Log in

Relevant bibliographies by topics / Business processes / Journal articles

Journal articles on the topic 'Business processes'

To see the other types of publications on this topic, follow the link: Business processes.

Author: Grafiati

Published: 4 June 2021

Last updated: 8 June 2024

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Business processes.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

Rábová, I. "Business rules specification and business processes modeling." Agricultural Economics (Zemědělská ekonomika) 55, No. 1 (February 11, 2009): 20–24. http://dx.doi.org/10.17221/2503-agricecon.

Full text

Abstract:

Up to date business is managed by large-scale different rules that regulate how the business acts and how it is structured. We find the rules in law, regulation, business policy document, procedures manual, system documentation, memoranda etc. These reference resources may provide the specific basis for a rule or offer a background, context or explanation of the business rule. In the recent years, it has been discovered that business rules constitute an entire body of knowledge that has not been adequately addressed in either the analysis or design phases of the information system development. Typically, business rules have been buried in the program code or in the database structures. The article deals with the business rules approach and rule technology and helps to identify the business and technical opportunities they afford to the company. It offers the business process model and its integration with business rules. This approach could provide business analysts with an essential approach to understanding, redesigning and communicating what really happens in the business processes (in agricultural area). It serves to understand the business impact of any change in small and medium-sized organizations. We use the UML notation and its business model extension.

APA, Harvard, Vancouver, ISO, and other styles

2

Kaniški, Ivica, and Ivan Vincek. "Business processes as business systems." Tehnički glasnik 12, no. 1 (March 27, 2018): 55–61. http://dx.doi.org/10.31803/tg-20170808183458.

Full text

Abstract:

Business process is the foundation of the work organization of every business. It is a set of different activities or tasks that are carried out in a certain order and use certain resources of an organization with the aim of fulfilling the mission or the purpose of its existence. As each business process is defined by parameters such as output quality, speed, cost, added value and the like, it is logical that they are the cornerstone of achieving competitive advantage. It is therefore important to monitor and analyze them in order to remove any drawbacks in their performance before endangering the survival of a company. Business process is a structured, analytical, inter-functional set of activities that require continuous improvement. It represents a repetitive flow of activities with a clearly defined beginning and end, and in more or less constant intervals, creates value for the buyers.

APA, Harvard, Vancouver, ISO, and other styles

3

Páscoa, Carlos, Nuno Belo, and José Tribolet. "Business Objectives and Business Processes." Information Resources Management Journal 25, no. 2 (April 2012): 52–68. http://dx.doi.org/10.4018/irmj.2012040104.

Full text

Abstract:

The Portuguese Air Force has made an effort to remain at the forefront of organizations, examining problems like the inadequacy of Information Systems and the treatment of business as rigid hierarchical structures. The process of change initiated in 2009, which is transversal to the organization, recommends a set of actions, including the definition of business processes, to determine the organizational “AS IS” important to the establishment of “TO BE”. Simultaneously, the Air Force is studying concepts related to enterprise architecture while trying to deepen the relationship between mission, vision, goals, objectives, strategy, tactics, policy, business rules, and process architecture. In this context, considering important creating and identifying a way to validate the consistency between Enterprise Architecture and Process Architecture important, the authors propose the creation of a value matrix, representing objectives and processes associated with a set of rules for its creation and update.

APA, Harvard, Vancouver, ISO, and other styles

4

Gómez Velázquez, Karel, Daniel Gálvez Lio, and Gheisa Lucía Ferreira Lorenzo. "Business processes in business management." Revista Metropolitana de Ciencias Aplicadas 2, no. 3 (September 1, 2019): 99–111. http://dx.doi.org/10.62452/cdw3nd71.

Full text

Abstract:

Over time, companies have organized themselves in different ways to develop the economy. During the industrial era they organized themselves as a collection of tasks that, according to the knowledge of the time, allowed economies of scale. At the end of the 20th century, new organizational structures emerged, such as the product line and the matrix. More recently, these architectures have evolved in a way that aligns people, work and capital with the processes that create value for the client. Business process management is a business methodology whose objective is to improve efficiency through the systematic management of processes, which must be modeled, automated, integrated, monitored and optimized continuously. This specialized essay deals with this topic and is developed in six sections. In the first, the generalities, history and evolution of process management are presented; the second and third deal with the process management approach and the life cycle phases. The fourth section is dedicated to the business process modeling techniques; one of them, BPMN, is discussed in section five, concluding the essay with section six related to the modeling tools.

