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scorecard</title> <meta name="description" content="Search results for: balanced scorecard"> <meta name="keywords" content="balanced scorecard"> <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 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action="https://publications.waset.org/abstracts/search"> <div 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="balanced scorecard"> <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> 506</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: balanced scorecard</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">506</span> Knowledge Management at Spanish Higher Education Institutions</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yolanda%20Ramirez">Yolanda Ramirez</a>, <a href="https://publications.waset.org/abstracts/search?q=Angel%20Tejada"> Angel Tejada</a>, <a href="https://publications.waset.org/abstracts/search?q=Agustin%20Baidez"> Agustin Baidez</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the knowledge-based economy, intangible elements are considered essential in order to achieve competitive advantage in organizations. In this sense, the Balanced Scorecard is a very suitable tool to recognize value and manage intangibles because it translates an organization’s strategic objectives into a set of performance indicators from a financial, as well as customer perspective, internal process and learning and growth perspectives. The aim of this paper is to expose and justify the benefits that the Balanced Scorecard might have for identifying, measuring and managing intellectual capital at universities, by means of reviewing the most important Balanced Scorecard implementations at Spanish public universities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard" title=" balanced scorecard"> balanced scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=universities" title=" universities"> universities</a>, <a href="https://publications.waset.org/abstracts/search?q=Spain" title=" Spain"> Spain</a> </p> <a href="https://publications.waset.org/abstracts/50042/knowledge-management-at-spanish-higher-education-institutions" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50042.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">273</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">505</span> Performance Management in Serbian Banks: Balanced Scorecard Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nela%20Milosevic">Nela Milosevic</a>, <a href="https://publications.waset.org/abstracts/search?q=Sladjana%20Barjaktarovic%20Rakocevic"> Sladjana Barjaktarovic Rakocevic</a>, <a href="https://publications.waset.org/abstracts/search?q=Sladjana%20Benkovic"> Sladjana Benkovic</a>, <a href="https://publications.waset.org/abstracts/search?q=Nemanja%20Milanovic"> Nemanja Milanovic</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, performance measurement systems play a key role in evaluating the strategic performances of an organization. On the other hand, there has been a shift towards the Balanced Scorecard (BSC), which has been recognized as a valuable managerial approach. The main goal of this paper is to analyze the main performances of Serbian banks measured at the branches level, through the usage of the Balanced Scorecard framework. Although an extensive number of practitioners have an interest in the Balanced Scorecard approach, little empirical research has been conducted on the implementation of its concept in the service sector like banks, especially within developing countries. From the beginning of August till the end of September 2015, authors have been conducting in-depth interviews among a number of experts from the most successful banks in Serbia. The results show that the non-financial measures, especially, customer oriented indicators and product/ service oriented indicators, seem to be very important factors for improving not only the financial situation within the bank, but also overall business performances. Additionally, the findings prove that there is the cause-effect relationship between non-financial and financial dimensions of the Balanced Scorecard. Having in mind that the banks are still using outdated performance evaluation systems, such as annual, quarterly and monthly reports, we hope that this paper will contribute to the knowledge of how banks in Serbia may apply the Balanced Scorecard approach to evaluate their performance on the most efficient and effective way. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard%20approach" title="balanced scorecard approach">balanced scorecard approach</a>, <a href="https://publications.waset.org/abstracts/search?q=bank%20management" title=" bank management"> bank management</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20measurement%20systems" title=" performance measurement systems"> performance measurement systems</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20performances" title=" strategic performances"> strategic performances</a> </p> <a href="https://publications.waset.org/abstracts/39635/performance-management-in-serbian-banks-balanced-scorecard-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39635.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">341</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">504</span> How to Enhance Performance of Universities by Implementing Balanced Scorecard with Using FDM and ANP </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Neda%20Jalaliyoon">Neda Jalaliyoon</a>, <a href="https://publications.waset.org/abstracts/search?q=Nooh%20Abu%20Bakar"> Nooh Abu Bakar</a>, <a href="https://publications.waset.org/abstracts/search?q=Hamed%20Taherdoost"> Hamed Taherdoost</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present research recommended balanced scorecard (BSC) framework to appraise the performance of the universities. As the original model of balanced scorecard has four perspectives in order to implement BSC in present research the same model with “financial perspective”, “customer”,” internal process” and “learning and growth” is used as well. With applying fuzzy Delphi method (FDM) and questionnaire sixteen measures of performance were identified. Moreover, with using the analytic network process (ANP) the weights of the selected indicators were determined. Results indicated that the most important BSC’s aspect were Internal Process (0.3149), Customer (0.2769), Learning and Growth (0.2049), and Financial (0.2033) respectively. The proposed BSC framework can help universities to enhance their efficiency in competitive environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard" title="balanced scorecard">balanced scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20delphi%20method" title=" fuzzy delphi method"> fuzzy delphi method</a>, <a href="https://publications.waset.org/abstracts/search?q=analytic%20network%20process%20%28ANP%29" title=" analytic network process (ANP)"> analytic network process (ANP)</a> </p> <a href="https://publications.waset.org/abstracts/25564/how-to-enhance-performance-of-universities-by-implementing-balanced-scorecard-with-using-fdm-and-anp" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25564.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">426</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">503</span> Value Analysis Dashboard in Supply Chain Management, Real Case Study from Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seyedehfatemeh%20Golrizgashti">Seyedehfatemeh Golrizgashti</a>, <a href="https://publications.waset.org/abstracts/search?q=Seyedali%20Dalil"> Seyedali Dalil</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The goal of this paper is proposing a supply chain value dashboard in home appliance manufacturing firms to create more value for all stakeholders via balanced scorecard approach. Balanced scorecard is an effective approach that managers have used to evaluate supply chain performance in many fields but there is a lack of enough attention to all supply chain stakeholders, improving value creation and, defining correlation between value indicators and performance measuring quantitatively. In this research the key stakeholders in home appliance supply chain, value indicators with respect to create more value for stakeholders and the most important metrics to evaluate supply chain value performance based on balanced scorecard approach have been selected via literature review. The most important indicators based on expert’s judgment acquired by in survey focused on creating more value for. Structural equation modelling has been used to disclose relations between value indicators and balanced scorecard metrics. The important result of this research is identifying effective value dashboard to create more value for all stakeholders in the supply chain via balanced scorecard approach and based on an empirical study covering ten home appliance manufacturing firms in Iran. Home appliance manufacturing firms can increase their stakeholder's satisfaction by using this value dashboard. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title="supply chain management">supply chain management</a>, <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard" title=" balanced scorecard"> balanced scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=value" title=" value"> value</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20modeling" title=" structural modeling"> structural modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholders" title=" stakeholders"> stakeholders</a> </p> <a href="https://publications.waset.org/abstracts/35631/value-analysis-dashboard-in-supply-chain-management-real-case-study-from-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/35631.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">351</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">502</span> Sustainable Balanced Scorecard for Kaizen Evaluation: Comparative Study between Egypt and Japan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ola%20I.%20S.%20El%20Dardery">Ola I. S. El Dardery</a>, <a href="https://publications.waset.org/abstracts/search?q=Ismail%20Gomaa"> Ismail Gomaa</a>, <a href="https://publications.waset.org/abstracts/search?q=Adel%20R.M.%20Rayan"> Adel R.M. Rayan</a>, <a href="https://publications.waset.org/abstracts/search?q=Ghada%20El%20Khayat"> Ghada El Khayat</a>, <a href="https://publications.waset.org/abstracts/search?q=Sara%20H.