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<html><head><title>Search EUDL</title><link rel="icon" href="/images/favicon.ico"><link rel="stylesheet" type="text/css" href="/css/screen.css"><link rel="stylesheet" href="/css/zenburn.css"><meta http-equiv="Content-Type" content="charset=utf-8"><meta name="viewport" content="width=device-width, initial-scale=1.0"><meta name="Description" content="Search the thousands of conference proceedings and academic journal articles housed in the European Union Digital Library"><script type="text/javascript" src="https://services.eai.eu//load-signup-form/EAI"></script><script type="text/javascript" src="https://services.eai.eu//ujs/forms/signup/sso-client.js"></script><script type="text/javascript">if (!window.EUDL){ window.EUDL={} };EUDL.cas_url="https://account.eai.eu/cas";EUDL.profile_url="https://account.eai.eu";if(window.SSO){SSO.set_mode('eai')};</script><script type="text/javascript" src="/js/jquery.js"></script><script type="text/javascript" src="/js/jquery.cookie.js"></script><script type="text/javascript" src="/js/sso.js"></script><script type="text/javascript" src="/js/jscal2.js"></script><script type="text/javascript" src="/js/lang/en.js"></script><script type="text/javascript" src="/js/jquery.colorbox-min.js"></script><script type="text/javascript" src="/js/eudl.js"></script><script type="text/javascript" src="/js/content.js"></script><link rel="stylesheet" type="text/css" href="/css/jscal/jscal2.css"><link rel="stylesheet" type="text/css" href="/css/jscal/eudl/eudl.css"><link rel="stylesheet" type="text/css" href="/css/colorbox.css"></head><body><div id="eudl-page-head"><div id="eudl-page-header"><section id="user-area"><div><nav id="right-nav"><a href="/about">About</a> | <a href="/contact">Contact Us</a> | <a class="register" href="https://account.eai.eu/register?service=http%3A%2F%2Feudl.eu%2Fcontent%3Farticles_page%3D4">Register</a> | <a class="login" href="https://account.eai.eu/cas/login?service=http%3A%2F%2Feudl.eu%2Fcontent%3Farticles_page%3D4">Login</a></nav></div></section></div></div><div id="eudl-page"><header><section id="topbar-ads"><div><a href="https://eudl.eu/"><img class="eudl-logo-top" src="https://eudl.eu/images/eudl-logo.png"></a><img class="eudl-ads-top" src="https://eudl.eu/images/eai-eudl.jpg"></div></section><section id="menu"><nav><a href="/proceedings" class=""><span>Proceedings</span><span class="icon"></span></a><a href="/series" class=""><span>Series</span><span class="icon"></span></a><a href="/journals" class=""><span>Journals</span><span class="icon"></span></a><a href="/content" class="current"><span>Search</span><span class="icon"></span></a><a href="http://eai.eu/">EAI</a></nav></section></header><div id="eaientran"></div><section id="content"><section id="content-list"><form class="search-form" id="article_search" action="/contents" method="get"><section id="articles-search" class="search"><div class="metasearch"><select id="metadata-field" name="metadata"><option name="select">Select</option><option name="title">Title</option><option name="abstract">Abstract</option><option name="author_name">Author Names</option><option name="keywords">Keywords</option><option name="doi">DOI</option><option name="all">All</option></select></div><div class="field"><input id="search-field" name="q" placeholder="search terms here…" size="30" type="text" value=""><input type="submit" id="search-submit"><div class="summary"></div></div><div class="order">Ordered by <a href="/content?order_title=asc&articles_page=4" class="filter "><span>title</span><span class="icon"></span></a> or <a href="/content?order_year=asc&articles_page=4" class="filter current desc"><span>year</span> <span class="icon"></span></a></div></section><section id="articles-filters"><section id="search-filters"></section></section><section id="articles-results" class="search-results"><ul class="results-list"><li class="result-item article-light first"><h3><a href="/doi/10.4108/eai.14-8-2024.2351070">Effective Operational Management for Traditional Clothes Industries in Special Region of Yogyakarta Province</a></h3><dl class="metadata"><dd class="value">Research Article in Proceedings of the 4th International Conference on Business, Accounting, and Economics, ICBAE 2024, 14-15 August 2024, Purwokerto, Indonesia</dd><br><dt class="title">Authors: </dt><dd class="value">Febri Diah Ayu Hapsari, Diah Setyawati Dewanti</dd><br><dt class="title">Abstract: </dt><dd class="value abstract"><div class="shortened"><p>The study aims to analyse the effects of Financial Capital, labor, raw materials, technology, competition from other companies, employee loyalty on the production of Javanesse production traditional clothing industry in the Special Region od Yofgyakarta Province. Quantitative