APA, Harvard, Vancouver, ISO, and other styles

5

Müller, Jens, and Klemens Böhm. "Identity business processes." International Journal of Trust Management in Computing and Communications 2, no. 1 (2014): 40. http://dx.doi.org/10.1504/ijtmcc.2014.063274.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Hindle, John. "Understanding business processes." Health Manpower Management 23, no. 5 (October 1997): 181–83. http://dx.doi.org/10.1108/09552069710175472.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Oude Luttighuis, Paul, Marc Lankhorst, Rob van de Wetering, René Bal, and Harmen van den Berg. "Visualising business processes." Computer Languages 27, no. 1-3 (April 2001): 39–59. http://dx.doi.org/10.1016/s0096-0551(01)00015-7.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Mok, Wai Yin, Charles F. Hickman, and Christopher D. Allport. "Implementing Business Processes." International Journal of Knowledge-Based Organizations 3, no. 2 (April 2013): 36–55. http://dx.doi.org/10.4018/ijkbo.2013040103.

Full text

Abstract:

Database triggers are database procedures that are executed automatically when certain events occur and conditions are met. This paper presents a design methodology that helps users implement business processes using database triggers. The contributions of this paper are as follows. First, the proposed methodology uses the Unified Modeling Language (UML). UML is a standard modeling language for the software industry and many commercial CASE (Computer-Aided Software Engineering) tools support UML. Second, many expensive ERP (Enterprise Resource Planning) software systems are employed to implement business processes. The methodology proposed by this paper produces triggers that can be executed on MySQL, an open-source database system that is free for download. Third, as an example of the usefulness of the proposed methodology, the authors present a case study making use of database triggers in a tax audit process. This process involves many steps that require human intervention, and thus is typical of business processes.

APA, Harvard, Vancouver, ISO, and other styles

9

Zou, Ying, Jin Guo, King Chun Foo, and Maokeng Hung. "Recovering business processes from business applications." Journal of Software Maintenance and Evolution: Research and Practice 21, no. 5 (September 2009): 315–48. http://dx.doi.org/10.1002/smr.410.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Cagnin, Maria Istela, and Elisa Yumi Nakagawa. "Towards dynamic processes-of-business processes: a new understanding." Business Process Management Journal 27, no. 5 (May 25, 2021): 1545–68. http://dx.doi.org/10.1108/bpmj-08-2020-0349.

Full text

Abstract:

PurposeThe main purpose of this work is to overcome the difficulty to manage large, dynamic business processes formed from the complicated interplay of business processes of distinct organizations, which take part of strategic alliances of organizations (joint ventures and mergers and acquisitions) and have their software systems as part of complex, large software-intensive systems called Systems of Systems (SoS). Hence, the authors introduce the novel concept of Processes-of-Business Processes (PoP), deepening on their characteristics and related key terms.Design/methodology/approachBased on the systematically retrieved and analyzed literature and on the authors’ experience from research/industrial projects, the authors defined PoP and have applied them in the Brazilian public health SoS, which involve several organizations and their business processes and their independent software systems as well.FindingsProvided by PoP, a new understanding of the large, dynamic business processes of alliances of organizations is fundamental to advance both the state of the art and the state of the practice on business process management.Research limitations/implicationsThe adoption of PoP in other real-world scenarios is still required to get quantitative evidence.Practical implicationsThe adoption of PoP can certainly contribute to the success of new businesses and even promoting sustainability and longevity of SoS, which are in fact deeply impacted by business processes.Originality/valueThe concept of PoP can change the mindset of the research community and practitioners about how large, dynamic business processes should be seen and further managed.

APA, Harvard, Vancouver, ISO, and other styles

11

Kalyanov, G. N. "Parallel Business Processes Modeling." Open Education 25, no. 4 (August 25, 2021): 39–46. http://dx.doi.org/10.21686/1818-4243-2021-4-39-46.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

Surkova, E. V., and Yu A. Mazhaiskii. "Management of Business Processes." Russian Engineering Research 42, no. 3 (March 2022): 292–94. http://dx.doi.org/10.3103/s1068798x22030248.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Künzle, Vera, Barbara Weber, and Manfred Reichert. "Object-Aware Business Processes." International Journal of Information System Modeling and Design 2, no. 2 (April 2011): 19–46. http://dx.doi.org/10.4018/jismd.2011040102.

Full text

Abstract:

Despite the increasing maturity of process management technology not all business processes are adequately supported by it. Support for unstructured and knowledge-intensive processes is missing, especially since they cannot be straight-jacketed into predefined activities. A common characteristic of these processes is the role of business objects and data as drivers for process modeling and enactment. This paper elicits fundamental requirements for effectively supporting such object-aware processes; i.e., their modeling, execution, and monitoring. Imperative, declarative, and data-driven process support approaches are evaluated and how well they support object-aware processes are investigated. A tight integration of process and data as major steps towards further maturation of process management technology is considered.