%20Sabry"> Sara H. Sabry</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Continuous improvement activities are becoming a key factor of the success of any organization, those improvement activities include but not limited to kaizen, six sigma, lean projects, and continuous improvement projects. Kaizen is a Japanese philosophy of continuous improvement by making small incremental changes to improve an organization’s performance, reduce costs, reduce delay time, reduce waste in production, etc. This study aims at proposing a new measuring technique for kaizen activities using a Sustainable balanced scorecard structure. A survey questionnaire was developed and introduced to kaizen participants in both Egypt and Japan with the purpose of allocating key performance indicators for both kaizen process (critical success factors) and result (kaizen benefits) into the five perspectives of sustainable balanced scorecard. The study contributes to the literature by presenting a new kaizen measurement of both kaizen process and results, that will illuminate the benefits of using kaizen. Also, the presented measurement can help in the sustainability of kaizen implementation. Determining the combination of the proper kaizen measures could be used by any industry whether service or manufacturing to better measure kaizen activates. The comparison between Japanese measures, as the leaders of kaizen philosophy, and Egyptian measures will help recommending better practices of kaizen in Egypt, and contributing to the 2030 sustainable development goals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvements" title="continuous improvements">continuous improvements</a>, <a href="https://publications.waset.org/abstracts/search?q=kaizen" title=" kaizen"> kaizen</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20balanced%20scorecard" title=" sustainable balanced scorecard"> sustainable balanced scorecard</a> </p> <a href="https://publications.waset.org/abstracts/138931/sustainable-balanced-scorecard-for-kaizen-evaluation-comparative-study-between-egypt-and-japan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/138931.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">148</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">501</span> Manage an Acute Pain Unit based on the Balanced Scorecard</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Helena%20Costa%20Oliveira">Helena Costa Oliveira</a>, <a href="https://publications.waset.org/abstracts/search?q=Carmem%20Oliveira"> Carmem Oliveira</a>, <a href="https://publications.waset.org/abstracts/search?q=Rita%20Moutinho"> Rita Moutinho</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Balanced Scorecard (BSC) is a continuous strategic monitoring model focused not only on financial issues but also on internal processes, patients/users, and learning and growth. Initially dedicated to business management, it currently serves organizations of other natures - such as hospitals. This paper presents a BSC designed for a Portuguese Acute Pain Unit (APU). This study is qualitative and based on the experience of collaborators at the APU. The management of APU is based on four perspectives – users, internal processes, learning and growth, and financial and legal. For each perspective, there were identified strategic objectives, critical factors, lead indicators and initiatives. The strategic map of the APU outlining sustained strategic relations among strategic objectives. This study contributes to the development of research in the health management area as it explores how organizational insufficiencies and inconsistencies in this particular case can be addressed, through the identification of critical factors, to clearly establish core outcomes and initiatives to set up. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=acute%20pain%20unit" title="acute pain unit">acute pain unit</a>, <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard" title=" balanced scorecard"> balanced scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=hospital%20management" title=" hospital management"> hospital management</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=Portugal" title=" Portugal"> Portugal</a> </p> <a href="https://publications.waset.org/abstracts/149206/manage-an-acute-pain-unit-based-on-the-balanced-scorecard" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/149206.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">148</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">500</span> Performance Management of Tangible Assets within the Balanced Scorecard and Interactive Business Decision Tools</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Raymond%20K.%20Jonkers">Raymond K. Jonkers</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present study investigated approaches and techniques to enhance strategic management governance and decision making within the framework of a performance-based balanced scorecard. The review of best practices from strategic, program, process, and systems engineering management provided for a holistic approach toward effective outcome-based capability management. One technique, based on factorial experimental design methods, was used to develop an empirical model. This model predicted the degree of capability effectiveness and is dependent on controlled system input variables and their weightings. These variables represent business performance measures, captured within a strategic balanced scorecard. The weighting of these measures enhances the ability to quantify causal relationships within balanced scorecard strategy maps. The focus in this study was on the performance of tangible assets within the scorecard rather than the traditional approach of assessing performance of intangible assets such as knowledge and technology. Tangible assets are represented in this study as physical systems, which may be thought of as being aboard a ship or within a production facility. The measures assigned to these systems include project funding for upgrades against demand, system certifications achieved against those required, preventive maintenance to corrective maintenance ratios, and material support personnel capacity against that required for supporting respective systems. The resultant scorecard is viewed as complimentary to the traditional balanced scorecard for program and performance management. The benefits from these scorecards are realized through the quantified state of operational capabilities or outcomes. These capabilities are also weighted in terms of priority for each distinct system measure and aggregated and visualized in terms of overall state of capabilities achieved. This study proposes the use of interactive controls within the scorecard as a technique to enhance development of alternative solutions in decision making. These interactive controls include those for assigning capability priorities and for adjusting system performance measures, thus providing for what-if scenarios and options in strategic decision-making. In this holistic approach to capability management, several cross functional processes were highlighted as relevant amongst the different management disciplines. In terms of assessing an organization’s ability to adopt this approach, consideration was given to the P3M3 management maturity model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management" title="management">management</a>, <a href="https://publications.waset.org/abstracts/search?q=systems" title=" systems"> systems</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=scorecard" title=" scorecard"> scorecard</a> </p> <a href="https://publications.waset.org/abstracts/47423/performance-management-of-tangible-assets-within-the-balanced-scorecard-and-interactive-business-decision-tools" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47423.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">322</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">499</span> Adoption of Performance Management System in a Saudi Telecom Company: An Institutional Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20Buhaya">Mohammed Buhaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: The purpose of this study is to analyze the decision, implementation process and the outcomes of the introduction of the balanced scorecard in a developing country having particular regard to the impacts of agency and institutional, endogenous and exogenous. Design/methodology/approach: This study builds on a longitudinal explanatory case study, an institutional framework, especially Ter-Bogt and Scapens (2014) framework. Findings: Empirical findings drawn from a telecom company indicate that the dynamics of change of the company are influenced by the interconnection of external institutions and the company's situation and internal institutions encompassing issues of power, politics, and culture. Organizational practice introduced to secure external legitimacy is not always the case. The adoption of the balanced scorecard was the instrumental manner and had revolutionary change. Originality/value: In contrast to much previous research on management accounting practice, the paper analyses the process of change in one of developing country. The study also sheds new light on the power of religion as one of institutional logics and how this logic rises to potential to influence management accounting change among actors and achieving the company’s targets. This paper highlights how the culture and values can play a vital role in making the process of change smoother. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard" title="balanced scorecard">balanced scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=institutional" title=" institutional"> institutional</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20accounting%20practice" title=" management accounting practice"> management accounting practice</a>, <a href="https://publications.waset.org/abstracts/search?q=rules" title=" rules"> rules</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20routines" title=" and routines "> and routines </a> </p> <a href="https://publications.waset.org/abstracts/90558/adoption-of-performance-management-system-in-a-saudi-telecom-company-an-institutional-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/90558.