is an eggplant with nutritional and therapeutic potentialities more or less known. The present study was undertaken to analyze the biochemical composition of berries at the different stages of maturity. Data showed that at the first stage of maturity (green berries), fruits are rich in ascorbic acid (34.48 ± 1.7 mg / 100 g dm), phenolic compounds (956.7 ± 71.14 mg / 100 g dm), iron (467.7 ± 1.84 mg / 100 g dm), magnesium (404.6 ± 16.25 mg / 100 g dm) and potassium (404.64 ± 16.25 mg/100 g dm). However, at the last stage of maturity (red berries), fruits are rich in proteins, cellulose, total sugars, fat and potassium with the values of 22.53 ± 2 g/100 g dm, 19.12 ± 0.35 g/100 g dm, 3.7 ± 0.2 g/100 g dm, 2.65 ± 0.19 g/100 g dm and 2290.84 ± 22.24 mg / 100 g dm, respectively. The chromatography on thin layer revealed the presence of glucose, ribose, xylose, arabinose and fructose at all the maturity stages. Except for alkaloids and gallic tannins, the phytochemical sorting revealed that Gnagnan contain many pharmacological components. According to the maturity stages, orange and red berries showed a higher content in sterols and polyterpens, flavonoids and saponins. The green berries contain most of polyphenols, catechintannins and quinons. As for the yellow berries, they are rich in polyphenols and catechintannins. These data contribute to enhance clinical researches on nutritional and pharmacological properties of S. anguivi Lam. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gnagnan" title="Gnagnan">Gnagnan</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20stage" title=" maturity stage"> maturity stage</a>, <a href="https://publications.waset.org/abstracts/search?q=chemical%20composition" title=" chemical composition"> chemical composition</a>, <a href="https://publications.waset.org/abstracts/search?q=chromatography%20thin%20layer" title=" chromatography thin layer"> chromatography thin layer</a>, <a href="https://publications.waset.org/abstracts/search?q=phytochemical%20sorting" title=" phytochemical sorting"> phytochemical sorting</a> </p> <a href="https://publications.waset.org/abstracts/8456/influence-of-maturity-stage-on-nutritional-and-therapeutic-potentialities-of-solanum-anguivi-lam-berries-gnagnan-cultivated-in-cote-divoire" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/8456.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">497</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6999</span> Investigating Elements That Influence Higher Education Institutions’ Digital Maturity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zarah%20M.%20Bello">Zarah M. Bello</a>, <a href="https://publications.waset.org/abstracts/search?q=Nathan%20Baddoo"> Nathan Baddoo</a>, <a href="https://publications.waset.org/abstracts/search?q=Mariana%20Lilley"> Mariana Lilley</a>, <a href="https://publications.waset.org/abstracts/search?q=Paul%20Wernick"> Paul Wernick</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, we present findings from a multi-part study to evaluate candidate elements reflecting the level of digital capability maturity (DCM) in higher education and the relationship between these elements. We will use these findings to propose a model of DCM for educational institutions. We suggest that the success of learning in higher education is dependent in part on the level of maturity of digital capabilities of institutions as well as the abilities of learners and those who support the learning process. It is therefore important to have a good understanding of the elements that underpin this maturity as well as their impact and interactions in order to better exploit the benefits that technology presents to the modern learning environment and support its continued improvement. Having identified ten candidate elements of digital capability that we believe support the level of a University’s maturity in this area as well as a number of relevant stakeholder roles, we conducted two studies utilizing both quantitative and qualitative research methods. In the first of these studies, 85 electronic questionnaires were completed by various stakeholders in a UK university, with a 100% response rate. We also undertook five in-depth interviews with management stakeholders in the same university. We then utilized statistical analysis to process the survey data and conducted a textual analysis of the interview transcripts. Our findings support our initial identification of candidate elements and support our contention that these elements interact in a multidimensional manner. This multidimensional dynamic suggests that any proposal for improvement in digital capability must reflect the interdependency and cross-sectional relationship of the elements that contribute to DCM. Our results also indicate that the notion of DCM is strongly data-centric and that any proposed maturity model must reflect the role of data in driving maturity and improvement. We present these findings as a key step towards the design of an operationalisable DCM maturity model for universities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=digital%20capability" title="digital capability">digital capability</a>, <a href="https://publications.waset.org/abstracts/search?q=elements" title=" elements"> elements</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity" title=" maturity"> maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20framework" title=" maturity framework"> maturity framework</a>, <a href="https://publications.waset.org/abstracts/search?q=university" title=" university"> university</a> </p> <a href="https://publications.waset.org/abstracts/138138/investigating-elements-that-influence-higher-education-institutions-digital-maturity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/138138.