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process evolution</title> <meta name="description" content="Search results for: business process evolution"> <meta name="keywords" content="business process evolution"> <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 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="business process evolution"> <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> 18771</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: business process evolution</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18771</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">412</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">18770</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">18769</span> Computational Experiment on Evolution of E-Business Service Ecosystem</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Xue%20Xiao">Xue Xiao</a>, <a href="https://publications.waset.org/abstracts/search?q=Sun%20Hao"> Sun Hao</a>, <a href="https://publications.waset.org/abstracts/search?q=Liu%20Donghua"> Liu Donghua</a> </p> <p class="card-text"><strong>Abstract:</strong></p> E-commerce is experiencing rapid development and evolution, but traditional research methods are difficult to fully demonstrate the relationship between micro factors and macro evolution in the development process of e-commerce, which cannot provide accurate assessment for the existing strategies and predict the future evolution trends. To solve these problems, this paper presents the concept of e-commerce service ecosystem based on the characteristics of e-commerce and business ecosystem theory, describes e-commerce environment as a complex adaptive system from the perspective of ecology, constructs a e-commerce service ecosystem model by using Agent-based modeling method and Java language in RePast simulation platform and conduct experiment through the way of computational experiment, attempt to provide a suitable and effective researching method for the research on e-commerce evolution. By two experiments, it can be found that system model built in this paper is able to show the evolution process of e-commerce service ecosystem and the relationship between micro factors and macro emergence. Therefore, the system model constructed by Agent-based method and computational experiment provides proper means to study the evolution of e-commerce ecosystem. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-commerce%20service%20ecosystem" title="e-commerce service ecosystem">e-commerce service ecosystem</a>, <a href="https://publications.waset.org/abstracts/search?q=complex%20system" title=" complex system"> complex system</a>, <a href="https://publications.waset.org/abstracts/search?q=agent-based%20modeling" title=" agent-based modeling"> agent-based modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=computational%20experiment" title=" computational experiment"> computational experiment</a> </p> <a href="https://publications.waset.org/abstracts/24361/computational-experiment-on-evolution-of-e-business-service-ecosystem" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24361.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">18768</span> Methods for Business Process Simulation Based on Petri Nets</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Shoylekova">K. Shoylekova</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Grigorova"> K. Grigorova</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Petri nets are the first standard for business process modeling. Most probably, it is one of the core reasons why all new standards created afterwards have to be so reformed as to reach the stage of mapping the new standard onto Petri nets. The paper presents a Business process repository based on a universal database. The repository provides the possibility the data about a given process to be stored in three different ways. Business process repository is developed with regard to the reformation of a given model to a Petri net in order to be easily simulated two different techniques for business process simulation based on Petri nets - Yasper and Woflan are discussed. Their advantages and drawbacks are outlined. The way of simulating business process models, stored in the Business process repository is shown. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20repository" title="business process repository">business process repository</a>, <a href="https://publications.waset.org/abstracts/search?q=petri%20nets" title=" petri nets"> petri nets</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation" title=" simulation"> simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=Woflan" title=" Woflan"> Woflan</a>, <a href="https://publications.waset.org/abstracts/search?q=Yasper" title=" Yasper"> Yasper</a> </p> <a href="https://publications.waset.org/abstracts/41091/methods-for-business-process-simulation-based-on-petri-nets" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41091.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">370</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18767</span> Cyclic Evolution of a Two Fluid Diffusive Universe</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Subhayan%20Maity">Subhayan Maity</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Complete scenario of cosmic evolution from emergent phase to late time acceleration (i.e. non-singular ever expanding Universe) is a popular preference in the recent cosmology. Yet one can’t exclude the idea that other type of evolution pattern of the Universe may also be possible. Especially, the bouncing scenario is becoming a matter of interest now a days. The present work is an exhibition of such a different pattern of cosmic evolution where the evolution of Universe has been shown as a cyclic thermodynamic process. Under diffusion mechanism (non-equilibrium thermodynamic process), the cosmic evolution has been modelled as [ emergent - accelerated expansion - decelerated expansion - decelerated contraction - accelerated contraction - emergent] . <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=non-equilibrium%20thermodynamics" title="non-equilibrium thermodynamics">non-equilibrium thermodynamics</a>, <a href="https://publications.waset.org/abstracts/search?q=non%20singular%20evolution%20of%20universe" title=" non singular evolution of universe"> non singular evolution of universe</a>, <a href="https://publications.waset.org/abstracts/search?q=cyclic%20evolution" title=" cyclic evolution"> cyclic evolution</a>, <a href="https://publications.waset.org/abstracts/search?q=diffusive%20fluid" title=" diffusive fluid"> diffusive fluid</a> </p> <a href="https://publications.waset.org/abstracts/146121/cyclic-evolution-of-a-two-fluid-diffusive-universe" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/146121.