CINXE.COM

<!DOCTYPE html> <html lang="en" dir="ltr"> <head>  <script async src="https://www.googletagmanager.com/gtag/js?id=G-P63WKM1TM1"></script> <script> window.dataLayer = window.dataLayer || []; function gtag(){dataLayer.push(arguments);} gtag('js', new Date()); gtag('config', 'G-P63WKM1TM1'); </script>  <script type="text/javascript" > (function(m,e,t,r,i,k,a){m[i]=m[i]||function(){(m[i].a=m[i].a||[]).push(arguments)}; m[i].l=1*new Date(); for (var j = 0; j < document.scripts.length; j++) {if (document.scripts[j].src === r) { return; }} k=e.createElement(t),a=e.getElementsByTagName(t)[0],k.async=1,k.src=r,a.parentNode.insertBefore(k,a)}) (window, document, "script", "https://mc.yandex.ru/metrika/tag.js", "ym"); ym(55165297, "init", { clickmap:false, trackLinks:true, accurateTrackBounce:true, webvisor:false }); </script> <noscript><div><img src="https://mc.yandex.ru/watch/55165297" style="position:absolute; left:-9999px;" alt="" /></div></noscript>    <title>Search results for: mMulti-perspective business processes</title> <meta name="description" content="Search results for: mMulti-perspective business processes"> <meta name="keywords" content="mMulti-perspective business processes"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler ml-auto" type="button" data-toggle="collapse" data-target="#navbarMenu" aria-controls="navbarMenu" aria-expanded="false" aria-label="Toggle navigation"> <span class="navbar-toggler-icon"></span> </button> <div class="w-100"> <div class="d-none d-lg-flex flex-row-reverse"> <form method="get" action="https://waset.org/search" class="form-inline my-2 my-lg-0"> <input class="form-control mr-sm-2" type="search" placeholder="Search Conferences" value="mMulti-perspective business processes" name="q" aria-label="Search"> <button class="btn btn-light my-2 my-sm-0" type="submit"><i class="fas fa-search"></i></button> </form> </div> <div class="collapse navbar-collapse mt-1" id="navbarMenu"> <ul class="navbar-nav ml-auto align-items-center" id="mainNavMenu"> <li class="nav-item"> <a class="nav-link" href="https://waset.org/conferences" title="Conferences in 2024/2025/2026">Conferences</a> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/disciplines" title="Disciplines">Disciplines</a> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/committees" rel="nofollow">Committees</a> </li> <li class="nav-item dropdown"> <a class="nav-link dropdown-toggle" href="#" id="navbarDropdownPublications" role="button" data-toggle="dropdown" aria-haspopup="true" aria-expanded="false"> Publications </a> <div class="dropdown-menu" aria-labelledby="navbarDropdownPublications"> <a class="dropdown-item" href="https://publications.waset.org/abstracts">Abstracts</a> <a class="dropdown-item" href="https://publications.waset.org">Periodicals</a> <a class="dropdown-item" href="https://publications.waset.org/archive">Archive</a> </div> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/page/support" title="Support">Support</a> </li> </ul> </div> </div> </nav> </div> </header> <main> <div class="container mt-4"> <div class="row"> <div class="col-md-9 mx-auto"> <form method="get" 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="mMulti-perspective business processes"> <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> 8271</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: mMulti-perspective business processes</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8271</span> SeCloudBPMN: A Lightweight Extension for BPMN Considering Security Threats in the Cloud</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Somayeh%20Sobati%20Moghadam">Somayeh Sobati Moghadam</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business processes are crucial for organizations and help businesses to evaluate and optimize their performance and processes against current and future-state business goals. Outsourcing business processes to the cloud becomes popular due to a wide varsity of benefits and cost-saving. However, cloud outsourcing raises enterprise data security concerns, which must be incorporated in Business Process Model and Notation (BPMN). This paper, presents SeCloudBPMN, a lightweight extension for BPMN which extends the BPMN to explicitly support the security threats in the cloud as an outsourcing environment. SeCloudBPMN helps business’s security experts to outsource business processes to the cloud considering different threats from inside and outside the cloud. In this way, appropriate security countermeasures could be considered to preserve data security in business processes outsourcing to the cloud. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=BPMN" title="BPMN">BPMN</a>, <a href="https://publications.waset.org/abstracts/search?q=security%20threats" title=" security threats"> security threats</a>, <a href="https://publications.waset.org/abstracts/search?q=cloud%20computing" title=" cloud computing"> cloud computing</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20processes%20outsourcing" title=" business processes outsourcing"> business processes outsourcing</a>, <a href="https://publications.waset.org/abstracts/search?q=privacy" title=" privacy"> privacy</a> </p> <a href="https://publications.waset.org/abstracts/97274/secloudbpmn-a-lightweight-extension-for-bpmn-considering-security-threats-in-the-cloud" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/97274.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">269</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">8270</span> Business Process Orientation: Case of Croatia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ljubica%20Milanovi%C4%87%20Glavan">Ljubica Milanović Glavan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Because of the increasing business pressures, companies must be adaptable and flexible in order to withstand them. Inadequate business processes and low level of business process orientation, that in its core accentuates business processes as opposed to business functions and focuses on process performance and customer satisfaction, hider the ability to adapt to changing environment. It has been shown in previous studies that the companies which have reached higher business process maturity level consistently outperform those that have not reached them. The aim of this paper is to provide a basic understanding of business process orientation concept and business process maturity model. Besides that the paper presents the state of business process orientation in Croatia that has been captured with a study conducted in 2013. Based on the results some practical implications and guidelines for managers are given. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20orientation" title="business process orientation">business process orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20maturity" title=" business process maturity"> business process maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=Croatia" title=" Croatia"> Croatia</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20score" title=" maturity score"> maturity score</a> </p> <a href="https://publications.waset.org/abstracts/10216/business-process-orientation-case-of-croatia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10216.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">547</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8269</span> Practical Application of Business Processes Simulation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Gregu%C5%A1ov%C3%A1">M. Gregušová</a>, <a href="https://publications.waset.org/abstracts/search?q=V.%20Schindlerov%C3%A1"> V. Schindlerová</a>, <a href="https://publications.waset.org/abstracts/search?q=I.%20%C5%A0ajdlerov%C3%A1"> I. Šajdlerová</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20Mohyla"> P. Mohyla</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20Kedro%C5%88"> J. Kedroň</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Company managers are always looking for more and more opportunities to succeed in today's fiercely competitive market. Maintain your place among the successful companies on the market today or come up with a revolutionary business idea; it is much more difficult than before. Each new or improved method, tools, or the approach that can improve the functioning of business processes or even the entire system is worth checking and verification. The use of simulation in the design of manufacturing systems and their management in practice is one of the ways without increased risk to find the optimal parameters of manufacturing processes and systems. The paper presents an example of using simulation to solve the bottleneck problem in concrete company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=practical%20applications" title="practical applications">practical applications</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20processes" title=" business processes"> business processes</a>, <a href="https://publications.waset.org/abstracts/search?q=systems" title=" systems"> systems</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation" title=" simulation"> simulation</a> </p> <a href="https://publications.waset.org/abstracts/6408/practical-application-of-business-processes-simulation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6408.