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> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">498</span> Application of Balance Score Card (BSc) in Education: Case of the International University</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hieu%20Nguyen">Hieu Nguyen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Performance management is the concern of any organizations in the context of increasing demand and fierce competition between education institution. This paper draws together the performance management concepts and focuses specifically to Balance Scorecard in the context of education. The study employs semi-structured in-depth interview to explore the measurement items for each of the sub-objectives in the four perspectives. Each of the perspectives’ explored measurement items will then be discussed the role and influence of them towards the perspective and how to improve the measurements to have improved performance management. Finally, the measurements will be put together as a suggested balanced scorecard framework in the case of International University. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=performance%20management" title="performance management">performance management</a>, <a href="https://publications.waset.org/abstracts/search?q=education%20institution" title=" education institution"> education institution</a>, <a href="https://publications.waset.org/abstracts/search?q=balance%20scorecard" title=" balance scorecard"> balance scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=measurement%20items" title=" measurement items"> measurement items</a>, <a href="https://publications.waset.org/abstracts/search?q=four%20perspectives" title=" four perspectives"> four perspectives</a>, <a href="https://publications.waset.org/abstracts/search?q=international%20univeristy" title=" international univeristy"> international univeristy</a> </p> <a href="https://publications.waset.org/abstracts/36657/application-of-balance-score-card-bsc-in-education-case-of-the-international-university" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36657.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">411</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">497</span> The Impact of Iso 9001 Certification on Brazilian Firms’ Performance: Insights from Multiple Case Studies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Matheus%20Borges%20Carneiro">Matheus Borges Carneiro</a>, <a href="https://publications.waset.org/abstracts/search?q=Fabiane%20Leticia%20Lizarelli"> Fabiane Leticia Lizarelli</a>, <a href="https://publications.waset.org/abstracts/search?q=Jos%C3%A9%20Carlos%20De%20%20Toledo"> José Carlos De Toledo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The evolution of quality management by companies was strongly enabled by, among others, ISO 9001 certification, which is considered a crucial requirement for several customers. Likewise, performance measurement provides useful insights for companies to identify the reflection of their decision-making process on their improvement. One of the most used performance measurement models is the balanced scorecard (BSC), which uses four perspectives to address a firm’s performance: financial, internal process, customer satisfaction, and learning and growth. Studies related to ISO 9001 and business performance have mostly adopted a quantitative approach to identify the standard’s causal effect on a firm’s performance. However, to verify how this influence may occur, an in-depth analysis within a qualitative approach is required. Therefore, this paper aims to verify the impact of ISO 9001:2015 on Brazilian firms’ performance based on the balanced scorecard perspective. Hence, nine certified companies located in the Southeast region of Brazil were studied through a multiple case study approach. Within this study, it was possible to identify the positive impact of ISO 9001 on firms’ overall performance, and four Critical Success Factors (CSFs) were identified as relevant on the linkage among ISO 9001 and firms’ performance: employee involvement, top management, process management, and customer focus. Due to the COVID-19 pandemic, the number of interviews was limited to the quality manager specialist, and the sample was limited since several companies were closed during the period of the study. This study presents an in-depth analysis of how the relationship between ISO 9001 certification and firms’ performance in a developing country is. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard" title="balanced scorecard">balanced scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=Brazilian%20firms%E2%80%99%20performance" title=" Brazilian firms’ performance"> Brazilian firms’ performance</a>, <a href="https://publications.waset.org/abstracts/search?q=critical%20success%20factors" title=" critical success factors"> critical success factors</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%209001%20certification" title=" ISO 9001 certification"> ISO 9001 certification</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20measurement" title=" performance measurement"> performance measurement</a> </p> <a href="https://publications.waset.org/abstracts/135697/the-impact-of-iso-9001-certification-on-brazilian-firms-performance-insights-from-multiple-case-studies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/135697.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">198</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">496</span> Project Objective Structure Model: An Integrated, Systematic and Balanced Approach in Order to Achieve Project Objectives</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Reza%20Oftadeh">Mohammad Reza Oftadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the article is to describe project objective structure (POS) concept that was developed on research activities and experiences about project management, Balanced Scorecard (BSC) and European Foundation Quality Management Excellence Model (EFQM Excellence Model). Furthermore, this paper tries to define a balanced, systematic, and integrated measurement approach to meet project objectives and project strategic goals based on a process-oriented model. In this paper, POS is suggested in order to measure project performance in the project life cycle. After using the POS model, the project manager can ensure in order to achieve the project objectives on the project charter. This concept can help project managers to implement integrated and balanced monitoring and control project work. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20objectives" title="project objectives">project objectives</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20performance%20management" title=" project performance management"> project performance management</a>, <a href="https://publications.waset.org/abstracts/search?q=PMBOK" title=" PMBOK"> PMBOK</a>, <a href="https://publications.waset.org/abstracts/search?q=key%20performance%20indicators" title=" key performance indicators"> key performance indicators</a>, <a href="https://publications.waset.org/abstracts/search?q=integration%20management" title=" integration management"> integration management</a> </p> <a href="https://publications.waset.org/abstracts/102403/project-objective-structure-model-an-integrated-systematic-and-balanced-approach-in-order-to-achieve-project-objectives" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/102403.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">378</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">495</span> Adopted Method of Information System Strategy for Knowledge Management System: A Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elin%20Cahyaningsih">Elin Cahyaningsih</a>, <a href="https://publications.waset.org/abstracts/search?q=Dana%20Indra%20Sensuse"> Dana Indra Sensuse</a>, <a href="https://publications.waset.org/abstracts/search?q=Wahyu%20Catur%20Wibowo"> Wahyu Catur Wibowo</a>, <a href="https://publications.waset.org/abstracts/search?q=Sofiyanti%20Indriasari"> Sofiyanti Indriasari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Bureaucracy reform program drives Indonesian government to change their management and supporting unit in order to enhance their organization performance. Information technology as one of supporting unit became one of strategic plan that organization tried to improve, because IT can automate and speed up process, reduce business process life cycle become more effective and efficient. Knowledge management system is a technology application for supporting knowledge management implementation in government which is requirement based on problem and potential functionality of each knowledge management process. Define knowledge management that suitable for each organization it is difficult, that why we should make the knowledge management system strategy as an alignment of knowledge management process in the organization. Knowledge management system is one of information system development in people perspective, because this system has high dependency in human interaction and participation. Strategic plan for developing knowledge management system can be determine using some of information system strategic methods. This research conducted to define type of strategic method of information system, stage of activity each method, the strategic method strength and weakness. The author use literature review methods for identify and classify strategic methods of information system for differentiate method type, categorize common activities, strength and weakness. Result of this research are determine and compare six strategic information system methods, there are Balanced Scorecard, Five Force Porter, SWOT analysis, Value Chain Analysis, Risk Analysis and Gap Analysis. Balanced Scorecard and Risk Analysis believe as common strategic method that usually used and have the highest excellence strength. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20system" title="knowledge management system">knowledge management system</a>, <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard" title=" balanced scorecard"> balanced scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=five%20force" title=" five force"> five force</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20analysis" title=" risk analysis"> risk analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=gap%20analysis" title=" gap analysis"> gap analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20chain%20analysis" title=" value chain analysis"> value chain analysis</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/15151/adopted-method-of-information-system-strategy-for-knowledge-management-system-a-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15151.