research methods with …</p></div><div class="full"><p>The study aims to analyse the effects of Financial Capital, labor, raw materials, technology, competition from other companies, employee loyalty on the production of Javanesse production traditional clothing industry in the Special Region od Yofgyakarta Province. Quantitative research methods with 400 respondents have been collected to answer the research aim. The sampling design use simple random sampling which spread into 5 regencies and city. Questionnaire has been utilize with 4 likert scale. The dependent variable is production and independent variables are Financial Capital, human capital, input, technology, competitors and loyality. Most of the traditional clothes industries has between 11-20 years of business (38.5%) and consists of type for traditional industries such as batik (85.8%); blangkon/traditional hat (11.5%); kebaya (2.0%) and surjan (0.8%). It has been validated (Rmes >0.098) and reliable (Cronbach alpha=0,806).The analysis technique use ordinary least squared with adj. R2 is 51.6%. Based on the analysis, Financial Capital (2.891<em>); human capital (2.155</em>); input (4.272<strong>); technology (5.258</strong>); competitors (-3.485<strong>); and loyality (11.356</strong>).</p></div> <span class="expander more"><a class="trigger">more »</a></span></dd></dl></li><li class="result-item article-light first"><h3><a href="/doi/10.4108/eai.14-8-2024.2351092">The Mediating Role of Entrepreneur Attitude: Unveiling the Path from Self-Efficacy to Entrepreneurial Intention</a></h3><dl class="metadata"><dd class="value">Research Article in Proceedings of the 4th International Conference on Business, Accounting, and Economics, ICBAE 2024, 14-15 August 2024, Purwokerto, Indonesia</dd><br><dt class="title">Authors: </dt><dd class="value">Ainul Mahfudh, Haris Budiawan, Ali Ali</dd><br><dt class="title">Abstract: </dt><dd class="value abstract"><div class="shortened"><p>Entrepreneurship is critical to a nation's economic advancement. In order to increase the number of entrepreneurs, it is crucial to comprehend the significance of self-efficacy and entrepreneurial attitudes. This study aims to ascertain the impact of self-efficacy on the entrepreneurial attitudes a…</p></div><div class="full"><p>Entrepreneurship is critical to a nation's economic advancement. In order to increase the number of entrepreneurs, it is crucial to comprehend the significance of self-efficacy and entrepreneurial attitudes. This study aims to ascertain the impact of self-efficacy on the entrepreneurial attitudes and ambitions of Generation Z Jepara. This study also investigates how entrepreneurial mindsets influence entrepreneurial inclinations in Generation Z. The population for this study consists of individuals from Jepara's Generation Z, specifically those aged between 20 and 29 years, totalling 187,352 people. The study used a survey design with a purposive sample of 384 Generation Z individuals from Jepara, selected using the Slovin method. The study employed structural equation modelling with partial least squares (SEM-PLS) to assess the relationship between independent and dependent variables. The study's findings indicate that entrepreneurial self-efficacy strongly influences entrepreneurial intention in Generation Z. Furthermore, this study's results demonstrate that entrepreneurial self-efficacy positively impacts Generation Z's entrepreneurial attitude. Additionally, there is a significant relationship between entrepreneurial self-efficacy, entrepreneurial intention, and attitude towards entrepreneurship, with entrepreneurial self-efficacy acting as an intervening variable.</p></div> <span class="expander more"><a class="trigger">more »</a></span></dd></dl></li><li class="result-item article-light first"><h3><a href="/doi/10.4108/eai.14-8-2024.2351089">The Role of Coercive Isomorphism in Improving Sustainability Performance</a></h3><dl class="metadata"><dd class="value">Research Article in Proceedings of the 4th International Conference on Business, Accounting, and Economics, ICBAE 2024, 14-15 August 2024, Purwokerto, Indonesia</dd><br><dt class="title">Authors: </dt><dd class="value">Hadi Pramono, Nur Isna Inayati, Ika Yustina Rahmawati</dd><br><dt class="title">Abstract: </dt><dd class="value abstract"><div class="shortened"><p>Sustainability performance has become an interesting issue in the business world. This can be seen from the current perspective of investors who not only look at profitability but are also oriented towards non-financial factors in the form of the company's long-term growth. Sustainability performan…</p></div><div class="full"><p>Sustainability performance has become an interesting issue in the business world. This can be seen from