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">637</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">8268</span> Practical Application of Simulation of Business Processes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mark%C3%A9ta%20Gregu%C5%A1ov%C3%A1">Markéta Gregušová</a>, <a href="https://publications.waset.org/abstracts/search?q=Vladim%C3%ADra%20Schindlerov%C3%A1"> Vladimíra Schindlerová</a>, <a href="https://publications.waset.org/abstracts/search?q=Ivana%20%C5%A0ajdlerov%C3%A1"> Ivana Šajdlerová</a>, <a href="https://publications.waset.org/abstracts/search?q=Petr%20Mohyla"> Petr Mohyla</a>, <a href="https://publications.waset.org/abstracts/search?q=Jan%20Kedro%C5%88"> Jan Kedroň</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Company managers are always looking for more and more opportunities to succeed in today's fiercely competitive market. To maintain your place among the successful companies on the market today or to come up with a revolutionary business idea is much more difficult than before. Each new or improved method, tool, or approach that can improve the functioning of business processes or even of the entire system is worth checking and verification. The use of simulation in the design of manufacturing systems and their management in practice is one of the ways without increased risk, which makes it possible to find the optimal parameters of manufacturing processes and systems. The paper presents an example of use of simulation for solution of the bottleneck problem in the concrete company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=practical%20applications" title="practical applications">practical applications</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20processes" title=" business processes"> business processes</a>, <a href="https://publications.waset.org/abstracts/search?q=systems" title=" systems"> systems</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation" title=" simulation"> simulation</a> </p> <a href="https://publications.waset.org/abstracts/2631/practical-application-of-simulation-of-business-processes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2631.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">543</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">8267</span> Proposing an Improved Managerial-Based Business Process Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alireza%20Nikravanshallmani">Alireza Nikravanshallmani</a>, <a href="https://publications.waset.org/abstracts/search?q=Jamshid%20Dehmeshki"> Jamshid Dehmeshki</a>, <a href="https://publications.waset.org/abstracts/search?q=Mojtaba%20Ahmadi"> Mojtaba Ahmadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Modeling of business processes, based on BPMN (Business Process Modeling Notation), helps analysts and managers to understand business processes, and, identify their shortages. These models provide a context to make rational decision of organizing business processes activities in an understandable manner. The purpose of this paper is to provide a framework for better understanding of business processes and their problems by reducing the cognitive load of displayed information for their audience at different managerial levels while keeping the essential information which are needed by them. For this reason, we integrate business process diagrams across the different managerial levels to develop a framework to improve the performance of business process management (BPM) projects. The proposed framework is entitled ‘Business process improvement framework based on managerial levels (BPIML)’. This framework, determine a certain type of business process diagrams (BPD) based on BPMN with respect to the objectives and tasks of the various managerial levels of organizations and their roles in BPM projects. This framework will make us able to provide the necessary support for making decisions about business processes. The framework is evaluated with a case study in a real business process improvement project, to demonstrate its superiority over the conventional method. A questionnaire consisted of 10 questions using Likert scale was designed and given to the participants (managers of Bank Refah Kargaran three managerial levels). By examining the results of the questionnaire, it can be said that the proposed framework provide support for correct and timely decisions by increasing the clarity and transparency of the business processes which led to success in BPM projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management%20%28BPM%29" title="business process management (BPM)">business process management (BPM)</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20modeling" title=" business process modeling"> business process modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20reengineering%20%28BPR%29" title=" business process reengineering (BPR)"> business process reengineering (BPR)</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20optimizing" title=" business process optimizing"> business process optimizing</a>, <a href="https://publications.waset.org/abstracts/search?q=BPMN" title=" BPMN"> BPMN</a> </p> <a href="https://publications.waset.org/abstracts/34193/proposing-an-improved-managerial-based-business-process-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34193.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">452</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">8266</span> Business Process Mashup</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fethia%20Zenak">Fethia Zenak</a>, <a href="https://publications.waset.org/abstracts/search?q=Salima%20Benbernou"> Salima Benbernou</a>, <a href="https://publications.waset.org/abstracts/search?q=Linda%20Zaoui"> Linda Zaoui</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Recently, many companies are based on process development from scratch to achieve their business goals. The process development is not trivial and the main objective of enterprise managing processes is to decrease the software development time. Several concepts have been proposed in the field of business process-based reused development, known as BP Mashup. This concept consists of reusing existing business processes which have been modeled in order to respond to a particular goal. To meet user process requirements, our contribution is to mix parts of processes as 'processes fragments' components to build a new process (i.e. process mashup). The main idea of our paper is to offer graphical framework tool for both creating and running processes mashup. Allow users to perform a mixture of fragments, using a simple interface with set of graphical mixture operators based on a proposed formal model. A process mashup and mixture behavior are described within a new specification of a high-level language, language for process mashup (BPML). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process" title="business process">business process</a>, <a href="https://publications.waset.org/abstracts/search?q=mashup" title=" mashup"> mashup</a>, <a href="https://publications.waset.org/abstracts/search?q=fragments" title=" fragments"> fragments</a>, <a href="https://publications.waset.org/abstracts/search?q=bp%20mashup" title=" bp mashup"> bp mashup</a> </p> <a href="https://publications.waset.org/abstracts/4098/business-process-mashup" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/4098.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">635</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">8265</span> Infrastructure Development – Stages in Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seppo%20Sirkemaa">Seppo Sirkemaa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Information systems infrastructure is the basis of business systems and processes in the company. It should be a reliable platform for business processes and activities but also have the flexibility to change business needs. The development of an infrastructure that is robust, reliable, and flexible is a challenge. Understanding technological capabilities and business needs is a key element in the development of successful information systems infrastructure. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=development" title="development">development</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=networks" title=" networks"> networks</a>, <a href="https://publications.waset.org/abstracts/search?q=technology" title=" technology"> technology</a> </p> <a href="https://publications.waset.org/abstracts/160141/infrastructure-development-stages-in-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/160141.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">118</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">8264</span> Application of the Discrete-Event Simulation When Optimizing of Business Processes in Trading Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maxat%20Bokambayev">Maxat Bokambayev</a>, <a href="https://publications.waset.org/abstracts/search?q=Bella%20Tussupova"> Bella Tussupova</a>, <a href="https://publications.waset.org/abstracts/search?q=Aisha%20Mamyrova"> Aisha Mamyrova</a>, <a href="https://publications.waset.org/abstracts/search?q=Erlan%20Izbasarov"> Erlan Izbasarov</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Optimization of business processes in trading companies is reviewed in the report. There is the presentation of the “Wholesale Customer Order Handling Process” business process model applicable for small and medium businesses. It is proposed to apply the algorithm for automation of the customer order processing which will significantly reduce labor costs and time expenditures and increase the profitability of companies. An optimized business process is an element of the information system of accounting of spare parts trading network activity. The considered algorithm may find application in the trading industry as well. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20processes" title="business processes">business processes</a>, <a href="https://publications.waset.org/abstracts/search?q=discrete-event%20simulation" title=" discrete-event simulation"> discrete-event simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=trading%20industry" title=" trading industry"> trading industry</a> </p> <a href="https://publications.waset.org/abstracts/8577/application-of-the-discrete-event-simulation-when-optimizing-of-business-processes-in-trading-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/8577.