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">478</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">494</span> Using Balanced Scorecard Performance Metrics in Gauging the Delivery of Stakeholder Value in Higher Education: the Assimilation of Industry Certifications within a Business Program Curriculum</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Thomas%20J.%20Bell%20III">Thomas J. Bell III</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper explores the value of assimilating certification training within a traditional course curriculum. This innovative approach is believed to increase stakeholder value within the Computer Information System program at Texas Wesleyan University. Stakeholder value is obtained from increased job marketability and critical thinking skills that create employment-ready graduates. This paper views value as first developing the capability to earn an industry-recognized certification, which provides the student with more job placement compatibility while allowing the use of critical thinking skills in a liberal arts business program. Graduates with industry-based credentials are often given preference in the hiring process, particularly in the information technology sector. And without a pioneering curriculum that better prepares students for an ever-changing employment market, its educational value is dubiously questioned. Since certifications are trending in the hiring process, academic programs should explore the viability of incorporating certification training into teaching pedagogy and courses curriculum. This study will examine the use of the balanced scorecard across four performance dimensions (financial, customer, internal process, and innovation) to measure the stakeholder value of certification training within a traditional course curriculum. The balanced scorecard as a strategic management tool may provide insight for leveraging resource prioritization and decisions needed to achieve various curriculum objectives and long-term value while meeting multiple stakeholders' needs, such as students, universities, faculty, and administrators. The research methodology will consist of quantitative analysis that includes (1) surveying over one-hundred students in the CIS program to learn what factor(s) contributed to their certification exam success or failure, (2) interviewing representatives from the Texas Workforce Commission to identify the employment needs and trends in the North Texas (Dallas/Fort Worth) area, (3) reviewing notable Workforce Innovation and Opportunity Act publications on training trends across several local business sectors, and (4) analyzing control variables to identify specific correlations between industry alignment and job placement to determine if a correlation exists. These findings may provide helpful insight into impactful pedagogical teaching techniques and curriculum that positively contribute to certification credentialing success. And should these industry-certified students land industry-related jobs that correlate with their certification credential value, arguably, stakeholder value has been realized. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=certification%20exam%20teaching%20pedagogy" title="certification exam teaching pedagogy">certification exam teaching pedagogy</a>, <a href="https://publications.waset.org/abstracts/search?q=exam%20preparation" title=" exam preparation"> exam preparation</a>, <a href="https://publications.waset.org/abstracts/search?q=testing%20techniques" title=" testing techniques"> testing techniques</a>, <a href="https://publications.waset.org/abstracts/search?q=exam%20study%20tips" title=" exam study tips"> exam study tips</a>, <a href="https://publications.waset.org/abstracts/search?q=passing%20certification%20exams" title=" passing certification exams"> passing certification exams</a>, <a href="https://publications.waset.org/abstracts/search?q=embedding%20industry%20certification%20and%20curriculum%20alignment" title=" embedding industry certification and curriculum alignment"> embedding industry certification and curriculum alignment</a>, <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard%20performance%20evaluation" title=" balanced scorecard performance evaluation"> balanced scorecard performance evaluation</a> </p> <a href="https://publications.waset.org/abstracts/155622/using-balanced-scorecard-performance-metrics-in-gauging-the-delivery-of-stakeholder-value-in-higher-education-the-assimilation-of-industry-certifications-within-a-business-program-curriculum" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/155622.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">108</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">493</span> The Impacts of New Digital Technology Transformation on Singapore Healthcare Sector: Case Study of a Public Hospital in Singapore from a Management Accounting Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Junqi%20Zou">Junqi Zou</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As one of the world’s most tech-ready countries, Singapore has initiated the Smart Nation plan to harness the full power and potential of digital technologies to transform the way people live and work, through the more efficient government and business processes, to make the economy more productive. The key evolutions of digital technology transformation in healthcare and the increasing deployment of Internet of Things (IoTs), Big Data, AI/cognitive, Robotic Process Automation (RPA), Electronic Health Record Systems (EHR), Electronic Medical Record Systems (EMR), Warehouse Management System (WMS in the most recent decade have significantly stepped up the move towards an information-driven healthcare ecosystem. The advances in information technology not only bring benefits to patients but also act as a key force in changing management accounting in healthcare sector. The aim of this study is to investigate the impacts of digital technology transformation on Singapore’s healthcare sector from a management accounting perspective. Adopting a Balanced Scorecard (BSC) analysis approach, this paper conducted an exploratory case study of a newly launched Singapore public hospital, which has been recognized as amongst the most digitally advanced healthcare facilities in Asia-Pacific region. Specifically, this study gains insights on how the new technology is changing healthcare organizations’ management accounting from four perspectives under the Balanced Scorecard approach, 1) Financial Perspective, 2) Customer (Patient) Perspective, 3) Internal Processes Perspective, and 4) Learning and Growth Perspective. Based on a thorough review of archival records from the government and public, and the interview reports with the hospital’s CIO, this study finds the improvements from all the four perspectives under the Balanced Scorecard framework as follows: 1) Learning and Growth Perspective: The Government (Ministry of Health) works with the hospital to open up multiple training pathways to health professionals that upgrade and develops new IT skills among the healthcare workforce to support the transformation of healthcare services. 2) Internal Process Perspective: The hospital achieved digital transformation through Project OneCare to integrate clinical, operational, and administrative information systems (e.g., EHR, EMR, WMS, EPIB, RTLS) that enable the seamless flow of data and the implementation of JIT system to help the hospital operate more effectively and efficiently. 3) Customer Perspective: The fully integrated EMR suite enhances the patient’s experiences by achieving the 5 Rights (Right Patient, Right Data, Right Device, Right Entry and Right Time). 4) Financial Perspective: Cost savings are achieved from improved inventory management and effective supply chain management. The use of process automation also results in a reduction of manpower costs and logistics cost. To summarize, these improvements identified under the Balanced Scorecard framework confirm the success of utilizing the integration of advanced ICT to enhance healthcare organization’s customer service, productivity efficiency, and cost savings. Moreover, the Big Data generated from this integrated EMR system can be particularly useful in aiding management control system to optimize decision making and strategic planning. To conclude, the new digital technology transformation has moved the usefulness of management accounting to both financial and non-financial dimensions with new heights in the area of healthcare management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard" title="balanced scorecard">balanced scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20technology%20transformation" title=" digital technology transformation"> digital technology transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=healthcare%20ecosystem" title=" healthcare ecosystem"> healthcare ecosystem</a>, <a href="https://publications.waset.org/abstracts/search?q=integrated%20information%20system" title=" integrated information system"> integrated information system</a> </p> <a href="https://publications.waset.org/abstracts/93460/the-impacts-of-new-digital-technology-transformation-on-singapore-healthcare-sector-case-study-of-a-public-hospital-in-singapore-from-a-management-accounting-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/93460.