the current perspective of investors who not only look at profitability but are also oriented towards non-financial factors in the form of the company's long-term growth. Sustainability performance refers to an organization's total performance, which may include its policies, decisions, and actions that create social, environmental, and/or economic, including financial results. The entire non-financial reporting process may be directly and indirectly driven by the effects of institutional isomorphic mechanisms. Institutional isomorphism is related to actions resulting from external pressure. The sample of this study was all banks registered with the Financial Services Authority for the 2019-2022 accounting period. The results of this research show that coercive isomorphism has a positive effect on sustainability performance.</p></div> <span class="expander more"><a class="trigger">more »</a></span></dd></dl></li><li class="result-item article-light first"><h3><a href="/doi/10.4108/eai.14-8-2024.2351895">Employee Performance in Islamic Organization: Islamic Leadership, Work Environment, and Job Satisfaction</a></h3><dl class="metadata"><dd class="value">Research Article in Proceedings of the 4th International Conference on Business, Accounting, and Economics, ICBAE 2024, 14-15 August 2024, Purwokerto, Indonesia</dd><br><dt class="title">Authors: </dt><dd class="value">Rana Rabbad, Herni Justiana Astuti</dd><br><dt class="title">Abstract: </dt><dd class="value abstract"><div class="shortened"><p>This study aims to explore the relationship between Islamic leadership, work environment, and job satisfaction on employee performance. A convenient sample of 142 respondents was selected for this study, out of the 721 employees of Universitas Muhammadiyah Purwokerto that comprised the populatio…</p></div><div class="full"><p>This study aims to explore the relationship between Islamic leadership, work environment, and job satisfaction on employee performance. A convenient sample of 142 respondents was selected for this study, out of the 721 employees of Universitas Muhammadiyah Purwokerto that comprised the population under consideration. A quantitative survey approach was used to gather data. The data in this study were analyzed using SMARTPLS version 3.3.4 software and the Partial Least Square (PLS) method. The study's conclusions demonstrate that Islamic leadership, the work environment, and job satisfaction all positively and significantly impact worker performance. The findings of the study offer knowledge that can enhance employees' productivity at work. Organizations should prioritize enhancing the working environment, Islamic leadership and job satisfaction to achieve this. Offering employees the chance to learn and develop, as well as fostering a positive and supportive work environment, are some measures for improvement.</p></div> <span class="expander more"><a class="trigger">more »</a></span></dd></dl></li><li class="result-item article-light first"><h3><a href="/doi/10.4108/eai.14-8-2024.2351561">Effectiveness and Efficiency of Implementing The Spending Budget Plan at The Development Planning, Research, and Regional Development Agency of Banyumas District for The 2023 Budget Year</a></h3><dl class="metadata"><dd class="value">Research Article in Proceedings of the 4th International Conference on Business, Accounting, and Economics, ICBAE 2024, 14-15 August 2024, Purwokerto, Indonesia</dd><br><dt class="title">Authors: </dt><dd class="value">Oktiviarani Fitriningsih, Iwan Fakhruddin, Rina Mudjiyanti</dd><br><dt class="title">Abstract: </dt><dd class="value abstract"><div class="shortened"><p>Regional government administrators will not be separated from the use of budgets, where every year the government must prepare a budget plan. The control, planning, and public accountability instruments in managing and allocating public funds. Accounting is also essential to include in a budget rea…</p></div><div class="full"><p>Regional government administrators will not be separated from the use of budgets, where every year the government must prepare a budget plan. The control, planning, and public accountability instruments in managing and allocating public funds. Accounting is also essential to include in a budget realization report, information can be found indicating was carried out effectively and efficiently by applicable regulations. The financial performance of the Banyumas Regency Regional Development Planning, Research, and Development Agency in 2023 is considered less efficient in budget use. Nevertheless, the budget performance of the Banyumas Regency Regional Development Planning, Research, and Development Agency for 2023 has been considered effective in implementing budget use.