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">143</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6998</span> Maturity Model for Agro-Industrial Logistics</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Erika%20Tatiana%20Ruiz">Erika Tatiana Ruiz</a>, <a href="https://publications.waset.org/abstracts/search?q=Wilson%20Adarme%20Jaimes"> Wilson Adarme Jaimes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This abstract presents the methodology for improving the logistics processes of agricultural production units belonging to the coffee, cocoa, and fruit sectors, starting from the fundamental concepts and detailing each of the phases to carry out the diagnosis, which will be the basis for the formulation of its action plan and implementation of the maturity model. As a result of this work, the maturity model is formulated to improve logistics processes. This model seeks to: generate a progressive model that is useful for all productive units belonging to these sectors at the national level, regardless of their initial conditions, focus on the improvement of logistics processes as a strategy that contributes to improving the competitiveness of the agricultural sector in Colombia and spread the implementation of good logistics practices in postharvest in all departments of the country through autonomous tools. This model has been built through a series of steps that allow the evaluation and improvement of the logistics dimensions or indicators. The potential improvements for each dimension provide the foundation on which to advance to the next level. Within the maturity model, a methodology is indicated for the design and execution of strategies to improve its logistics processes, taking into account the current state of each production unit. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agroindustrial" title="agroindustrial">agroindustrial</a>, <a href="https://publications.waset.org/abstracts/search?q=characterization" title=" characterization"> characterization</a>, <a href="https://publications.waset.org/abstracts/search?q=logistics" title=" logistics"> logistics</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20model" title=" maturity model"> maturity model</a>, <a href="https://publications.waset.org/abstracts/search?q=processes" title=" processes"> processes</a> </p> <a href="https://publications.waset.org/abstracts/131031/maturity-model-for-agro-industrial-logistics" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/131031.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">137</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6997</span> The Quality of Management: A Leadership Maturity Model to Leverage Complexity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Marlene%20Kuhn">Marlene Kuhn</a>, <a href="https://publications.waset.org/abstracts/search?q=Franziska%20Sch%C3%A4fer"> Franziska Schäfer</a>, <a href="https://publications.waset.org/abstracts/search?q=Heiner%20Otten"> Heiner Otten</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today´s production processes experience a constant increase in complexity paving new ways for progressive forms of leadership. In the customized production, individual customer requirements drive companies to adapt their manufacturing processes constantly while the pressure for smaller lot sizes, lower costs and faster lead times grows simultaneously. When production processes are becoming more dynamic and complex, the conventional quality management approaches show certain limitations. This paper gives an introduction to complexity science from a quality management perspective. By analyzing and evaluating different characteristics of complexity, the critical complexity parameters are identified and assessed. We found that the quality of leadership plays a crucial role when dealing with increasing complexity. Therefore, we developed a concept for qualitative leadership customized for the management within complex processes based on a maturity model. The maturity model was then applied in the industry to assess the leadership quality of several shop floor managers with a positive evaluation feedback. In result, the maturity model proved to be a sustainable approach to leverage the rising complexity in production processes more effectively. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=maturity%20model" title="maturity model">maturity model</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20complexity" title=" process complexity"> process complexity</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20of%20leadership" title=" quality of leadership"> quality of leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management" title=" quality management"> quality management</a> </p> <a href="https://publications.waset.org/abstracts/78144/the-quality-of-management-a-leadership-maturity-model-to-leverage-complexity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78144.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">370</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6996</span> Service-Oriented Enterprise Architecture (SoEA) Adoption and Maturity Measurement Model: A Systematic Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nur%20Azaliah%20Abu%20Bakar">Nur Azaliah Abu Bakar</a>, <a href="https://publications.waset.org/abstracts/search?q=Harihodin%20Selamat"> Harihodin Selamat</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohd%20Nazri%20Kama"> Mohd Nazri Kama</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article provides a systematic review of existing research related to the Service-oriented Enterprise Architecture (SoEA) adoption and maturity measurement model. The review’s main goals are to support research, to facilitate other researcher’s search for relevant studies and to propose areas for future studies within this area. In addition, this article provides useful information on SoEA adoption issues and its related maturity model, based on research-based knowledge. The review results suggest that motives, critical success factors (CSFs), implementation status and benefits are the most frequently studied areas and that each of these areas would benefit from further exposure. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=systematic%20literature%20review" title="systematic literature review">systematic literature review</a>, <a href="https://publications.waset.org/abstracts/search?q=service-oriented%20architecture" title=" service-oriented architecture"> service-oriented architecture</a>, <a href="https://publications.waset.org/abstracts/search?q=adoption" title=" adoption"> adoption</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20model" title=" maturity model"> maturity model</a> </p> <a href="https://publications.waset.org/abstracts/1421/service-oriented-enterprise-architecture-soea-adoption-and-maturity-measurement-model-a-systematic-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1421.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">324</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6995</span> Evaluation of Potential Production of Maize Genotypes of Early Maturity in Rainfed Lowland</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=St.%20Subaedah">St. Subaedah</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Takdir"> A. Takdir</a>, <a href="https://publications.waset.org/abstracts/search?q=Netty"> Netty</a>, <a href="https://publications.waset.org/abstracts/search?q=D.%20Hidrawati"> D. Hidrawati</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Maize development at the rainfed lowland after rice is often confronted with the occurrence of drought stress at the time of entering the generative phase, which will cause be hampered crop production. Consequently, in the utilization of the rainfed lowland areas optimally, an effort that can be done using the varieties of early maturity to minimize crop failures due to its short rainy season. The aim of this research was evaluating the potential yield of genotypes of candidates of maize early maturity in the rainfed lowland areas. The study was conducted during May to August 2016 at South Sulawesi, Indonesia. The study used randomized block design to compare 12 treatments and consists of 8 genotypes namely CH1, CH2, CH3, CH4, CH5, CH6, CH7, CH8 and the use of four varieties, namely Bima 3, Bima 7, Lamuru and Gumarang. The results showed that genotype of CH2, CH3, CH5, CH 6, CH7 and CH8 harvesting has less than 90 days. There are two genotypes namely genotypes of CH7 and CH8 that have a fairly high production respectively of 7.16 tons / ha and 8.11 tons/ ha and significantly not different from the superior varieties Bima3. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=evaluation" title="evaluation">evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=early%20maturity" title=" early maturity"> early maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=maize" title=" maize"> maize</a>, <a href="https://publications.waset.org/abstracts/search?q=yield%20potential" title=" yield potential"> yield potential</a> </p> <a href="https://publications.waset.org/abstracts/56489/evaluation-of-potential-production-of-maize-genotypes-of-early-maturity-in-rainfed-lowland" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/56489.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">193</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6994</span> The Influence of Addition of Asparagus Bean Powder (Psophocarpus tetragonolobus) on Gonad Maturity of Nilem Carp (Osteochilus hasselti) at the Floating Net Cage of Cirata Reservoir</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rita%20Rostika">Rita Rostika</a>, <a href="https://publications.waset.org/abstracts/search?q=Junianto"> Junianto</a>, <a href="https://publications.waset.org/abstracts/search?q=Zulfiqar%20W.%20Ibrahim"> Zulfiqar W. Ibrahim</a>, <a href="https://publications.waset.org/abstracts/search?q=Iskandar"> Iskandar</a>, <a href="https://publications.waset.org/abstracts/search?q=Lantun%20P.%20Dewanti"> Lantun P. Dewanti</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research is to determine the influence of asparagus bean powder and its most effective administration dose to improve the gonad maturity of nilem carp (Osteochilus hasselti). The research is conducted in October-July 2017 located at Cirata Reservoir and Aquaculture Laboratory, Faculty of Fisheries and Marine Sciences, Padjadjaran University, Jatinangor. The research employs an experimental method using a Complete Random Design (RAL) with six treatments and three repetitions. The treatments include the addition of asparagus bean powder by 0% (Control), 4% per kg of feed, 5% per kg of feed, 6% per kg of feed, 7% per kg of feed, as well as the addition of vitamin E essential as the control. The results show that the addition of asparagus bean powder to the feed may influence the gonad maturity of nilem carp shown by its Gonado Somatic Index (GSI) parameter, fecundity, egg diameter and egg reaching its maturity phase or GVBD (Germinal Vesicle Breakdown). The best administration dose influencing nilem carp is the addition of asparagus bean powder by 7% per kg of feed with the average GSI of 15.02%, relative fecundity of 137 eggs/g of fish parent weight, egg diameter of 1,263 mm, and egg reaching its maturity phase (GVBD) of 78.15%. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=asparagus%20bean%20powder" title="asparagus bean powder">asparagus bean powder</a>, <a href="https://publications.waset.org/abstracts/search?q=nilem%20carp" title=" nilem carp"> nilem carp</a>, <a href="https://publications.waset.org/abstracts/search?q=gonad%20maturity" title=" gonad maturity"> gonad maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=Cirata%20reservoir" title=" Cirata reservoir"> Cirata reservoir</a> </p> <a href="https://publications.waset.org/abstracts/85513/the-influence-of-addition-of-asparagus-bean-powder-psophocarpus-tetragonolobus-on-gonad-maturity-of-nilem-carp-osteochilus-hasselti-at-the-floating-net-cage-of-cirata-reservoir" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85513.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">167</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=maturity%20models&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=maturity%20models&page=3">3</a></li> <li class="page-item"><a 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