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">492</span> Understanding of Malaysian Community Disaster Resilience: Australian Scorecard Adaptation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Salizar%20Mohamed%20Ludin">Salizar Mohamed Ludin</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohd%20Khairul%20Hasyimi%20Firdaus"> Mohd Khairul Hasyimi Firdaus</a>, <a href="https://publications.waset.org/abstracts/search?q=Paul%20Arbon"> Paul Arbon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: This paper aims to develop Malaysian Government and community-level critical thinking, planning and action for improving community disaster resilience by reporting Phase 1, Part 1 of a larger community disaster resilience measurement study about adapting the Torrens Resilience Institute Australian Community Disaster Resilience Scorecard to the Malaysian context. Methodology: Pparticipatory action research encouraged key people involved in managing the six most affected areas in the 2014 flooding of Kelantan in Malaysia’s north-east to participate in discussions about adapting and self-testing the Australian Community Disaster Resilience Scorecard to measure and improve their communities’ disaster resilience. Findings: Communities need to strengthen their disaster resilience through better communication, cross-community cooperation, maximizing opportunities to compare their plans, actions and reactions with those reported in research publications, and aligning their community disaster management with reported best practice internationally while acknowledging the need to adapt such practice to local contexts. Research implications: There is a need for a Malaysia-wide, simple-to-use, standardized disaster resilience scorecard to improve the quality, quantity and capability of healthcare and emergency services’ preparedness, and to facilitate urgent reallocation of aid. Value: This study is the first of its kind in Malaysia. The resulting community disaster resilience guideline based on participants’ feedback about the Kelantan floods and scorecard self-testing has the potential for further adaptation to suit contexts across Malaysia, as well as demonstrating how the scorecard can be adapted for international use. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=community%20disaster%20resilience" title="community disaster resilience">community disaster resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=CDR%20Scorecard" title=" CDR Scorecard"> CDR Scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=participatory%20action%20research" title=" participatory action research"> participatory action research</a>, <a href="https://publications.waset.org/abstracts/search?q=flooding" title=" flooding"> flooding</a>, <a href="https://publications.waset.org/abstracts/search?q=Malaysia" title=" Malaysia"> Malaysia</a> </p> <a href="https://publications.waset.org/abstracts/44411/understanding-of-malaysian-community-disaster-resilience-australian-scorecard-adaptation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44411.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">336</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">491</span> Development of Automated Quality Management System for the Management of Heat Networks</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nigina%20Toktasynova">Nigina Toktasynova</a>, <a href="https://publications.waset.org/abstracts/search?q=Sholpan%20Sagyndykova"> Sholpan Sagyndykova</a>, <a href="https://publications.waset.org/abstracts/search?q=Zhanat%20Kenzhebayeva"> Zhanat Kenzhebayeva</a>, <a href="https://publications.waset.org/abstracts/search?q=Maksat%20Kalimoldayev"> Maksat Kalimoldayev</a>, <a href="https://publications.waset.org/abstracts/search?q=Mariya%20Ishimova"> Mariya Ishimova</a>, <a href="https://publications.waset.org/abstracts/search?q=Irbulat%20Utepbergenov"> Irbulat Utepbergenov</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Any business needs a stable operation and continuous improvement, therefore it is necessary to constantly interact with the environment, to analyze the work of the enterprise in terms of employees, executives and consumers, as well as to correct any inconsistencies of certain types of processes and their aggregate. In the case of heat supply organizations, in addition to suppliers, local legislation must be considered which often is the main regulator of pricing of services. In this case, the process approach used to build a functional organizational structure in these types of businesses in Kazakhstan is a challenge not only in the implementation, but also in ways of analyzing the employee's salary. To solve these problems, we investigated the management system of heating enterprise, including strategic planning based on the balanced scorecard (BSC), quality management in accordance with the standards of the Quality Management System (QMS) ISO 9001 and analysis of the system based on expert judgment using fuzzy inference. To carry out our work we used the theory of fuzzy sets, the QMS in accordance with ISO 9001, BSC according to the method of Kaplan and Norton, method of construction of business processes according to the notation IDEF0, theory of modeling using Matlab software simulation tools and graphical programming LabVIEW. The results of the work are as follows: We determined possibilities of improving the management of heat-supply plant-based on QMS; after the justification and adaptation of software tool it has been used to automate a series of functions for the management and reduction of resources and for the maintenance of the system up to date; an application for the analysis of the QMS based on fuzzy inference has been created with novel organization of communication software with the application enabling the analysis of relevant data of enterprise management system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard" title="balanced scorecard">balanced scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=heat%20supply" title=" heat supply"> heat supply</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management%20system" title=" quality management system"> quality management system</a>, <a href="https://publications.waset.org/abstracts/search?q=the%20theory%20of%20fuzzy%20sets" title=" the theory of fuzzy sets"> the theory of fuzzy sets</a> </p> <a href="https://publications.waset.org/abstracts/30629/development-of-automated-quality-management-system-for-the-management-of-heat-networks" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30629.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">367</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">490</span> Balanced Scorecard (BSC) Project : A Methodological Proposal for Decision Support in a Corporate Scenario</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=David%20de%20Oliveira%20Costa">David de Oliveira Costa</a>, <a href="https://publications.waset.org/abstracts/search?q=Miguel%20%C3%82ngelo%20Lellis%20Moreira"> Miguel Ângelo Lellis Moreira</a>, <a href="https://publications.waset.org/abstracts/search?q=Carlos%20Francisco%20Sim%C3%B5es%20Gomes"> Carlos Francisco Simões Gomes</a>, <a href="https://publications.waset.org/abstracts/search?q=Daniel%20Augusto%20de%20Moura%20Pereira"> Daniel Augusto de Moura Pereira</a>, <a href="https://publications.waset.org/abstracts/search?q=Marcos%20dos%20Santos"> Marcos dos Santos</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategic management is a fundamental process for global companies that intend to remain competitive in an increasingly dynamic and complex market. To do so, it is necessary to maintain alignment with their principles and values. The Balanced Scorecard (BSC) proposes to ensure that the overall business performance is based on different perspectives (financial, customer, internal processes, and learning and growth). However, relying solely on the BSC may not be enough to ensure the success of strategic management. It is essential that companies also evaluate and prioritize strategic projects that need to be implemented to ensure they are aligned with the business vision and contribute to achieving established goals and objectives. In this context, the proposition involves the incorporation of the SAPEVO-M multicriteria method to indicate the degree of relevance between different perspectives. Thus, the strategic objectives linked to these perspectives have greater weight in the classification of structural projects. Additionally, it is proposed to apply the concept of the Impact & Probability Matrix (I&PM) to structure and ensure that strategic projects are evaluated according to their relevance and impact on the business. By structuring the business's strategic management in this way, alignment and prioritization of projects and actions related to strategic planning are ensured. This ensures that resources are directed towards the most relevant and impactful initiatives. Therefore, the objective of this article is to present the proposal for integrating the BSC methodology, the SAPEVO-M multicriteria method, and the prioritization matrix to establish a concrete weighting of strategic planning and obtain coherence in defining strategic projects aligned with the business vision. This ensures a robust decision-making support process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=MCDA%20process" title="MCDA process">MCDA process</a>, <a href="https://publications.waset.org/abstracts/search?q=prioritization%20problematic" title=" prioritization problematic"> prioritization problematic</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20strategy" title=" corporate strategy"> corporate strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=multicriteria%20method" title=" multicriteria method"> multicriteria method</a> </p> <a href="https://publications.waset.org/abstracts/174544/balanced-scorecard-bsc-project-a-methodological-proposal-for-decision-support-in-a-corporate-scenario" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/174544.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">81</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">489</span> Apollo Clinical Excellence Scorecard (ACE@25): An Initiative to Drive Quality Improvement in Hospitals</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anupam%20Sibal">Anupam Sibal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Whatever is measured tends to improve. With a view to objectively measuring and improving clinical quality across the Apollo Group Hospitals, the initiative of ACE @ 25 (Apollo Clinical Excellence@25) was launched on Jan 09. ACE @ 25 is a clinically balanced scorecard incorporating 25 clinical quality parameters involving complication rates, mortality rates, one-year survival rates and average length of stay after major procedures like liver and renal transplant, CABG, TKR, THR, TURP, PTCA, endoscopy, large bowel resection and MRM covering all major specialties. Also included are hospital acquired infection rates, pain satisfaction and medication errors. Benchmarks have been chosen from the world’s best hospitals. There are weighted scores for outcomes color coded green, orange and red. The cumulative score is 100. Data is reported monthly by 43 Group Hospitals online on the Lighthouse platform. Action taken reports for parameters falling in red are submitted quarterly and reviewed by the board. An audit team audits the data at all locations every six months. Scores are linked to appraisal of the medical head and there is an “ACE @ 25” Champion Award for the highest scorer. Scores for different parameters were variable from green to red at the start of the initiative. Most hospitals showed an improvement in scores over the last four years for parameters where they had showed scores in red or orange at the start of the initiative. The overall scores for the group have shown an increase from 72 in 2010 to 81 in 2015. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=benchmarks" title="benchmarks">benchmarks</a>, <a href="https://publications.waset.org/abstracts/search?q=clinical%20quality" title=" clinical quality"> clinical quality</a>, <a href="https://publications.waset.org/abstracts/search?q=lighthouse" title=" lighthouse"> lighthouse</a>, <a href="https://publications.waset.org/abstracts/search?q=platform" title=" platform"> platform</a>, <a href="https://publications.waset.org/abstracts/search?q=scores" title=" scores"> scores</a> </p> <a href="https://publications.waset.org/abstracts/42848/apollo-clinical-excellence-scorecard-ace-at-25-an-initiative-to-drive-quality-improvement-in-hospitals" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/42848.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">301</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">488</span> Balanced Score Card a Tool to Improve Naac Accreditation – a Case Study in Indian Higher Education</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=CA%20Kishore%20S.%20Peshori">CA Kishore S. Peshori</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Introduction: India, a country with vast diversity and huge population is going to have largest young population by 2020. Higher education has and will always be the basic requirement for making a developing nation to a developed nation. To improve any system it needs to be bench-marked. There have been various tools for bench-marking the systems. Education is delivered in India by universities which are mainly funded by government. This universities for delivering the education sets up colleges which are again funded mainly by government. Recently however there has also been autonomy given to universities and colleges. Moreover foreign universities are waiting to enter Indian boundaries. With a large number of universities and colleges it has become more and more necessary to measure this institutes for bench-marking. There have been various tools for measuring the institute. In India college assessments have been made compulsory by UGC. Naac has been offically recognised as the accrediation criteria. The Naac criteria has been based on seven criterias namely: 1. Curricular assessments, 2. Teaching learning and evaluation, 3. Research Consultancy and Extension, 4. Infrastructure and learning resources, 5. Student support and progression, 6. Governance leadership and management, 7. Innovation and best practices. The Naac tries to bench mark the institution for identification, sustainability, dissemination and adaption of best practices. It grades the institution according to this seven criteria and the funding of institution is based on these grades. Many of the colleges are struggling to get best of grades but they have not come across a systematic tool to achieve the results. Balanced Scorecard developed by Kaplan has been a successful tool for corporates to develop best of practices so as to increase their financial performance and also retain and increase their customers so as to grow the organization to next level.It is time to test this tool for an educational institute. Methodology: The paper tries to develop a prototype for college based on the secondary data. Once a prototype is developed the researcher based on questionnaire will try to test this tool for successful implementation. The success of this research will depend on its implementation of BSC on an institute and its grading improved due to this successful implementation. Limitation of time is a major constraint in this research as Naac cycle takes minimum 4 years for accreditation and reaccreditation the methodology will limit itself to secondary data and questionnaire to be circulated to colleges along with the prototype model of BSC. Conclusion: BSC is a successful tool for enhancing growth of an organization. Educational institutes are no exception to these. BSC will only have to be realigned to suit the Naac criteria. Once this prototype is developed the success will be tested only on its implementation but this research paper will be the first step towards developing this tool and will also initiate the success by developing a questionnaire and getting and evaluating the responses for moving to the next level of actual implementation <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard" title="balanced scorecard">balanced scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=bench%20marking" title=" bench marking"> bench marking</a>, <a href="https://publications.waset.org/abstracts/search?q=Naac" title=" Naac"> Naac</a>, <a href="https://publications.waset.org/abstracts/search?q=UGC" title=" UGC "> UGC </a> </p> <a href="https://publications.waset.org/abstracts/27348/balanced-score-card-a-tool-to-improve-naac-accreditation-a-case-study-in-indian-higher-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27348.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">272</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">487</span> Promoting Non-Formal Learning Mobility in the Field of Youth</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Juha%20Kettunen">Juha Kettunen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to develop a framework for the assessment of research and development projects. The assessment map is developed in this study based on the strategy map of the balanced scorecard approach. The assessment map is applied in a project that aims to reduce the inequality and risk of exclusion of young people from disadvantaged social groups. The assessment map denotes that not only funding but also necessary skills and qualifications should be carefully assessed in the implementation of the project plans so as to achieve the objectives of projects and the desired impact. The results of this study are useful for those who want to develop the implementation of the Erasmus+ Programme and the project teams of research and development projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=non-formal%20learning" title="non-formal learning">non-formal learning</a>, <a href="https://publications.waset.org/abstracts/search?q=youth%20work" title=" youth work"> youth work</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20inclusion" title=" social inclusion"> social inclusion</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a> </p> <a href="https://publications.waset.org/abstracts/64256/promoting-non-formal-learning-mobility-in-the-field-of-youth" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64256.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">294</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">486</span> Hamiltonian Paths and Cycles Passing through Prescribed Edges in the Balanced Hypercubes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dongqin%20Cheng">Dongqin Cheng</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The n-dimensional balanced hypercube BHn (n ≥ 1) has been proved to be a bipartite graph. Let P be a set of edges whose induced subgraph consists of pairwise vertex-disjoint paths. For any two vertices u, v from different partite sets of V (BHn). In this paper, we prove that if |P| ≤ 2n − 2 and the subgraph induced by P has neither u nor v as internal vertices, or both of u and v as end-vertices, then BHn contains a Hamiltonian path joining u and v passing through P. As a corollary, if |P| ≤ 2n−1, then the BHn contains a Hamiltonian cycle passing through P. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=interconnection%20network" title="interconnection network">interconnection network</a>, <a href="https://publications.waset.org/abstracts/search?q=balanced%20hypercube" title=" balanced hypercube"> balanced hypercube</a>, <a href="https://publications.waset.org/abstracts/search?q=Hamiltonian%20cycle" title=" Hamiltonian cycle"> Hamiltonian cycle</a>, <a href="https://publications.waset.org/abstracts/search?q=prescribed%20edges" title=" prescribed edges"> prescribed edges</a> </p> <a href="https://publications.waset.org/abstracts/75134/hamiltonian-paths-and-cycles-passing-through-prescribed-edges-in-the-balanced-hypercubes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/75134.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">205</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">485</span> Quality and Quantity in the Strategic Network of Higher Education Institutions</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Juha%20Kettunen">Juha Kettunen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p class="Abstract" style="text-indent:10.2pt">This study analyzes the quality and the size of the strategic network of higher education institutions. The study analyses the concept of fitness for purpose in quality assurance. It also analyses the transaction costs of networking that have consequences on the number of members in the network. Empirical evidence is presented of the Consortium on Applied Research and Professional Education, which is a European strategic network of six higher education institutions. The results of the study support the argument that the number of members in the strategic network should be relatively small to provide high quality results. The practical importance is that networking has been able to promote international research and development projects. The results of this study are important for those who want to design and improve international networks in higher education.<o:p></o:p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard" title="balanced scorecard">balanced scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20networking" title=" social networking"> social networking</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20planning" title=" strategic planning"> strategic planning</a> </p> <a href="https://publications.waset.org/abstracts/45062/quality-and-quantity-in-the-strategic-network-of-higher-education-institutions" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45062.