</p></div> <span class="expander more"><a class="trigger">more »</a></span></dd></dl></li><li class="result-item article-light first"><h3><a href="/doi/10.4108/eai.14-8-2024.2351603">Procedure For Validation of Income and Expenditure of Regional Public Service Agency (RPSA) In Banyumas Regency</a></h3><dl class="metadata"><dd class="value">Research Article in Proceedings of the 4th International Conference on Business, Accounting, and Economics, ICBAE 2024, 14-15 August 2024, Purwokerto, Indonesia</dd><br><dt class="title">Authors: </dt><dd class="value">Viesta Intan Dian Saputri, Hadi Pramono, Tiara Pandansari</dd><br><dt class="title">Abstract: </dt><dd class="value abstract"><div class="shortened"><p>This article aims to determine the procedures for ratifying income and expenditure at the Regional Public Service Agency (RPSA) in Banyumas Regency. The method used in writing this final assignment is a qualitative approach with descriptive methods. The data came from interviews, observation, docum…</p></div><div class="full"><p>This article aims to determine the procedures for ratifying income and expenditure at the Regional Public Service Agency (RPSA) in Banyumas Regency. The method used in writing this final assignment is a qualitative approach with descriptive methods. The data came from interviews, observation, documentation, and literature study. The results obtained by the author show that the process of ratifying the income and expenditure of the Regional Public Service Agency (RPSA), carried out by the Regional Finance and Assets Agency (RFAA), is carried out once every quarter. The flow of procedures for ratifying the income and expenditure of the Regional Public Service Agency (RPSA) at the Regional Finance and Assets Agency (RFAA) in Banyumas Regency is not yet accompanied by a flowchart, so it is necessary to make a flow chart or flowchart related to the procedures for ratifying the income and expenditure of the Regional Public Service Agency (RPSA) which will help visualize the process flow more clearly and make understanding easier for all parties involved.</p></div> <span class="expander more"><a class="trigger">more »</a></span></dd></dl></li><li class="result-item article-light first"><h3><a href="/doi/10.4108/eai.14-8-2024.2351543">The Mediating Role Of Social Media Engagement And Brand Love In The Influence Of Social Media Marketing Activites On Purchasing Decisions</a></h3><dl class="metadata"><dd class="value">Research Article in Proceedings of the 4th International Conference on Business, Accounting, and Economics, ICBAE 2024, 14-15 August 2024, Purwokerto, Indonesia</dd><br><dt class="title">Authors: </dt><dd class="value">Anes Sintya Rahmaniyati, Durrotun Nafiah, Mohamad Rifqy Roosdhani</dd><br><dt class="title">Abstract: </dt><dd class="value abstract"><div class="shortened"><p>This study examines how social media marketing activities influence customer engagement, brand love, and purchase descisions at Kedai My Fodee. The study using a quantitative approach and survey technique, data was collected from 246 respondents who have made purchases at my fodee shop at least onc…</p></div><div class="full"><p>This study examines how social media marketing activities influence customer engagement, brand love, and purchase descisions at Kedai My Fodee. The study using a quantitative approach and survey technique, data was collected from 246 respondents who have made purchases at my fodee shop at least once. The result of data analysis using the SEM method with SmartPLS findings reveal a positive and significant impact of social media marketing on engagement and brand love, but not directly on purchase decisions. However, both engagement and brand love significantly influence purchase behavior. This suggests social media marketing plays an indirect yet crucial role in driving purchase decisions through increased engagement and fostering brand love.</p></div> <span class="expander more"><a class="trigger">more »</a></span></dd></dl></li><li class="result-item article-light first"><h3><a href="/doi/10.4108/eai.14-8-2024.2351090">Family Business Succession (Case Study On Pinus Kenteng Vila In Kopeng, Semarang District) </a></h3><dl class="metadata"><dd class="value">Research Article in Proceedings of the 4th International Conference on Business, Accounting, and Economics, ICBAE 2024, 14-15 August 2024, Purwokerto, Indonesia</dd><br><dt class="title">Authors: </dt><dd class="value">Ketsia Imanuella Sapulette, Christantius Dwiatmadja</dd><br><dt class="title">Abstract: </dt><dd class="value abstract"><div class="shortened"><p>The aim of this research is to analyze the factors and succession process in the Pinus Kenteng Vila family business in Kopeng, Semarang District. This type of data is primary data obtained from the