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">344</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8263</span> Using Agility in Building Business Process Management Solutions</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kre%C5%A1imir%20Fertalj">Krešimir Fertalj</a>, <a href="https://publications.waset.org/abstracts/search?q=Mladen%20Mateja%C5%A1"> Mladen Matejaš</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In turbulent modern economy, the companies need to properly manage their business processes. Well defined and stable business processes ensure the security of crucial data and application, and provide a quality product or service to the end customer. On the other side constant changes on the market, new regulatory provisions and emerging new technologies require the need of issuing prompt and effective changes of business process. In this article, we explore the use of agile principles in working with business process management (BPM) solutions. We deal with difficulties in BPM development cycle, review the benefits of using agility and choose the basic agile principles that ensure the success of a BPM project. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agile%20development" title="agile development">agile development</a>, <a href="https://publications.waset.org/abstracts/search?q=BPM%20environment" title=" BPM environment"> BPM environment</a>, <a href="https://publications.waset.org/abstracts/search?q=Kanban" title=" Kanban"> Kanban</a>, <a href="https://publications.waset.org/abstracts/search?q=SCRUM" title=" SCRUM"> SCRUM</a>, <a href="https://publications.waset.org/abstracts/search?q=XP" title=" XP"> XP</a> </p> <a href="https://publications.waset.org/abstracts/38383/using-agility-in-building-business-process-management-solutions" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38383.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> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8262</span> Exploring the Dark Side of IT Security: Delphi Study on Business’ Influencing Factors</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tizian%20Matschak">Tizian Matschak</a>, <a href="https://publications.waset.org/abstracts/search?q=Ilja%20Nastjuk"> Ilja Nastjuk</a>, <a href="https://publications.waset.org/abstracts/search?q=Stephan%20K%C3%BChnel"> Stephan Kühnel</a>, <a href="https://publications.waset.org/abstracts/search?q=Simon%20Trang"> Simon Trang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We argue that besides well-known primary effects of information security controls (ISCs), namely confidentiality, integrity, and availability, ISCs can also have secondary effects. For example, while IT can add business value through impacts on business processes, ISCs can be a barrier and distort the relationship between IT and organizational value through the impact on business processes. By applying the Delphi method with 28 experts, we derived 27 business process influence dimensions of ISCs. Defining and understanding these mechanisms can change the common understanding of the cost-benefit valuation of IT security investments and support managers' effective and efficient decision-making. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20dimensions" title="business process dimensions">business process dimensions</a>, <a href="https://publications.waset.org/abstracts/search?q=dark%20side%20of%20information%20security" title=" dark side of information security"> dark side of information security</a>, <a href="https://publications.waset.org/abstracts/search?q=Delphi%20study" title=" Delphi study"> Delphi study</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20security%20controls" title=" IT security controls"> IT security controls</a> </p> <a href="https://publications.waset.org/abstracts/163415/exploring-the-dark-side-of-it-security-delphi-study-on-business-influencing-factors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163415.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">112</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">8261</span> The Impact of Interrelationship between Business Intelligence and Knowledge Management on Decision Making Process: An Empirical Investigation of Banking Sector in Jordan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Issa%20M.%20Shehabat">Issa M. Shehabat</a>, <a href="https://publications.waset.org/abstracts/search?q=Huda%20F.%20Y.%20Nimri"> Huda F. Y. Nimri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper aims to study the relationship between knowledge management in its processes, including knowledge creation, knowledge sharing, knowledge organization, and knowledge application, and business intelligence tools, including OLAP, data mining, and data warehouse, and their impact on the decision-making process in the banking sector in Jordan. A total of 200 questionnaires were distributed to the sample of the study. The study hypotheses were tested using the statistical package SPSS. Study findings suggest that decision-making processes were positively related to knowledge management processes. Additionally, the components of business intelligence had a positive impact on decision-making. The study recommended conducting studies similar to this study in other sectors such as the industrial, telecommunications, and service sectors to contribute to enhancing understanding of the role of the knowledge management processes and business intelligence tools. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence" title="business intelligence">business intelligence</a>, <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=decision%20making" title=" decision making"> decision making</a>, <a href="https://publications.waset.org/abstracts/search?q=Jordan" title=" Jordan"> Jordan</a>, <a href="https://publications.waset.org/abstracts/search?q=banking%20sector" title=" banking sector"> banking sector</a> </p> <a href="https://publications.waset.org/abstracts/151430/the-impact-of-interrelationship-between-business-intelligence-and-knowledge-management-on-decision-making-process-an-empirical-investigation-of-banking-sector-in-jordan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151430.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">144</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">8260</span> A General Framework for Measuring the Internal Fraud Risk of an Enterprise Resource Planning System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Imran%20Dayan">Imran Dayan</a>, <a href="https://publications.waset.org/abstracts/search?q=Ashiqul%20Khan"> Ashiqul Khan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Internal corporate fraud, which is fraud carried out by internal stakeholders of a company, affects the well-being of the organisation just like its external counterpart. Even if such an act is carried out for the short-term benefit of a corporation, the act is ultimately harmful to the entity in the long run. Internal fraud is often carried out by relying upon aberrations from usual business processes. Business processes are the lifeblood of a company in modern managerial context. Such processes are developed and fine-tuned over time as a corporation grows through its life stages. Modern corporations have embraced technological innovations into their business processes, and Enterprise Resource Planning (ERP) systems being at the heart of such business processes is a testimony to that. Since ERP systems record a huge amount of data in their event logs, the logs are a treasure trove for anyone trying to detect any sort of fraudulent activities hidden within the day-to-day business operations and processes. This research utilises the ERP systems in place within corporations to assess the likelihood of prospective internal fraud through developing a framework for measuring the risks of fraud through Process Mining techniques and hence finds risky designs and loose ends within these business processes. This framework helps not only in identifying existing cases of fraud in the records of the event log, but also signals the overall riskiness of certain business processes, and hence draws attention for carrying out a redesign of such processes to reduce the chance of future internal fraud while improving internal control within the organisation. The research adds value by applying the concepts of Process Mining into the analysis of data from modern day applications of business process records, which is the ERP event logs, and develops a framework that should be useful to internal stakeholders for strengthening internal control as well as provide external auditors with a tool of use in case of suspicion. The research proves its usefulness through a few case studies conducted with respect to big corporations with complex business processes and an ERP in place. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=enterprise%20resource%20planning" title="enterprise resource planning">enterprise resource planning</a>, <a href="https://publications.waset.org/abstracts/search?q=fraud%20risk%20framework" title=" fraud risk framework"> fraud risk framework</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20corporate%20fraud" title=" internal corporate fraud"> internal corporate fraud</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20mining" title=" process mining"> process mining</a> </p> <a href="https://publications.waset.org/abstracts/62473/a-general-framework-for-measuring-the-internal-fraud-risk-of-an-enterprise-resource-planning-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/62473.