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">348</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">484</span> A Model Architecture Transformation with Approach by Modeling: From UML to Multidimensional Schemas of Data Warehouses</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ouzayr%20Rabhi">Ouzayr Rabhi</a>, <a href="https://publications.waset.org/abstracts/search?q=Ibtissam%20Arrassen"> Ibtissam Arrassen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> To provide a complete analysis of the organization and to help decision-making, leaders need to have relevant data; Data Warehouses (DW) are designed to meet such needs. However, designing DW is not trivial and there is no formal method to derive a multidimensional schema from heterogeneous databases. In this article, we present a Model-Driven based approach concerning the design of data warehouses. We describe a multidimensional meta-model and also specify a set of transformations starting from a Unified Modeling Language (UML) metamodel. In this approach, the UML metamodel and the multidimensional one are both considered as a platform-independent model (PIM). The first meta-model is mapped into the second one through transformation rules carried out by the Query View Transformation (QVT) language. This proposal is validated through the application of our approach to generating a multidimensional schema of a Balanced Scorecard (BSC) DW. We are interested in the BSC perspectives, which are highly linked to the vision and the strategies of an organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=data%20warehouse" title="data warehouse">data warehouse</a>, <a href="https://publications.waset.org/abstracts/search?q=meta-model" title=" meta-model"> meta-model</a>, <a href="https://publications.waset.org/abstracts/search?q=model-driven%20architecture" title=" model-driven architecture"> model-driven architecture</a>, <a href="https://publications.waset.org/abstracts/search?q=transformation" title=" transformation"> transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=UML" title=" UML"> UML</a> </p> <a href="https://publications.waset.org/abstracts/143070/a-model-architecture-transformation-with-approach-by-modeling-from-uml-to-multidimensional-schemas-of-data-warehouses" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/143070.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">160</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">483</span> Dependence of Shaft Stiffness on the Crack Location</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=H.%20M.%20Mobarak">H. M. Mobarak</a>, <a href="https://publications.waset.org/abstracts/search?q=Helen%20Wu"> Helen Wu</a>, <a href="https://publications.waset.org/abstracts/search?q=Chunhui%20Yang"> Chunhui Yang </a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this study, an analytical model is developed to study crack breathing behavior under the effect of crack location and unbalance force. Crack breathing behavior is determined using effectual bending angle by studying the transient change in closed area of the crack. The status of the crack of a balanced shaft is symmetrical about shaft rotational angle and the duration of each crack status remains unchanged. The global stiffness of the balanced shaft is independent of crack location. Different crack breathing behavior for the unbalanced shaft has been observed. The influence of crack location on the unbalanced shaft stiffness can be divided into three regions. When the crack is located between 0.3L and 0.8335L, where L is the total length of the shaft, the unbalanced shaft is less stiff and when located outside this region it is stiffer than the balanced shaft. It was also found that unbalanced shaft stiffness has a maximum value with a crack at 0.1946L, a minimum value at 0.8053L and same value as balanced shaft at 0.3L and 0.8335L. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cracked%20shaft" title="cracked shaft">cracked shaft</a>, <a href="https://publications.waset.org/abstracts/search?q=crack%20location" title=" crack location"> crack location</a>, <a href="https://publications.waset.org/abstracts/search?q=shaft%20stiffness" title=" shaft stiffness"> shaft stiffness</a>, <a href="https://publications.waset.org/abstracts/search?q=unbalanced%20force" title=" unbalanced force"> unbalanced force</a> </p> <a href="https://publications.waset.org/abstracts/58562/dependence-of-shaft-stiffness-on-the-crack-location" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/58562.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">482</span> Representing a Methodology for Refinement of Strategic Objectives in Strategy Map Establishment: Combining Quality Function Deployment and Fuzzy Screening</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bijan%20Nahavandi">Bijan Nahavandi</a>, <a href="https://publications.waset.org/abstracts/search?q=Navid%20Jafarinejad"> Navid Jafarinejad</a>, <a href="https://publications.waset.org/abstracts/search?q=Somayeh%20Mehrafzad"> Somayeh Mehrafzad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategy maps represent the way of value creation in in each organization. Nowadays, implementation of strategy is the main concern for all organizations. Strategy map establishment is the start-up point of strategy implementation and this shows the critical importance of this concept. After some years past since emergence of strategy map, there are some shortcomings in its methodology that frequently quoted by many of researchers. One of these shortcomings is the shortage of a mechanism for refinement of objectives candidate for entrance to map. Organizations in practice have obsession and avidity to determine more number of objectives in strategy map. This study wants to represent a step by step approach to help obviate this problem using quality function deployment (QFD) as a helpful tool and fuzzy screening method. Finally, represented approach applies in a practical case and conclusions have been explained. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard" title="balanced scorecard">balanced scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20screening" title=" fuzzy screening"> fuzzy screening</a>, <a href="https://publications.waset.org/abstracts/search?q=house%20of%20strategic%20objectives%20%28HoSO%29" title=" house of strategic objectives (HoSO)"> house of strategic objectives (HoSO)</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20function%20deployment" title=" quality function deployment"> quality function deployment</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20map" title=" strategy map"> strategy map</a> </p> <a href="https://publications.waset.org/abstracts/34777/representing-a-methodology-for-refinement-of-strategic-objectives-in-strategy-map-establishment-combining-quality-function-deployment-and-fuzzy-screening" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34777.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">353</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">481</span> Assessing Knowledge Management Impacts: Challenges, Limits and Base for a New Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Patrick%20Mbassegue">Patrick Mbassegue</a>, <a href="https://publications.waset.org/abstracts/search?q=Mickael%20Gardoni"> Mickael Gardoni</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In a market environment centered more and more on services and the digital economy, knowledge management becomes a framework that can help organizations to create value and to improve their overall performance. Based on an optimal allocation of scarce resources, managers are interested in demonstrating the added value generated by knowledge management projects. One of the challenges faced by organizations is the difficulty in measuring impacts and concrete results of knowledge management initiatives. The present article concerns the measure of concrete results coming from knowledge management projects based on balance scorecard model. One of the goals is to underline what can be done based on this model but also to highlight the limits associated. The present article is structured in five parts; 1-knowledge management projects and organizational impacts; 2- a framework and a methodology to measure organizational impacts; 3- application illustrated in two case studies; 4- limits concerning the proposed framework; 5- the proposal of a new framework to measure organizational impacts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=project" title=" project"> project</a>, <a href="https://publications.waset.org/abstracts/search?q=balance%20scorecard" title=" balance scorecard"> balance scorecard</a>, <a href="https://publications.waset.org/abstracts/search?q=impacts" title=" impacts"> impacts</a> </p> <a href="https://publications.waset.org/abstracts/54657/assessing-knowledge-management-impacts-challenges-limits-and-base-for-a-new-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54657.