results of surveys and interviews with the next generation and family members involved in the outboun…</p></div><div class="full"><p>The aim of this research is to analyze the factors and succession process in the Pinus Kenteng Vila family business in Kopeng, Semarang District. This type of data is primary data obtained from the results of surveys and interviews with the next generation and family members involved in the outbound business at Pinus Kenteng Vila in Kopeng, Semarang District. This research was held at Pinus Kenteng Vila Jln Salatiga Kopeng KM 7 Sumogawe District,Semarang The founder himself has five children and of the five children, three of them help manage the family business together and the second child takes leadership of the family business. The resource person for this research is the second generation who leads the family business with the position of Director of Implementation and Finance and other family members who work in the Audit, Licensing and Finance Department. After being built, the organization of this business was initially conservative, traditional, meaning that the founder together with his wife took care of and managed everything themselves. The strategy used is still traditional with affordable prices for both culinary and lodging. The cool and beautiful nature surrounding the Pinus Kenteng Vila is a distinct advantage of this business.</p></div> <span class="expander more"><a class="trigger">more »</a></span></dd></dl></li><li class="result-item article-light first"><h3><a href="/doi/10.4108/eai.14-8-2024.2351560">Exploring the Antecedent of Healthcare Institution Employee Performance</a></h3><dl class="metadata"><dd class="value">Research Article in Proceedings of the 4th International Conference on Business, Accounting, and Economics, ICBAE 2024, 14-15 August 2024, Purwokerto, Indonesia</dd><br><dt class="title">Authors: </dt><dd class="value">Purnadi Purnadi, Yudhistira Pradhipta Aryoko</dd><br><dt class="title">Abstract: </dt><dd class="value abstract"><div class="shortened"><p>This research explores the antecedents of employee performance in healthcare institutions, focusing on work culture, personality, self-esteem, and teamwork. Conducted among 328 employees of PKU Muhammadiyah Gombong Hospital, excluding doctors, the study used a quantitative approach with questionnai…</p></div><div class="full"><p>This research explores the antecedents of employee performance in healthcare institutions, focusing on work culture, personality, self-esteem, and teamwork. Conducted among 328 employees of PKU Muhammadiyah Gombong Hospital, excluding doctors, the study used a quantitative approach with questionnaires to collect data, analyzed using SPSS version 26. Findings reveal that self-esteem and teamwork significantly and positively influence employee performance, while work culture and personality do not. These results highlight the importance of fostering self-esteem and teamwork in healthcare settings to enhance performance. The study suggests that healthcare institutions should implement strategies promoting a positive work environment, recognizing self-esteem, and encouraging teamwork to improve employee satisfaction and patient outcomes.</p></div> <span class="expander more"><a class="trigger">more »</a></span></dd></dl></li><li class="result-item article-light first"><h3><a href="/doi/10.4108/eai.14-8-2024.2351540">Green Innovation Practices in Micro Small and Medium-sized Enterprises: Does It Affect Competitive Advantage and Business Performance?</a></h3><dl class="metadata"><dd class="value">Research Article in Proceedings of the 4th International Conference on Business, Accounting, and Economics, ICBAE 2024, 14-15 August 2024, Purwokerto, Indonesia</dd><br><dt class="title">Authors: </dt><dd class="value">Maulida Nurul Innayah, Bima Cinintya Pratama, Ghefira Hanifah, Melani Awalia, Dany Nofrizal Petra</dd><br><dt class="title">Abstract: </dt><dd class="value abstract"><div class="shortened"><p>Despite the recognized importance of green innovation in organizations, it is not clear how the green innovation practice drives the success of Micro, Small, and Medium-Sized Enterprises (MSMEs). Using survey data collected from 105 MSMEs, this study aimed to examine the effect of green process inn…</p></div><div class="full"><p>Despite the recognized importance of green innovation in organizations, it is not clear how the green innovation practice drives the success of Micro, Small, and Medium-Sized Enterprises (MSMEs). Using survey data collected from 105 MSMEs, this study aimed to examine the effect of green process innovation in creating Competitive Advantage and MSMEs' business performance. We found that green process innovation has a positive effect on MSMEs' business performance. Additionally, we discovered that competitive advantage mediates the relationship between green process innovation and MSMEs' business performance. The resource-based theory provides a foundation for understanding how green innovation practices are crucial in driving MSMEs' business performance. The implementation of environmentally sustainable practices enhances the sustainable competitive advantage. This, in turn, leads to better overall MSMEs' business performance.