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">140</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">18766</span> Diagnose of the Future of Family Businesses Based on the Study of Spanish Family Businesses Founders</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fernando%20Doral">Fernando Doral</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Family businesses are a key phenomenon within the business landscape. Nevertheless, it involves two terms (“family” and “business”) which are nowadays rapidly evolving. Consequently, it isn't easy to diagnose if a family business will be a growing or decreasing phenomenon, which is the objective of this study. For that purpose, a sample of 50 Spanish-established companies from various sectors was taken. Different factors were identified for each enterprise, related to the profile of the founders, such as age, the number of sons and daughters, or support received from the family at the moment to start it up. That information was taken as an input for a clustering method to identify groups, which could help define the founders' profiles. That characterization was carried as a base to identify three factors whose evolution should be analyzed: family structures, business landscape and entrepreneurs' motivations. The analysis of the evolution of these three factors seems to indicate a negative tendency of family businesses. Therefore the consequent diagnosis of this study is to consider family businesses as a declining phenomenon. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20diagnose" title="business diagnose">business diagnose</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20trends" title=" business trends"> business trends</a>, <a href="https://publications.waset.org/abstracts/search?q=family%20business" title=" family business"> family business</a>, <a href="https://publications.waset.org/abstracts/search?q=family%20business%20founders" title=" family business founders"> family business founders</a> </p> <a href="https://publications.waset.org/abstracts/138783/diagnose-of-the-future-of-family-businesses-based-on-the-study-of-spanish-family-businesses-founders" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/138783.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">207</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">18765</span> A Holistic Workflow Modeling Method for Business Process Redesign</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Heejung%20Lee">Heejung Lee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In a highly competitive environment, it becomes more important to shorten the whole business process while delivering or even enhancing the business value to the customers and suppliers. Although the workflow management systems receive much attention for its capacity to practically support the business process enactment, the effective workflow modeling method remain still challenging and the high degree of process complexity makes it more difficult to gain the short lead time. This paper presents a workflow structuring method in a holistic way that can reduce the process complexity using activity-needs and formal concept analysis, which eventually enhances the key performance such as quality, delivery, and cost in business process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=workflow%20management" title="workflow management">workflow management</a>, <a href="https://publications.waset.org/abstracts/search?q=re-engineering" title=" re-engineering"> re-engineering</a>, <a href="https://publications.waset.org/abstracts/search?q=formal%20concept%20analysis" title=" formal concept analysis"> formal concept analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process" title=" business process"> business process</a> </p> <a href="https://publications.waset.org/abstracts/16351/a-holistic-workflow-modeling-method-for-business-process-redesign" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16351.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">409</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">18764</span> Bridging the Gap between Different Interfaces for Business Process Modeling</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Katalina%20Grigorova">Katalina Grigorova</a>, <a href="https://publications.waset.org/abstracts/search?q=Kaloyan%20Mironov"> Kaloyan Mironov</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper focuses on the benefits of business process modeling. Although this discipline is developing for many years, there is still necessity of creating new opportunities to meet the ever-increasing users’ needs. Because one of these needs is related to the conversion of business process models from one standard to another, the authors have developed a converter between BPMN and EPC standards using workflow patterns as intermediate tool. Nowadays there are too many systems for business process modeling. The variety of output formats is almost the same as the systems themselves. This diversity additionally hampers the conversion of the models. The presented study is aimed at discussing problems due to differences in the output formats of various modeling environments. <p class="card-text"><strong>Keywords:</strong> <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%20modeling%20standards" title=" business process modeling standards"> business process modeling standards</a>, <a href="https://publications.waset.org/abstracts/search?q=workflow%20patterns" title=" workflow patterns"> workflow patterns</a>, <a href="https://publications.waset.org/abstracts/search?q=converting%20models" title=" converting models"> converting models</a> </p> <a href="https://publications.waset.org/abstracts/40931/bridging-the-gap-between-different-interfaces-for-business-process-modeling" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40931.