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">262</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">480</span> Effect of Yogurt on Blood and Liver Lipids Lavel in Rats</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nora%20Mohammed%20Al-Kehayez">Nora Mohammed Al-Kehayez</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This present investigation was performed to study the effect of low fat yogurt on serum and liver lipids profile of male albino rats (weighing 100 g+or- 5 gram) when fed balanced or high fat high cholesterol diets and given yogurt ad libitum compared with control groups. Rats were divided into 4 groups, each group contains 6 rats. The groups of rats were fed as follows: Group(1) was fed balanced diet + water(control). Group(2) was fed balanced diet + low fat yogurt. Group(3) was fed high fat high cholesterol diet + water(Control). Group(4) was fed high fat high cholesterol diet + low fat yogurt. The obtained results could be summarized as follows: When rats were given low fat yogurt and fed balanced or high fat high cholesterol diets a significantly greater weight gains resulted in comparison with the control groups given water instead of yogurt. The data on the weights of liver and heart expressed' as percentage increased the body weight in case of rats which were fed balanced diet with low fat yogurt while in case of rats which were fed high fat high cholesterol diet with low fat yogurt the increment scenes to be less. Results of serum cholesterol levels in serum of rats were given balanced or high fat high cholesterol diets and consuming low fat yogurt was showed a significant reduction values. However the low fat yogurt produced the highest significant decrease values. The values of serum cholesterol go hand in hand with serum lipoprotein fractions in rats given low fat yogurt with both balanced or high fat high cholesterol diets. An increase of high density lipoprotein HDL-C and a decrease of low density lipoprotein LDL-C values were obtained. When rats ingested low fat yogurt a significant decrease in serum and liver triglycerides content was obtained wether with balanced or high fat high cholesterol diets. Rats consuming high fat high cholesterol diets with water showed a significant increase in liver total lipids, total cholesterol and phospholipides levels in comparison with the same liver parameters in rats given balanced diet with water. Supplement with low fat yogurt significantly suppressed these effects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=yogurt" title="yogurt">yogurt</a>, <a href="https://publications.waset.org/abstracts/search?q=lipids%20profile" title=" lipids profile"> lipids profile</a>, <a href="https://publications.waset.org/abstracts/search?q=albino" title=" albino"> albino</a>, <a href="https://publications.waset.org/abstracts/search?q=rats" title=" rats"> rats</a> </p> <a href="https://publications.waset.org/abstracts/31460/effect-of-yogurt-on-blood-and-liver-lipids-lavel-in-rats" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31460.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">423</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">479</span> A Report of 5-Months-Old Baby with Balanced Chromosomal Rearrangements along with Phenotypic Abnormalities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohit%20Kumar">Mohit Kumar</a>, <a href="https://publications.waset.org/abstracts/search?q=Beklashwar%20Salona"> Beklashwar Salona</a>, <a href="https://publications.waset.org/abstracts/search?q=Shiv%20Murti"> Shiv Murti</a>, <a href="https://publications.waset.org/abstracts/search?q=Mukesh%20Singh"> Mukesh Singh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We report here a case of five-months old male baby, born as second child of non-consanguineous parents with no considerable history of genetic abnormality which was referred to our cytogenetic laboratory for chromosomal analysis. Physical dysmorphic facial features including mongoloid face, cleft palate, simian crease, and developmental delay were observed. We present this case with unique balanced autosomal translocation of t(3;10)(p21;p13). The risk of phenotypic abnormalities based on de novo balanced translocation was estimated to be 7%. The association of balanced chromosomal rearrangement with Down syndrome features such as multiple congenital anomalies, facial dysmorphism and congenital heart anomalies are very rare in a 5-months old male child. Trisomy-21 is not uncommon in chromosomal abnormality with the birth defect and balanced translocations are frequently observed in patients with secondary infertility or recurrent spontaneous abortion (RSA). Two ml heparinized peripheral blood cells cultured in RPMI-1640 for 72 hours supplemented with 20% fetal bovine serum, phytohemagglutinin (PHA), and antibiotics were used for chromosomal analysis. A total 30 metaphases images were captured using Olympus-BX51 microscope and analyzed using Bio-view karyotyping software through GTG-banding (G bands by trypsin and Giemsa) according to International System for Human Cytogenetic Nomenclature 2016. The results showed balanced translocation between short arm of chromosome # 3 and short arm of chromosome # 10. The karyotype of the child was found to be 46,XY,t(3;10)(p21; p13). Chromosomal abnormalities are one of the major causes of birth defect in new born babies. Also, balanced translocations are frequently observed in patients with secondary infertility or recurrent spontaneous abortion. The index case presented with dysmorphic facial features and had a balanced translocation 46,XY,t(3;10)(p21;p13). This translocation with break points at (p21; p13) has not been reported in the literature in a child with facial dysmorphism. To the best of our knowledge, this is the first report of novel balanced translocation t(3;10) with break points in a child with dysmorphic features. We found balanced chromosomal translocation instead of any trisomy or unbalanced aberrations along with some phenotypic abnormalities. Therefore, we suggest that such novel balanced translocation with abnormal phenotype should be reported in order to enable the pathologist, pediatrician, and gynecologist to have a better insight into the intricacies of chromosomal abnormalities and their associated phenotypic features. We hypothesized that dysmorphic features as seen in this case may be the result of change in the pattern of genes located at the breakpoint area in balanced translocations or may be due to deletion or mutation of genes located on the p-arm of chromosome # 3 and p-arm of chromosome # 10. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=balanced%20translocation" title="balanced translocation">balanced translocation</a>, <a href="https://publications.waset.org/abstracts/search?q=karyotyping" title=" karyotyping"> karyotyping</a>, <a href="https://publications.waset.org/abstracts/search?q=phenotypic%20abnormalities" title=" phenotypic abnormalities"> phenotypic abnormalities</a>, <a href="https://publications.waset.org/abstracts/search?q=facial%20dimorphisms" title=" facial dimorphisms"> facial dimorphisms</a> </p> <a href="https://publications.waset.org/abstracts/77373/a-report-of-5-months-old-baby-with-balanced-chromosomal-rearrangements-along-with-phenotypic-abnormalities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/77373.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">478</span> Model Order Reduction of Continuous LTI Large Descriptor System Using LRCF-ADI and Square Root Balanced Truncation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Sahadet%20Hossain">Mohammad Sahadet Hossain</a>, <a href="https://publications.waset.org/abstracts/search?q=Shamsil%20Arifeen"> Shamsil Arifeen</a>, <a href="https://publications.waset.org/abstracts/search?q=Mehrab%20Hossian%20Likhon"> Mehrab Hossian Likhon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, we analyze a linear time invariant (LTI) descriptor system of large dimension. Since these systems are difficult to simulate, compute and store, we attempt to reduce this large system using Low Rank Cholesky Factorized Alternating Directions Implicit (LRCF-ADI) iteration followed by Square Root Balanced Truncation. LRCF-ADI solves the dual Lyapunov equations of the large system and gives low-rank Cholesky factors of the gramians as the solution. Using these cholesky factors, we compute the Hankel singular values via singular value decomposition. Later, implementing square root balanced truncation, the reduced system is obtained. The bode plots of original and lower order systems are used to show that the magnitude and phase responses are same for both the systems. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=low-rank%20cholesky%20factor%20alternating%20directions%20implicit%20iteration" title="low-rank cholesky factor alternating directions implicit iteration">low-rank cholesky factor alternating directions implicit iteration</a>, <a href="https://publications.waset.org/abstracts/search?q=LTI%20Descriptor%20system" title=" LTI Descriptor system"> LTI Descriptor system</a>, <a href="https://publications.waset.org/abstracts/search?q=Lyapunov%20equations" title=" Lyapunov equations"> Lyapunov equations</a>, <a href="https://publications.waset.org/abstracts/search?q=Square-root%20balanced%20truncation" title=" Square-root balanced truncation"> Square-root balanced truncation</a> </p> <a href="https://publications.waset.org/abstracts/26947/model-order-reduction-of-continuous-lti-large-descriptor-system-using-lrcf-adi-and-square-root-balanced-truncation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26947.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">418</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">477</span> The Operating Behaviour of Unbalanced Unpaced Merging Assembly Lines</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20Shaaban">S. Shaaban</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20McNamara"> T. McNamara</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Hudson"> S. Hudson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper reports on the performance of deliberately unbalanced, reliable, non-automated and assembly lines that merge, whose workstations differ in terms of their mean operation times. Simulations are carried out on 5- and 8-station lines with 1, 2 and 4 buffer capacity units, % degrees of line imbalance of 2, 5 and 12, and 24 different patterns of means imbalance. Data on two performance measures, namely throughput and average buffer level were gathered, statistically analysed and compared to a merging balanced line counterpart. It was found that the best configurations are a balanced line arrangement and a monotone decreasing order for each of the parallel merging lines, with the first generally resulting in a lower throughput and the second leading to a lower average buffer level than those of a balanced line. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=average%20buffer%20level" title="average buffer level">average buffer level</a>, <a href="https://publications.waset.org/abstracts/search?q=merging%20lines" title=" merging lines"> merging lines</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation" title=" simulation"> simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=throughput" title=" throughput"> throughput</a>, <a href="https://publications.waset.org/abstracts/search?q=unbalanced" title=" unbalanced"> unbalanced</a> </p> <a href="https://publications.waset.org/abstracts/42374/the-operating-behaviour-of-unbalanced-unpaced-merging-assembly-lines" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/42374.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">321</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=balanced%20scorecard&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=balanced%20scorecard&page=3">3</a></li> <li class="page-item"><a class="page-link" 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