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">335</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">8259</span> Embedding Knowledge Management in Business Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Paul%20Ihuoma%20Oluikpe">Paul Ihuoma Oluikpe</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to explore and highlight the process of creating value for strategy management by embedding knowledge management in the business process. Knowledge management can be seen from a three-dimensional perspective of content, connections and competencies. These dimensions can be embedded in the knowledge processes (create, capture, share, and apply) and operationalized within a business process to effectively create a scenario where knowledge can be focused on enabling a process and the process in turn generates outcomes. The application of knowledge management on business processes of organizations is rare and underreported. Few researches have explored this paradigm although researches have tended to reinforce the notion that competitive advantage sits within the internal aspects of the firm. Given this notion, it is surprising that knowledge management research and practice have not focused sufficiently on the business process which is the basic unit of organizational decision implementation. This research serves to generate understanding on applying KM in business process using a large multinational in Sub-Saharan Africa. <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=business%20process" title=" business process"> business process</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=multinational" title=" multinational"> multinational</a> </p> <a href="https://publications.waset.org/abstracts/16209/embedding-knowledge-management-in-business-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16209.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">693</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">8258</span> Managing Business Processes in the Age of Digital Transformation: A Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ana-Marija%20Stjepi%C4%87">Ana-Marija Stjepić</a>, <a href="https://publications.waset.org/abstracts/search?q=Dalia%20Su%C5%A1a%20Vugec"> Dalia Suša Vugec</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today, digital transformation is one of the leading topics that occupy the attention of scientific circles and business experts. Organizational success is most often reflected through the successful managing of business processes. Given the growing market for digital innovations and its ever-increasing impact on business, organizations need to be prepared for organizational changes that come with the digital era. In order to maintain their competitive advantage in the global market, organizations must adapt their processes to new digitalization conditions. The main goal of this study is to point out the link between the digital transformation and the business process management concept. Therefore, in order to contribute to the scientific field that explores the potential relation between business process management concept and digital transformation, a literature review has been conducted. Papers have been searched within the Business Process Management Journal by keywords related to the term digital transformation. Selected papers have been analyzed according to the topic, type of publication, year of publication, keywords, etc. The results reveal a growing number of papers published on the topic of digital transformation to the Business Process Management Journal, but the lack of case studies. This paper contributes to the extension of academic literature in this important, yet insufficiently researched, scientific field that creates the bond between two strong concepts of digital transformation and business process management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20transformation" title=" digital transformation"> digital transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=digitalization" title=" digitalization"> digitalization</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20change" title=" process change "> process change </a> </p> <a href="https://publications.waset.org/abstracts/108042/managing-business-processes-in-the-age-of-digital-transformation-a-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/108042.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">174</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">8257</span> Online Learning for Modern Business Models: Theoretical Considerations and Algorithms</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Marian%20Sorin%20Ionescu">Marian Sorin Ionescu</a>, <a href="https://publications.waset.org/abstracts/search?q=Olivia%20Negoita"> Olivia Negoita</a>, <a href="https://publications.waset.org/abstracts/search?q=Cosmin%20Dobrin"> Cosmin Dobrin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This scientific communication reports and discusses learning models adaptable to modern business problems and models specific to digital concepts and paradigms. In the PAC (probably approximately correct) learning model approach, in which the learning process begins by receiving a batch of learning examples, the set of learning processes is used to acquire a hypothesis, and when the learning process is fully used, this hypothesis is used in the prediction of new operational examples. For complex business models, a lot of models should be introduced and evaluated to estimate the induced results so that the totality of the results are used to develop a predictive rule, which anticipates the choice of new models. In opposition, for online learning-type processes, there is no separation between the learning (training) and predictive phase. Every time a business model is approached, a test example is considered from the beginning until the prediction of the appearance of a model considered correct from the point of view of the business decision. After choosing choice a part of the business model, the label with the logical value "true" is known. Some of the business models are used as examples of learning (training), which helps to improve the prediction mechanisms for future business models. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=machine%20learning" title="machine learning">machine learning</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20models" title=" business models"> business models</a>, <a href="https://publications.waset.org/abstracts/search?q=convex%20analysis" title=" convex analysis"> convex analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=online%20learning" title=" online learning"> online learning</a> </p> <a href="https://publications.waset.org/abstracts/149342/online-learning-for-modern-business-models-theoretical-considerations-and-algorithms" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/149342.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">141</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">8256</span> The Mediating Effect of Taxpayers’ Compliance on Internal Business Process-Tax Revenue Relationship: A Case Study at the Directorate General of Taxation in Indonesia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Efrizal">Efrizal</a>, <a href="https://publications.waset.org/abstracts/search?q=Ferdiansyah"> Ferdiansyah</a>, <a href="https://publications.waset.org/abstracts/search?q=Noorlailie%20Soewarno"> Noorlailie Soewarno</a>, <a href="https://publications.waset.org/abstracts/search?q=Bambang%20Tjahjadi"> Bambang Tjahjadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Tax revenue plays an important role in the State Budget of the Government of Indonesia (GOI). The GOI keeps raising tax revenue portion of the Budget from year to year. The low tax ratio of 11 percent in Indonesia shows a big opportunity to collect taxes in the future. The Directorate General of Taxation (DGT) is the institution mandated by the Law to collect tax revenue. This is a case study using quantitative and qualitative approaches. This study introduces contingent factors of taxpayers’ compliance as the mediating variable and internal business process as the independent variable. This study aims to empirically test the contingency theory, especially the mediating effect of taxpayers’ compliance on internal business process-tax revenue relationship. Internal business processes of the DGT include servicing, counseling, expanding, supervising, inspecting, and enforcing. The secondary data of 31 regional offices representing 293 tax offices in Indonesia was collected and analyzed using Partial Least Square. The result showed the following: (1) internal business process affected tax revenue; (2) taxpayers’ compliance did not mediate internal business processes - tax revenue relationship, and (3) taxpayers’ compliance affected tax revenue. In-depth interviews revealed that the DGT needs to make more innovations in business processes in the future. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovations" title="innovations">innovations</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20business%20process" title=" internal business process"> internal business process</a>, <a href="https://publications.waset.org/abstracts/search?q=taxpayers%E2%80%99%20compliance" title=" taxpayers’ compliance"> taxpayers’ compliance</a>, <a href="https://publications.waset.org/abstracts/search?q=tax%20revenue" title=" tax revenue"> tax revenue</a> </p> <a href="https://publications.waset.org/abstracts/57095/the-mediating-effect-of-taxpayers-compliance-on-internal-business-process-tax-revenue-relationship-a-case-study-at-the-directorate-general-of-taxation-in-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/57095.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">356</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">8255</span> Blueprinting of a Normalized Supply Chain Processes: Results in Implementing Normalized Software Systems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bassam%20Istanbouli">Bassam Istanbouli</a> </p> <p class="card-text"><strong>Abstract:</strong></p> With the technology evolving every day and with the increase in global competition, industries are always under the pressure to be the best. They need to provide good quality products at competitive prices, when and how the customer wants them.  