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">585</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">18763</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">18762</span> A Goal-Oriented Social Business Process Management Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Ehson%20Rangiha">Mohammad Ehson Rangiha</a>, <a href="https://publications.waset.org/abstracts/search?q=Bill%20Karakostas"> Bill Karakostas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Social Business Process Management (SBPM) promises to overcome limitations of traditional BPM by allowing flexible process design and enactment through the involvement of users from a social community. This paper proposes a meta-model and architecture for socially driven business process management systems. It discusses the main facets of the architecture such as goal-based role assignment that combines social recommendations with user profile, and process recommendation, through a real example of a charity organization. <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=goal-based%20modelling" title=" goal-based modelling"> goal-based modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20recommendation%20social%20collaboration" title=" process recommendation social collaboration"> process recommendation social collaboration</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/9192/a-goal-oriented-social-business-process-management-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9192.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">494</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">18761</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">18760</span> Signature Verification System for a Banking Business Process Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Rahaf">A. Rahaf</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Liyakathunsia"> S. Liyakathunsia</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In today’s world, unprecedented operational pressure is faced by banks that test the efficiency, effectiveness, and agility of their business processes. In a typical banking process, a person’s authorization is usually based on his signature on most all of the transactions. Signature verification is considered as one of the highly significant information needed for any bank document processing. Banks usually use Signature Verification to authenticate the identity of individuals. In this paper, a business process model has been proposed in order to increase the quality of the verification process and to reduce time and needed resources. In order to understand the current process, a survey has been conducted and distributed among bank employees. After analyzing the survey, a process model has been created using Bizagi modeler which helps in simulating the process after assigning time and cost of it. The outcomes show that the automation of signature verification process is highly recommended for a banking business process. <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=process%20modeling" title=" process modeling"> process modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=quality" title=" quality"> quality</a>, <a href="https://publications.waset.org/abstracts/search?q=Signature%20Verification" title=" Signature Verification"> Signature Verification</a> </p> <a href="https://publications.waset.org/abstracts/67664/signature-verification-system-for-a-banking-business-process-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/67664.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">425</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">18759</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">18758</span> Models of Innovation Processes and Their Evolution: A Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maier%20Dorin">Maier Dorin</a>, <a href="https://publications.waset.org/abstracts/search?q=Maier%20Andreea"> Maier Andreea</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today, any organization - regardless of the specific activity - must be prepared to face continuous radical changes, innovation thus becoming a condition of survival in a globalized market. Not all managers have an overall view on the real size of necessary innovation potential. Unfortunately there is still no common (and correct) understanding of the term of innovation among managers. Moreover, not all managers are aware of the need for innovation. This article highlights and analyzes a series of models of innovation processes and their evolution. The models analyzed encompass both the strategic level and the operational one within an organization, indicating performance innovation on each landing. As the literature review shows, there are no easy answers to the innovation process as there are no shortcuts to great results. Successful companies do not have a silver innovative bullet - they do not get results by making one or few things better than others, they make everything better. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation" title="innovation">innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20process" title=" innovation process"> innovation process</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20success" title=" business success"> business success</a>, <a href="https://publications.waset.org/abstracts/search?q=models%20of%20innovation" title=" models of innovation"> models of innovation</a> </p> <a href="https://publications.waset.org/abstracts/6877/models-of-innovation-processes-and-their-evolution-a-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6877.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">401</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">18757</span> The Use of TRIZ to Map the Evolutive Pattern of Products</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fernando%20C.%20Labouriau">Fernando C. Labouriau</a>, <a href="https://publications.waset.org/abstracts/search?q=Ricardo%20M.