</p></div> <span class="expander more"><a class="trigger">more »</a></span></dd></dl></li></ul><div class="pagination"><div class="results-per-page">Page size: <span class="per-page-choice"><a class="current" href="/content?articles_per_page=10&articles_page=4">10</a></span><span class="per-page-choice"><a class="" href="/content?articles_per_page=25&articles_page=4">25</a></span><span class="per-page-choice"><a class="" href="/content?articles_per_page=50&articles_page=4">50</a></span></div><div class="pages"><ul class="pages-list"><li class="page"><a href="/content?articles_page=1">First</a></li><li class="page"><a href="/content?articles_page=3">Previous</a></li><li class="page"><a href="/content?articles_page=1" class="">1</a></li><li class="page"><a href="/content?articles_page=2" class="">2</a></li><li class="page"><a href="/content?articles_page=3" class="">3</a></li><li class="page"><a href="/content?articles_page=4" class="current">4</a></li><li class="page"><a href="/content?articles_page=5" class="">5</a></li><li class="page"><a href="/content?articles_page=6" class="">6</a></li><li class="page"><a href="/content?articles_page=7" class="">7</a></li><li class="page"><a href="/content?articles_page=8" class="">8</a></li><li class="page"><a href="/content?articles_page=9" class="">9</a></li><li class="page"><a href="/content?articles_page=10" class="">10</a></li><li class="page"><a href="/content?articles_page=11" class="">11</a></li><li class="page">…</li><li class="page"><a href="/content?articles_page=5">Next</a></li><li class="page"><a href="/content?articles_page=4524">Last</a></li></ul></div></div></section></form></section></section><div class="clear"></div><footer><div class="links"><a href="https://www.ebsco.com/" target="_blank"><img class="logo ebsco-logo" src="/images/ebsco.png" alt="EBSCO"></a><a href="https://www.proquest.com/" target="_blank"><img class="logo proquest-logo" src="/images/proquest.png" alt="ProQuest"></a><a href="https://dblp.uni-trier.de/db/journals/publ/icst.html" target="_blank"><img class="logo dblp-logo" src="/images/dblp.png" alt="DBLP"></a><a href="https://doaj.org/search?source=%7B%22query%22%3A%7B%22filtered%22%3A%7B%22filter%22%3A%7B%22bool%22%3A%7B%22must%22%3A%5B%7B%22term%22%3A%7B%22index.publisher.exact%22%3A%22European%20Alliance%20for%20Innovation%20(EAI)%22%7D%7D%5D%7D%7D%2C%22query%22%3A%7B%22query_string%22%3A%7B%22query%22%3A%22european%20alliance%20for%20innovation%22%2C%22default_operator%22%3A%22AND%22%2C%22default_field%22%3A%22index.publisher%22%7D%7D%7D%7D%7Dj" target="_blank"><img class="logo doaj-logo" src="/images/doaj.jpg" alt="DOAJ"></a><a href="https://www.portico.org/publishers/eai/" target="_blank"><img class="logo portico-logo" src="/images/portico.png" alt="Portico"></a><a href="http://eai.eu/" target="_blank"><img class="logo eai-logo" src="/images/eai.png"></a></div></footer></div><div class="footer-container"><div class="footer-width"><div class="footer-column logo-column"><a href="https://eai.eu/"><img src="https://eudl.eu/images/logo_new-1-1.png" alt="EAI Logo"></a></div><div class="footer-column"><h4>About EAI</h4><ul><li><a href="https://eai.eu/who-we-are/">Who We Are</a></li><li><a href="https://eai.eu/leadership/">Leadership</a></li><li><a href="https://eai.eu/research-areas/">Research Areas</a></li><li><a href="https://eai.eu/partners/">Partners</a></li><li><a href="https://eai.eu/media-center/">Media Center</a></li></ul></div><div class="footer-column"><h4>Community</h4><ul><li><a href="https://eai.eu/eai-community/">Membership</a></li><li><a href="https://eai.eu/conferences/">Conference</a></li><li><a href="https://eai.eu/recognition/">Recognition</a></li><li><a href="https://eai.eu/corporate-sponsorship">Sponsor Us</a></li></ul></div><div class="footer-column"><h4>Publish with EAI</h4><ul><li><a href="https://eai.eu/publishing">Publishing</a></li><li><a href="https://eai.eu/journals/">Journals</a></li><li><a href="https://eai.eu/proceedings/">Proceedings</a></li><li><a href="https://eai.eu/books/">Books</a></li><li><a href="https://eudl.eu/">EUDL</a></li></ul></div></div></div><script type="text/javascript" src="https://eudl.eu/js/gacode.js"></script><script src="/js/highlight.pack.js"></script><script>hljs.initHighlightingOnLoad();</script></body></html>