In order to achieve this level of service, products and their respective supply chain processes need to be flexible and evolvable; otherwise changes will be extremely expensive, slow and with many combinatorial effects. Those combinatorial effects impact the whole organizational structure, from a management, financial, documentation, logistics and specially the information system Enterprise Requirement Planning (ERP) perspective. By applying the normalized system concept/theory to segments of the supply chain, we believe minimal effects, especially at the time of launching an organization global software project. The purpose of this paper is to point out that if an organization wants to develop a software from scratch or implement an existing ERP software for their business needs and if their business processes are normalized and modular then most probably this will yield to a normalized and modular software system that can be easily modified when the business evolves. Another important goal of this paper is to increase the awareness regarding the design of the business processes in a software implementation project. If the blueprints created are normalized then the software developers and configurators will use those modular blueprints to map them into modular software. This paper only prepares the ground for further studies;  the above concept will be supported by going through the steps of developing, configuring and/or implementing a software system for an organization by using two methods: The Software Development Lifecycle method (SDLC) and the Accelerated SAP implementation method (ASAP). Both methods start with the customer requirements, then blue printing of its business processes and finally mapping those processes into a software system.  Since those requirements and processes are the starting point of the implementation process, then normalizing those processes will end up in a normalizing software. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=blueprint" title="blueprint">blueprint</a>, <a href="https://publications.waset.org/abstracts/search?q=ERP" title=" ERP"> ERP</a>, <a href="https://publications.waset.org/abstracts/search?q=modular" title=" modular"> modular</a>, <a href="https://publications.waset.org/abstracts/search?q=normalized" title=" normalized"> normalized</a> </p> <a href="https://publications.waset.org/abstracts/122472/blueprinting-of-a-normalized-supply-chain-processes-results-in-implementing-normalized-software-systems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/122472.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">139</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">8254</span> Adopting Collaborative Business Processes to Prevent the Loss of Information in Public Administration Organisations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Capodieci">A. Capodieci</a>, <a href="https://publications.waset.org/abstracts/search?q=G.%20Del%20Fiore"> G. Del Fiore</a>, <a href="https://publications.waset.org/abstracts/search?q=L.%20Mainetti"> L. Mainetti</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Recently, the use of web 2.0 tools has increased in companies and public administration organizations. This phenomenon, known as "Enterprise 2.0", has, de facto, modified common organizational and operative practices. This has led “knowledge workers” to change their working practices through the use of Web 2.0 communication tools. Unfortunately, these tools have not been integrated with existing enterprise information systems, a situation that could potentially lead to a loss of information. This is an important problem in an organizational context, because knowledge of information exchanged within the organization is needed to increase the efficiency and competitiveness of the organization. In this article we demonstrate that it is possible to capture this knowledge using collaboration processes, which are processes of abstraction created in accordance with design patterns and applied to new organizational operative practices. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20practices" title="business practices">business practices</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20patterns" title=" business process patterns"> business process patterns</a>, <a href="https://publications.waset.org/abstracts/search?q=collaboration%20tools" title=" collaboration tools"> collaboration tools</a>, <a href="https://publications.waset.org/abstracts/search?q=enterprise%202.0" title=" enterprise 2.0"> enterprise 2.0</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20workers" title=" knowledge workers"> knowledge workers</a> </p> <a href="https://publications.waset.org/abstracts/8308/adopting-collaborative-business-processes-to-prevent-the-loss-of-information-in-public-administration-organisations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/8308.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">359</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">8253</span> A Tool for Assessing Performance and Structural Quality of Business Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mariem%20Kchaou">Mariem Kchaou</a>, <a href="https://publications.waset.org/abstracts/search?q=Wiem%20Khlif"> Wiem Khlif</a>, <a href="https://publications.waset.org/abstracts/search?q=Faiez%20Gargouri"> Faiez Gargouri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Modeling business processes is an essential task when evaluating, improving, or documenting existing business processes. To be efficient in such tasks, a business process model (BPM) must have high structural quality and high performance. Evidently, evaluating the performance of a business process model is a necessary step to reduce time, cost, while assessing the structural quality aims to improve the understandability and the modifiability of the BPMN model. To achieve these objectives, a set of structural and performance measures have been proposed. Since the diversity of measures, we propose a framework that integrates both structural and performance aspects for classifying them. Our measure classification is based on business process model perspectives (e.g., informational, functional, organizational, behavioral, and temporal), and the elements (activity, event, actor, etc.) involved in computing the measures. Then, we implement this framework in a tool assisting the structural quality and the performance of a business process. The tool helps the designers to select an appropriate subset of measures associated with the corresponding perspective and to calculate and interpret their values in order to improve the structural quality and the performance of the model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=performance" title="performance">performance</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20quality" title=" structural quality"> structural quality</a>, <a href="https://publications.waset.org/abstracts/search?q=perspectives" title=" perspectives"> perspectives</a>, <a href="https://publications.waset.org/abstracts/search?q=tool" title=" tool"> tool</a>, <a href="https://publications.waset.org/abstracts/search?q=classification%20framework" title=" classification framework"> classification framework</a>, <a href="https://publications.waset.org/abstracts/search?q=measures" title=" measures"> measures</a> </p> <a href="https://publications.waset.org/abstracts/120242/a-tool-for-assessing-performance-and-structural-quality-of-business-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/120242.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">157</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">8252</span> Social Business Process Management and Business Process Management Maturity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dalia%20Su%C5%A1a%20Vugec">Dalia Suša Vugec</a>, <a href="https://publications.waset.org/abstracts/search?q=Vesna%20Bosilj%20Vuk%C5%A1i%C4%87"> Vesna Bosilj Vukšić</a>, <a href="https://publications.waset.org/abstracts/search?q=Ljubica%20Milanovi%C4%87%20Glavan"> Ljubica Milanović Glavan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business process management (BPM) is a well-known holistic discipline focused on managing business processes with the intention of achieving higher level of BPM maturity and better organizational performance. In recent period, traditional BPM faced some of its limitations like model-reality divide and lost innovation. Following latest trends, as an attempt to overcome the issues of traditional BPM, there has been an introduction of applying the principles of social software in managing business processes which led to the development of social BPM. However, there are not many authors or studies dealing with this topic so this study aims to contribute to that literature gap and to examine the link between the level of BPM maturity and the usage of social BPM. To meet these objectives, a survey within the companies with more than 50 employees has been conducted. The results reveal that the usage of social BPM is higher within the companies which achieved higher level of BPM maturity. This paper provides an overview, analysis and discussion of collected data regarding BPM maturity and social BPM within the observed companies and identifies the main social BPM principles. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=BPM%20maturity" title=" BPM maturity"> BPM maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20performance%20index" title=" process performance index"> process performance index</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20BPM" title=" social BPM"> social BPM</a> </p> <a href="https://publications.waset.org/abstracts/60466/social-business-process-management-and-business-process-management-maturity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60466.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">324</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8251</span> Logistics Support as a Key Success Factor in Gastronomy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hanna%20Zietara">Hanna Zietara</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Gastronomy is one of the oldest forms of commercial activity. It is currently one of the most popular and still dynamically developing branches of business. Socio-economic changes, its widespread occurrence, new techniques, or culinary styles affect the almost unlimited possibilities of its development. Importantly, regardless of the form of business adopted, food service is strongly related to logistics processes, and areas of food service that are closely linked to logistics are of strategic importance. Any inefficiency in logistics processes results in reduced chances for success and achieving competitive advantage by companies belonging to the catering industry. The aim of the paper is to identify the areas of logistic support occurring in the catering business, affecting the scope of the logistic processes implemented. The aim of the paper is realized through a plural homogeneous approach, based on: direct observation, text analysis of current documents, in-depth free targeted interviews. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=gastronomy" title="gastronomy">gastronomy</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=logistics" title=" logistics"> logistics</a>, <a href="https://publications.waset.org/abstracts/search?q=logistics%20support" title=" logistics support"> logistics support</a> </p> <a href="https://publications.waset.org/abstracts/136507/logistics-support-as-a-key-success-factor-in-gastronomy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/136507.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">163</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">8250</span> Secure Mobile E-Business Applications</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hala%20A.%20Alrumaih">Hala A. Alrumaih</a> </p> <p class="card-text"><strong>Abstract:</strong></p> It is widely believed that mobile device is a promising technology for lending the opportunity for the third wave of electronic commerce. Mobile devices have changed the way companies do business. Many applications are under development or being incorporated into business processes. In this day, mobile applications are a vital component of any industry strategy. One of the greatest benefits of selling merchandise and providing services on a mobile application is that it widens a company’s customer base significantly. Mobile applications are accessible to interested customers across regional and international borders in different electronic business (e-business) area. But there is a dark side to this success story. The security risks associated with mobile devices and applications are very significant. This paper introduces a broad risk analysis for the various threats, vulnerabilities, and risks in mobile e-business applications and presents some important risk mitigation approaches. It reviews and compares two different frameworks for security assurance in mobile e-business applications. Based on the comparison, the paper suggests some recommendations for applications developers and business owners in mobile e-business application development process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-business" title="e-business">e-business</a>, <a href="https://publications.waset.org/abstracts/search?q=mobile%20applications" title=" mobile applications"> mobile applications</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20mitigations" title=" risk mitigations"> risk mitigations</a>, <a href="https://publications.waset.org/abstracts/search?q=security%20assurance" title=" security assurance"> security assurance</a> </p> <a href="https://publications.waset.org/abstracts/16632/secure-mobile-e-business-applications" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16632.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">295</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">8249</span> Information Technology for Business Process Management in Insurance Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vesna%20Bosilj%20Vuk%C5%A1i%C4%87">Vesna Bosilj Vukšić</a>, <a href="https://publications.waset.org/abstracts/search?q=Darija%20Ivandi%C4%87%20Vidovi%C4%87"> Darija Ivandić Vidović</a>, <a href="https://publications.waset.org/abstracts/search?q=Ljubica%20Milanovi%C4%87%20Glavan"> Ljubica Milanović Glavan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Information technology plays an irreplaceable role in introducing and improving business process orientation in a company. It enables implementation of the theoretical concept, measurement of results achieved and undertaking corrective measures aimed at improvements. Information technology is a key concept in the development and implementation of the business process management systems as it establishes a connection to business operations. Both in the literature and practice, insurance companies are often seen as highly process oriented due to the nature of their business and focus on customers. They are also considered leaders in using information technology for business process management. The research conducted aimed to investigate whether the perceived leadership status of insurance companies is well deserved, i.e. to establish the level of process orientation and explore the practice of information technology use in insurance companies in the region. The main instrument for primary data collection within this research was an electronic survey questionnaire sent to the management of insurance companies in the Republic of Croatia, Bosnia and Herzegovina, Slovenia, Serbia and Macedonia. The conducted research has shown that insurance companies have a satisfactory level of process orientation, but that there is also a huge potential for improvement, especially in the segment of information technology and its connection to business processes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20processes%20management" title="business processes management">business processes management</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20orientation" title=" process orientation"> process orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=insurance%20companies" title=" insurance companies"> insurance companies</a> </p> <a href="https://publications.waset.org/abstracts/33661/information-technology-for-business-process-management-in-insurance-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33661.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">381</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">8248</span> Evolution of Approaches to Cost Calculation in the Conditions of the Modern Russian Economy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elena%20Tkachenko">Elena Tkachenko</a>, <a href="https://publications.waset.org/abstracts/search?q=Vladimir%20Kokh"> Vladimir Kokh</a>, <a href="https://publications.waset.org/abstracts/search?q=Alina%20Osipenko"> Alina Osipenko</a>, <a href="https://publications.waset.org/abstracts/search?q=Vladislav%20Surkov"> Vladislav Surkov</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The modern period of development of Russian economy is fraught with a number of problems related to limitations in the use of traditional planning and financial management tools. Restrictions in the use of foreign software when performing an order of the Russian Government, on the one hand, and sanctions limiting the support of the major ERP and MRP II systems in the Russian Federation, on the other hand, entail the necessity to appeal to the basics of developing budgeting and analysis systems for industrial enterprises. Thus, cost calculation theory becomes the theoretical foundation for the development of industrial cost management systems. Based on the foregoing, it would be fair to make an assumption that the development of a working managerial accounting model on an industrial enterprise using an automated enterprise resource management system should rest upon the concept of the inevitability of alterations of business processes. On the other hand, optimized business processes make the architecture of financial analytics more transparent and permit the use of all the benefits of data cubes. The metrics and indicator slices provide online assessment of the state of key business processes at a given moment of time, which improves the quality of managerial decisions considerably. Therefore, the bilateral sanctions situation boosted the development of corporate business analytics and took industrial companies to the next level of understanding of business processes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cost%20culculation" title="cost culculation">cost culculation</a>, <a href="https://publications.waset.org/abstracts/search?q=ERP" title=" ERP"> ERP</a>, <a href="https://publications.waset.org/abstracts/search?q=OLAP" title=" OLAP"> OLAP</a>, <a href="https://publications.waset.org/abstracts/search?q=modern%20Russian%20economy" title=" modern Russian economy"> modern Russian economy</a> </p> <a href="https://publications.waset.org/abstracts/106821/evolution-of-approaches-to-cost-calculation-in-the-conditions-of-the-modern-russian-economy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/106821.