%20Naveiro"> Ricardo M. Naveiro</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper presents a model for mapping the evolutive pattern of products in order to generate new ideas, to perceive emerging technologies and to manage product’s portfolios in new product development (NPD). According to the proposed model, the information extracted from the patent system is filtered and analyzed with TRIZ tools to produce the input information to the NPD process. The authors acknowledge that the NPD process is well integrated within the enterprises business strategic planning and that new products are vital in the competitive market nowadays. In the other hand, it has been observed the proactive use of patent information in some methodologies for selecting projects, mapping technological change and generating product concepts. And one of these methodologies is TRIZ, a theory created to favor innovation and to improve product design that provided the analytical framework for the model. Initially, it is presented an introduction to TRIZ mainly focused on the patterns of evolution of technical systems and its strategic uses, a brief and absolutely non-comprehensive description as the theory has several others tools being widely employed in technical and business applications. Then, it is introduced the model for mapping the products evolutive pattern with its three basic pillars, namely patent information, TRIZ and NPD, and the methodology for implementation. Following, a case study of a Brazilian bike manufacturing is presented to proceed the mapping of a product evolutive pattern by decomposing and analyzing one of its assemblies along ten evolution lines in order to envision opportunities for further product development. Some of these lines are illustrated in more details to evaluate the features of the product in relation to the TRIZ concepts using a comparison perspective with patents in the state of the art to validate the product’s evolutionary potential. As a result, the case study provided several opportunities for a product improvement development program in different project categories, identifying technical and business impacts as well as indicating the lines of evolution that can mostly benefit from each opportunity. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=product%20development" title="product development">product development</a>, <a href="https://publications.waset.org/abstracts/search?q=patents" title=" patents"> patents</a>, <a href="https://publications.waset.org/abstracts/search?q=product%20strategy" title=" product strategy"> product strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=systems%20evolution" title=" systems evolution"> systems evolution</a> </p> <a href="https://publications.waset.org/abstracts/22877/the-use-of-triz-to-map-the-evolutive-pattern-of-products" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22877.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">500</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">18756</span> Linking Business Process Models and System Models Based on Business Process Modelling</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Faisal%20A.%20Aburub">Faisal A. Aburub</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations today need to invest in software in order to run their businesses, and to the organizations’ objectives, the software should be in line with the business process. This research presents an approach for linking process models and system models. Particularly, the new approach aims to synthesize sequence diagram based on role activity diagram (RAD) model. The approach includes four steps namely: Create business process model using RAD, identify computerized activities, identify entities in sequence diagram and identify messages in sequence diagram. The new approach has been validated using the process of student registration in University of Petra as a case study. Further research is required to validate the new approach using different domains. <p class="card-text"><strong>Keywords:</strong> <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=system%20models" title=" system models"> system models</a>, <a href="https://publications.waset.org/abstracts/search?q=role%20activity%20diagrams" title=" role activity diagrams"> role activity diagrams</a>, <a href="https://publications.waset.org/abstracts/search?q=sequence%20diagrams" title=" sequence diagrams"> sequence diagrams</a> </p> <a href="https://publications.waset.org/abstracts/44990/linking-business-process-models-and-system-models-based-on-business-process-modelling" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44990.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">384</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">18755</span> Social Business: Opportunities and Challenges</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Mustafizur%20Rahaman">Muhammad Mustafizur Rahaman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Social business is a new concept in the field of Business Economics and Capitalist Economy. It has increased the importance in economic and social development in emerging economies. Professor Muhammad Yunus is the founding father of the notion. While conventional business underscores profit maximization as a core business principle, social business calls for addressing social problems at the expense of profit. This underlying principle gives social business advantageous position over conventional businesses to serve those who live at the bottom of the pyramid. It also poses grave challenges to the social business because social business sacrifices profit at one hand and seeks financial sustainability on the other. For the sake of its financial sustainability, the social business might increase the price of its product or service which might lower its social impact, thus, makes the business self-defeating. Therefore, social business should be more innovative in every business process including production, marketing, and management. Otherwise, the business is unlikely to be driven out from the society. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovativeness" title="innovativeness">innovativeness</a>, <a href="https://publications.waset.org/abstracts/search?q=self-defeat" title=" self-defeat"> self-defeat</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20business" title=" social business"> social business</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20problem" title=" social problem "> social problem </a> </p> <a href="https://publications.waset.org/abstracts/19929/social-business-opportunities-and-challenges" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19929.