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">221</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">8247</span> Identity Conflict between Social and Business Entrepreneurs: The Challenge of Constructing a Novel Social Identity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rui%20G.%20Ser%C3%B4dio">Rui G. Serôdio</a>, <a href="https://publications.waset.org/abstracts/search?q=Carina%20Martins"> Carina Martins</a>, <a href="https://publications.waset.org/abstracts/search?q=Alexandra%20Serra"> Alexandra Serra</a>, <a href="https://publications.waset.org/abstracts/search?q=Jos%C3%A9%20A.%20Lima"> José A. Lima</a>, <a href="https://publications.waset.org/abstracts/search?q=Lu%C3%ADsa%20Catita"> Luísa Catita</a>, <a href="https://publications.waset.org/abstracts/search?q=Paula%20Lopes"> Paula Lopes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Building on social identity approach, we tested the impact of social categorization and comparison in the psychosocial process by which social entrepreneurs define their group identity. Specifically, we address how both differentiation and assimilation processes are set of in the context of constructing a novel, distinctive and socially salient – social entrepreneurs. As part of a larger research line, a quasi-experimental study with Social and Business Entrepreneurs, as well as “Lay People” provided evidence consistent with our predictions: (1) Social Entrepreneurs, in contrast with Lay People and Business Entrepreneurs, value more strongly social identity than personal identity, and the later is the only group that values Personal Differentiation; (2) unlike Entrepreneurs, Social Entrepreneurs display an ingroup bias across group evaluations; (3) Lay People, display a self-serving bias, although, overall, they allocate a more positive image to the target groups; (4) combining own vs. others evaluations across all groups, Social Entrepreneurs receive the more positive value. From the standpoint of social identity and self-categorization theories and their approach to group process, we discuss the processes of intergroup comparison and differentiation as core processes in the construction of a positive social identity. We illustrate it within the context of social entrepreneurship, a political and social “wave” that flows across Europe at this time. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=group%20processes" title="group processes">group processes</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20entrepreneurship" title=" social entrepreneurship"> social entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20identity" title=" social identity"> social identity</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20entrepreneurs" title=" business entrepreneurs"> business entrepreneurs</a> </p> <a href="https://publications.waset.org/abstracts/23085/identity-conflict-between-social-and-business-entrepreneurs-the-challenge-of-constructing-a-novel-social-identity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23085.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">696</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">8246</span> Towards Incorporating Context Awareness into Business Process Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Xiaohui%20Zhao">Xiaohui Zhao</a>, <a href="https://publications.waset.org/abstracts/search?q=Shahan%20Mafuz"> Shahan Mafuz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Context-aware technologies provide system applications with the awareness of environmental conditions, customer behaviour, object movements, etc. Further, with such capability system applications can be smart to adapt intelligently their responses to the changing conditions. Concerning business operations, this promises businesses that their business processes can run more intelligently, adaptively and flexibly, and thereby either improve customer experience, enhance reliability of service delivery, or lower operational cost, to make the business more competitive and sustainable. Aiming at realizing such context-aware business process management, this paper firstly explores its potential benefit and then identifies some gaps between the current business process management support and the expected. In addition, some preliminary solutions are also discussed with context definition, rule-based process execution, run-time process evolution, etc. A framework is also presented to give a conceptual architecture of context-aware business process management system to guide system implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20adaptation" title="business process adaptation">business process adaptation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20evolution" title=" business process evolution"> business process evolution</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20modelling" title=" business process modelling"> business process modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20context%20awareness" title=" and context awareness"> and context awareness</a> </p> <a href="https://publications.waset.org/abstracts/39629/towards-incorporating-context-awareness-into-business-process-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39629.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">414</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">8245</span> Object-Centric Process Mining Using Process Cubes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anahita%20Farhang%20Ghahfarokhi">Anahita Farhang Ghahfarokhi</a>, <a href="https://publications.waset.org/abstracts/search?q=Alessandro%20Berti"> Alessandro Berti</a>, <a href="https://publications.waset.org/abstracts/search?q=Wil%20M.P.%20van%20der%20Aalst"> Wil M.P. van der Aalst</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Process mining provides ways to analyze business processes. Common process mining techniques consider the process as a whole. However, in real-life business processes, different behaviors exist that make the overall process too complex to interpret. Process comparison is a branch of process mining that isolates different behaviors of the process from each other by using process cubes. Process cubes organize event data using different dimensions. Each cell contains a set of events that can be used as an input to apply process mining techniques. Existing work on process cubes assume single case notions. However, in real processes, several case notions (e.g., order, item, package, etc.) are intertwined. Object-centric process mining is a new branch of process mining addressing multiple case notions in a process. To make a bridge between object-centric process mining and process comparison, we propose a process cube framework, which supports process cube operations such as slice and dice on object-centric event logs. To facilitate the comparison, the framework is integrated with several object-centric process discovery approaches. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=multidimensional%20process%20mining" title="multidimensional process mining">multidimensional process mining</a>, <a href="https://publications.waset.org/abstracts/search?q=mMulti-perspective%20business%20processes" title=" mMulti-perspective business processes"> mMulti-perspective business processes</a>, <a href="https://publications.waset.org/abstracts/search?q=OLAP" title=" OLAP"> OLAP</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20cubes" title=" process cubes"> process cubes</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20discovery" title=" process discovery"> process discovery</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20mining" title=" process mining"> process mining</a> </p> <a href="https://publications.waset.org/abstracts/131006/object-centric-process-mining-using-process-cubes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/131006.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">255</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">8244</span> A Case Study of Conceptual Framework for Process Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ljubica%20Milanovi%C4%87%20Glavan">Ljubica Milanović Glavan</a>, <a href="https://publications.waset.org/abstracts/search?q=Vesna%20Bosilj%20Vuk%C5%A1i%C4%87"> Vesna Bosilj Vukšić</a>, <a href="https://publications.waset.org/abstracts/search?q=Dalia%20Su%C5%A1a"> Dalia Suša</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In order to gain a competitive advantage, many companies are focusing on reorganization of their business processes and implementing process-based management. In this context, assessing process performance is essential because it enables individuals and groups to assess where they stand in comparison to their competitors. In this paper, it is argued that process performance measurement is a necessity for a modern process-oriented company and it should be supported by a holistic process performance measurement system. It seems very unlikely that a universal set of performance indicators can be applied successfully to all business processes. Thus, performance indicators must be process-specific and have to be derived from both the strategic enterprise-wide goals and the process goals. Based on the extensive literature review and interviews conducted in Croatian company a conceptual framework for process performance measurement system was developed. The main objective of such system is to help process managers by providing comprehensive and timely information on the performance of business processes. This information can be used to communicate goals and current performance of a business process directly to the process team, to improve resource allocation and process output regarding quantity and quality, to give early warning signals, to make a diagnosis of the weaknesses of a business process, to decide whether corrective actions are needed and to assess the impact of actions taken. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Croatia" title="Croatia">Croatia</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=performance%20measurement" title=" performance measurement"> performance measurement</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20performance" title=" process performance"> process performance</a> </p> <a href="https://publications.waset.org/abstracts/46579/a-case-study-of-conceptual-framework-for-process-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46579.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">673</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">8243</span> An Automated Business Process Management for Smart Medical Records</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Malak">K. Malak</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Nourah"> A. Nourah</a>, <a href="https://publications.waset.org/abstracts/search?q=S.Liyakathunisa"> S.Liyakathunisa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, healthcare services are facing many challenges since they are becoming more complex and more needed. Every detail of a patient’s interactions with health care providers is maintained in Electronic Health Records (ECR) and Healthcare information systems (HIS). However, most of the existing systems are often focused on documenting what happens in manual health care process, rather than providing the highest quality patient care. Healthcare business processes and stakeholders can no longer rely on manual processes, to provide better patient care and efficient utilization of resources, Healthcare processes must be automated wherever it is possible. In this research, a detail survey and analysis is performed on the existing health care systems in Saudi Arabia, and an automated smart medical healthcare business process model is proposed. The business process management methods and rules are followed in discovering, collecting information, analysis, redesign, implementation and performance improvement analysis in terms of time and cost. From the simulation results, it is evident that our proposed smart medical records system can improve the quality of the service by reducing the time and cost and increasing efficiency <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=electronic%20health%20records" title=" electronic health records"> electronic health records</a>, <a href="https://publications.waset.org/abstracts/search?q=efficiency" title=" efficiency"> efficiency</a>, <a href="https://publications.waset.org/abstracts/search?q=cost" title=" cost"> cost</a>, <a href="https://publications.waset.org/abstracts/search?q=time" title=" time"> time</a> </p> <a href="https://publications.waset.org/abstracts/67697/an-automated-business-process-management-for-smart-medical-records" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/67697.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">8242</span> Evaluating the Cost of Quality: A Case Study of a South African Foundry Business</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chipo%20Mugova">Chipo Mugova</a>, <a href="https://publications.waset.org/abstracts/search?q=Zuko%20Mjobo"> Zuko Mjobo </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study was to evaluate the cost of quality (COQ) at a local foundry business to identify the contribution of its units and processes to quality costs within the foundry’s operations. The foundry selected for detailed case study is one of major businesses that have been targeted by the government to produce components for building and re-furbishing wagons and trains. The study aimed at identifying areas in the foundry’s processes in which investment needs to be made to reduce quality costs. This is in alignment with government’s vision of promoting local business to support local markets leading to creation of jobs, and hence reduction of unemployment rate in South Africa. The methodology adopted used cost of quality models. Results from the study indicated that internal failure costs were significantly higher than all other cost of quality categories, taking more than 60% of the business’s income. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=appraisal%20costs" title="appraisal costs">appraisal costs</a>, <a href="https://publications.waset.org/abstracts/search?q=cost%20of%20quality" title=" cost of quality"> cost of quality</a>, <a href="https://publications.waset.org/abstracts/search?q=failure%20costs" title=" failure costs"> failure costs</a>, <a href="https://publications.waset.org/abstracts/search?q=local%20content" title=" local content"> local content</a>, <a href="https://publications.waset.org/abstracts/search?q=prevention%20costs" title=" prevention costs"> prevention costs</a> </p> <a href="https://publications.waset.org/abstracts/6305/evaluating-the-cost-of-quality-a-case-study-of-a-south-african-foundry-business" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6305.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> <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=mMulti-perspective%20business%20processes&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=mMulti-perspective%20business%20processes&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=mMulti-perspective%20business%20processes&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=mMulti-perspective%20business%20processes&page=5">5</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=mMulti-perspective%20business%20processes&page=6">6</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=mMulti-perspective%20business%20processes&page=7">7</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=mMulti-perspective%20business%20processes&page=8">8</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=mMulti-perspective%20business%20processes&page=9">9</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=mMulti-perspective%20business%20processes&page=10">10</a></li> <li class="page-item disabled"><span class="page-link">...</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=mMulti-perspective%20business%20processes&page=275">275</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=mMulti-perspective%20business%20processes&page=276">276</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=mMulti-perspective%20business%20processes&page=2" rel="next">&rsaquo;</a></li> </ul> </div> </main> <footer> <div id="infolinks" class="pt-3 pb-2"> <div class="container"> <div style="background-color:#f5f5f5;" class="p-3"> <div class="row"> <div class="col-md-2"> <ul class="list-unstyled"> About <li><a href="https://waset.org/page/support">About Us</a></li> <li><a href="https://waset.org/page/support#legal-information">Legal</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/WASET-16th-foundational-anniversary.pdf">WASET celebrates its 16th foundational anniversary</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Account <li><a href="https://waset.org/profile">My Account</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Explore <li><a href="https://waset.org/disciplines">Disciplines</a></li> <li><a href="https://waset.org/conferences">Conferences</a></li> <li><a href="https://waset.org/conference-programs">Conference Program</a></li> <li><a href="https://waset.org/committees">Committees</a></li> <li><a href="https://publications.waset.org">Publications</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Research <li><a href="https://publications.waset.org/abstracts">Abstracts</a></li> <li><a href="https://publications.waset.org">Periodicals</a></li> <li><a href="https://publications.waset.org/archive">Archive</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Open Science <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Science-Philosophy.pdf">Open Science Philosophy</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Science-Award.pdf">Open Science Award</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Society-Open-Science-and-Open-Innovation.pdf">Open Innovation</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Postdoctoral-Fellowship-Award.pdf">Postdoctoral Fellowship Award</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Scholarly-Research-Review.pdf">Scholarly Research Review</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Support <li><a href="https://waset.org/page/support">Support</a></li> <li><a href="https://waset.org/profile/messages/create">Contact Us</a></li> <li><a href="https://waset.org/profile/messages/create">Report Abuse</a></li> </ul> </div> </div> </div> </div> </div> <div class="container text-center"> <hr style="margin-top:0;margin-bottom:.3rem;"> <a href="https://creativecommons.org/licenses/by/4.0/" target="_blank" class="text-muted small">Creative Commons Attribution 4.0 International License</a> <div id="copy" class="mt-2">© 2024 World Academy of Science, Engineering and Technology</div> </div> </footer> <a href="javascript:" id="return-to-top"><i class="fas fa-arrow-up"></i></a> <div class="modal" id="modal-template"> <div class="modal-dialog"> <div class="modal-content"> <div class="row m-0 mt-1"> <div class="col-md-12"> <button type="button" class="close" data-dismiss="modal" aria-label="Close"><span aria-hidden="true">×</span></button> </div> </div> <div class="modal-body"></div> </div> </div> </div> <script src="https://cdn.waset.org/static/plugins/jquery-3.3.1.min.js"></script> <script src="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/js/bootstrap.bundle.min.js"></script> <script src="https://cdn.waset.org/static/js/site.js?v=150220211556"></script> <script> jQuery(document).ready(function() { /*jQuery.get("https://publications.waset.org/xhr/user-menu", function (response) { jQuery('#mainNavMenu').append(response); });*/ jQuery.get({ url: "https://publications.waset.org/xhr/user-menu", cache: false }).then(function(response){ jQuery('#mainNavMenu').append(response); }); }); </script> </body> </html>