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">619</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">18754</span> A Tool for Rational Assessment of Dynamic Trust in Networked Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Simon%20Samwel%20Msanjila">Simon Samwel Msanjila</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Networked environments which provides platforms and environments for business organizations are configured in different forms depending on many factors including life time, member characteristics, communication structure, and business objectives, among others. With continuing advances in digital technologies the distance has become a less barrier for business minded collaboration among organizations. With the need and ease to make business collaborate nowadays organizations are sometimes forced to co-work with others that are either unknown or less known to them in terms of history and performance. A promising approach for sustaining established collaboration has been establishment of trust relationship among organizations based on assessed trustworthiness for each participating organization. It has been stated in research that trust in organization is dynamic and thus assessment of trust level must address such dynamic nature. This paper assess relevant aspects of trust and applies the concepts to propose a semi-automated system for assessing the Sustainability and Evolution of trust in organizations participating in specific objective in a networked organizations environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=trust%20evolution" title="trust evolution">trust evolution</a>, <a href="https://publications.waset.org/abstracts/search?q=trust%20sustainability" title=" trust sustainability"> trust sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=networked%20organizations" title=" networked organizations"> networked organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20trust" title=" dynamic trust "> dynamic trust </a> </p> <a href="https://publications.waset.org/abstracts/36945/a-tool-for-rational-assessment-of-dynamic-trust-in-networked-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36945.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">431</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">18753</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">18752</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">18751</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">18750</span> Heterogeneous Artifacts Construction for Software Evolution Control</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mounir%20Zekkaoui">Mounir Zekkaoui</a>, <a href="https://publications.waset.org/abstracts/search?q=Abdelhadi%20Fennan"> Abdelhadi Fennan </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The software evolution control requires a deep understanding of the changes and their impact on different system heterogeneous artifacts. And an understanding of descriptive knowledge of the developed software artifacts is a prerequisite condition for the success of the evolutionary process. The implementation of an evolutionary process is to make changes more or less important to many heterogeneous software artifacts such as source code, analysis and design models, unit testing, XML deployment descriptors, user guides, and others. These changes can be a source of degradation in functional, qualitative or behavioral terms of modified software. Hence the need for a unified approach for extraction and representation of different heterogeneous artifacts in order to ensure a unified and detailed description of heterogeneous software artifacts, exploitable by several software tools and allowing to responsible for the evolution of carry out the reasoning change concerned. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=heterogeneous%20software%20artifacts" title="heterogeneous software artifacts">heterogeneous software artifacts</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20evolution%20control" title=" software evolution control"> software evolution control</a>, <a href="https://publications.waset.org/abstracts/search?q=unified%20approach" title=" unified approach"> unified approach</a>, <a href="https://publications.waset.org/abstracts/search?q=meta%20model" title=" meta model"> meta model</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20architecture" title=" software architecture"> software architecture</a> </p> <a href="https://publications.waset.org/abstracts/13647/heterogeneous-artifacts-construction-for-software-evolution-control" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13647.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">445</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">18749</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">173</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">18748</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">18747</span> The Impact of Business Process Reengineering to the Company Performance through TQM and Enterprise Resource Planning Implementation on Manufacturing Companies in East Java, Indonesia </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Widjojo%20Suprapto">Widjojo Suprapto</a>, <a href="https://publications.waset.org/abstracts/search?q=Zeplin%20Jiwa%20Husada%20Tarigan"> Zeplin Jiwa Husada Tarigan</a>, <a href="https://publications.waset.org/abstracts/search?q=Sautma%20Ronni%20Basana"> Sautma Ronni Basana</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business process reengineering can be conducted by some procedure rationalization for all related departments in a company so that all data and business processes are connected. The changing of any business process is used to set up the working standard so that it gives an impact to the implementation of ERP and the company performance. After collecting and processing the data from 77 manufacturing companies, it is obtained that BPR (Business Process Reengineering) has no direct impact on the implementation of ERP (Enterprise Resource Planning) in the companies and manufacturing performance; however, it influences the implementation of TQM. The implementation of TQM influences directly the implementation of ERP, but it does not influence directly the company performance. The implementation of ERP gives a significant increase in the work performance of the manufacturing companies in East Java. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=enterprise%20resources%20planning" title="enterprise resources planning">enterprise resources planning</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20reengineering" title=" business process reengineering"> business process reengineering</a>, <a href="https://publications.waset.org/abstracts/search?q=TQM" title=" TQM"> TQM</a>, <a href="https://publications.waset.org/abstracts/search?q=company%20performance" title=" company performance"> company performance</a> </p> <a href="https://publications.waset.org/abstracts/81611/the-impact-of-business-process-reengineering-to-the-company-performance-through-tqm-and-enterprise-resource-planning-implementation-on-manufacturing-companies-in-east-java-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81611.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">207</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">18746</span> A Business Model Design Process for Social Enterprises: The Critical Role of the Environment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hadia%20Abdel%20Aziz">Hadia Abdel Aziz</a>, <a href="https://publications.waset.org/abstracts/search?q=Raghda%20El%20Ebrashi"> Raghda El Ebrashi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business models are shaped by their design space or the environment they are designed to be implemented in. The rapidly changing economic, technological, political, regulatory and market external environment severely affects business logic. This is particularly true for social enterprises whose core mission is to transform their environments, and thus, their whole business logic revolves around the interchange between the enterprise and the environment. The context in which social business operates imposes different business design constraints while at the same time, open up new design opportunities. It is also affected to a great extent by the impact that successful enterprises generate; a continuous loop of interaction that needs to be managed through a dynamic capability in order to generate a lasting powerful impact. This conceptual research synthesizes and analyzes literature on social enterprise, social enterprise business models, business model innovation, business model design, and the open system view theory to propose a new business model design process for social enterprises that takes into account the critical role of environmental factors. This process would help the social enterprise develop a dynamic capability that ensures the alignment of its business model to its environmental context, thus, maximizing its probability of success. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20enterprise" title="social enterprise">social enterprise</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model" title=" business model"> business model</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20design" title=" business model design"> business model design</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20environment" title=" business model environment"> business model environment</a> </p> <a href="https://publications.waset.org/abstracts/48331/a-business-model-design-process-for-social-enterprises-the-critical-role-of-the-environment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48331.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">371</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">18745</span> Digital Manufacturing: Evolution and a Process Oriented Approach to Align with Business Strategy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abhimanyu%20Pati">Abhimanyu Pati</a>, <a href="https://publications.waset.org/abstracts/search?q=Prabir%20K.%20Bandyopadhyay"> Prabir K. Bandyopadhyay</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper intends to highlight the significance of Digital Manufacturing (DM) strategy in support and achievement of business strategy and goals of any manufacturing organization. Towards this end, DM initiatives have been given a process perspective, while not undermining its technological significance, with a view to link its benefits directly with fulfilment of customer needs and expectations in a responsive and cost-effective manner. A digital process model has been proposed to categorize digitally enabled organizational processes with a view to create synergistic groups, which adopt and use digital tools having similar characteristics and functionalities. This will throw future opportunities for researchers and developers to create a unified technology environment for integration and orchestration of processes. Secondly, an effort has been made to apply “what” and “how” features of Quality Function Deployment (QFD) framework to establish the relationship between customers’ needs – both for external and internal customers, and the features of various digital processes, which support for the achievement of these customer expectations. The paper finally concludes that in the present highly competitive environment, business organizations cannot thrive to sustain unless they understand the significance of digital strategy and integrate it with their business strategy with a clearly defined implementation roadmap. A process-oriented approach to DM strategy will help business executives and leaders to appreciate its value propositions and its direct link to organization’s competitiveness. <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=cloud%20computing" title=" cloud computing"> cloud computing</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20approaches" title=" knowledge management approaches"> knowledge management approaches</a>, <a href="https://publications.waset.org/abstracts/search?q=cloud-based%20knowledge%20management" title=" cloud-based knowledge management"> cloud-based knowledge management</a> </p> <a href="https://publications.waset.org/abstracts/69597/digital-manufacturing-evolution-and-a-process-oriented-approach-to-align-with-business-strategy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69597.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">309</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">18744</span> Evaluation of Free Technologies as Tools for Business Process Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Julio%20Sotomayor">Julio Sotomayor</a>, <a href="https://publications.waset.org/abstracts/search?q=Daniel%20Yucra"> Daniel Yucra</a>, <a href="https://publications.waset.org/abstracts/search?q=Jorge%20Mayhuasca"> Jorge Mayhuasca</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The article presents an evaluation of free technologies for business process automation, with emphasis only on tools compatible with the general public license (GPL). The compendium of technologies was based on promoting a service-oriented enterprise architecture (SOA) and the establishment of a business process management system (BPMS). The methodology for the selection of tools was Agile UP. This proposal allows businesses to achieve technological sovereignty and independence, in addition to the promotion of service orientation and the development of free software based on components. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=BPM" title="BPM">BPM</a>, <a href="https://publications.waset.org/abstracts/search?q=BPMS%20suite" title=" BPMS suite"> BPMS suite</a>, <a href="https://publications.waset.org/abstracts/search?q=open-source%20software" title=" open-source software"> open-source software</a>, <a href="https://publications.waset.org/abstracts/search?q=SOA" title=" SOA"> SOA</a>, <a href="https://publications.waset.org/abstracts/search?q=enterprise%20architecture" title=" enterprise architecture"> enterprise architecture</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title=" business process management"> business process management</a> </p> <a href="https://publications.waset.org/abstracts/142346/evaluation-of-free-technologies-as-tools-for-business-process-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/142346.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">288</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">18743</span> The Impact of the Business Process Reengineering on the Practices of the Human Resources Management in the Franco Tunisian Company-Network</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nesrine%20Bougarech">Nesrine Bougarech</a>, <a href="https://publications.waset.org/abstracts/search?q=Habib%20Affes"> Habib Affes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research lays the emphasis on the business process reengineering (BPR) which consists in radically altering the organizational processes through the optimal use of information technology (IT) to attain major enhancements in terms of quality, performance and productivity. A survey of the business process reengineering (BPR) was carried out in three French groups and their subsidiaries in Tunisia. The data collected were qualitatively analyzed in an attempt to test the main indicators of the success of a business process reengineering project (BPR) and to compare the importance of these indicators in the context of France versus Tunisia. The study corroborates that the respect of the inherent principles of the business process reengineering (BPR) and the diversity of the human resources involved in the project can lead to better productivity, higher quality of the goods or services and lower cost. Additionally, our results mirror the extent to which the respect of the principles and the diversity of resources are more important in the French companies than in their Tunisian subsidiaries. <p class="card-text"><strong>Keywords:</strong> <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=human%20resources%20management%20%28HRM%29" title=" human resources management (HRM)"> human resources management (HRM)</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology%20%28IT%29" title=" information technology (IT)"> information technology (IT)</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/48863/the-impact-of-the-business-process-reengineering-on-the-practices-of-the-human-resources-management-in-the-franco-tunisian-company-network" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48863.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">408</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">18742</span> Inclusive Business Development: A Case Study of Developing Community-Operated Business Venture</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Paula%20Linna">Paula Linna</a> </p> <p class="card-text"><strong>Abstract:</strong></p> During the recent years interest in inclusive business has increased. Still, research on inclusive business development is at infancy. This study provides empirical evidence on inclusive business development of mini-grid solution for the rural African communities. This study tests how well the insights of creation theory can explain inclusive business development process which often occurs under uncertainty due to demands for developing new technology, new business model and establishing business in new market. These several uncertain elements of business development impact what kind of business strategies the entrepreneur can practice and what kind of decision making tools to use. In addition, community engagement is essential for the successful operative management of a mini-grid solution. This study advances the understanding of inclusive business development and can be used as the foundation for future work to facilitate the process of new business venture creation at the BOP particularly when developing community-operated entrepreneurship model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=creation%20theory" title="creation theory">creation theory</a>, <a href="https://publications.waset.org/abstracts/search?q=base%20of%20the%20pyramid%20%28BOP%29" title=" base of the pyramid (BOP)"> base of the pyramid (BOP)</a>, <a href="https://publications.waset.org/abstracts/search?q=community-operated%20entrepreneurship" title=" community-operated entrepreneurship"> community-operated entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=rural%20African%20communities" title=" rural African communities"> rural African communities</a> </p> <a href="https://publications.waset.org/abstracts/9557/inclusive-business-development-a-case-study-of-developing-community-operated-business-venture" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9557.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">500</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=business%20process%20evolution&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=business%20process%20evolution&page=3">3</a></li> <li class="page-item"><a class="page-link" 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