APA, Harvard, Vancouver, ISO, and other styles

14

Croxall, S. "Streamlining your business processes." Engineering Management Journal 5, no. 2 (1995): 59. http://dx.doi.org/10.1049/em:19950202.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Flores Jimeno, Rocío, and Inmaculada Jimeno García. "Analysing business failure processes." International Journal of Accounting and Finance 9, no. 2/3/4 (2019): 130. http://dx.doi.org/10.1504/ijaf.2019.10028444.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Jimeno, Rocío Flores, and Inmaculada Jimeno García. "Analysing business failure processes." International Journal of Accounting and Finance 9, no. 2/3/4 (2019): 130. http://dx.doi.org/10.1504/ijaf.2019.106754.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

PAUL, RAY J., GEORGE M. GIAGLIS, and VLATKA HLUPIC. "Simulation of Business Processes." American Behavioral Scientist 42, no. 10 (August 1999): 1551–76. http://dx.doi.org/10.1177/0002764299042010006.

Full text

APA, Harvard, Vancouver, ISO, and other styles

18

Rosemann, Michael, Jan Recker, and Christian Flender. "Contextualisation of business processes." International Journal of Business Process Integration and Management 3, no. 1 (2008): 47. http://dx.doi.org/10.1504/ijbpim.2008.019347.

Full text

APA, Harvard, Vancouver, ISO, and other styles

19

Horal, Liliana Tarasivna, Iryna Volodymyrivna Perevozova, and Vira Ihorivna Shyiko. "MODELLING BUSINESS PROCESSES OF NATURAL GAS TRANSPORTATION." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 1(13) (2018): 141–48. http://dx.doi.org/10.25140/2410-9576-2018-2-1(13)-141-148.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

Peters, Mike. "Business planning processes in tourism family enterprises." Economics and Business Review 4, no. 1 (June 30, 2004): 74–86. http://dx.doi.org/10.18559/ebr.2004.1.504.

Full text

Abstract:

Despite the fact that business planning can stimulate growth of small or medium sized enterprises, there is still a lack of tourism research focussing on planning processes in family businesses. The following paper presents a survey on family businesses in the Austrian tourism industry and investigates their planning and strategy development behaviour. The findings demonstrate that business planning becomes a major instrument of success and growth control in tourism family business although only less than 30% of the entrepreneurs can be identified as high-professional planners. Interpretations of the results lead to several implications for the tourism industry stakeholders and tourism research. (original abstract)

APA, Harvard, Vancouver, ISO, and other styles

21

Ivanisevic, A., I. Katic, B. Buchmeister, and M. Leber. "Business plan feedback for cost effective business processes." Advances in Production Engineering & Management 11, no. 3 (September 9, 2016): 173–82. http://dx.doi.org/10.14743/apem2016.3.218.

Full text

APA, Harvard, Vancouver, ISO, and other styles

22

Dörner, Christian, Fahri Yetim, Volkmar Pipek, and Volker Wulf. "Supporting business process experts in tailoring business processes." Interacting with Computers 23, no. 3 (May 2011): 226–38. http://dx.doi.org/10.1016/j.intcom.2011.03.001.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Naminova, Kermen, Anna Auslender, Iroda Khajieva, Nodirbek Shamurotov, and Pavel Dumskiy. "Small Business Investment processes financing package." E3S Web of Conferences 449 (2023): 04006. http://dx.doi.org/10.1051/e3sconf/202344904006.

Full text

Abstract:

The investment importance, their financing issues at the small business level reflect the current agenda of the state socio-economic development. The investment market is a set of objects and subjects actions through the investment services implementation. In general, the Russian investment market tasks are: innovative projects implementation; development of the investment potential of the market as a whole. The article defines the small business role, it presents the financial support forms for small businesses. The authors come to the conclusion that the “project finance” category is a complex tool that can be presented in different forms and types. A similar point of view has developed due to the lack of consensus among researchers and practitioners; the main features of financing investment projects in the small business segment are highlighted: the lack of their own funds to finance investment projects; the attracting financial resources difficulty in investments using credit instruments (lack of collateral); underdevelopment of small business.

APA, Harvard, Vancouver, ISO, and other styles

24

Sobirov, B. Sh. "Managing change in business processes." Society, Economy, Management 6, no. 1 (2021): 60–63. http://dx.doi.org/10.47475/2618-9852-2021-16110.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Begolli, Gent. "LEADERSHIP IN THE BUSINESS PROCESSES." Knowledge International Journal 26, no. 6 (March 18, 2019): 1675–79. http://dx.doi.org/10.35120/kij26061675b.

Full text

Abstract:

In the current competitive world, success is by no means easy. Things change very fast. Decisions are made timely. It is very important that every organization has a leader who is able to take care of things, make the right decisions in a timely manner, and put the right person in the right position. It's not an easy task. People change, change their priorities, the situation changes. Depending on the circumstances, a leader should be able to quickly make decisions that are effective. With the help of various studies, observations and research, students from various universities have come up with different leading styles. Keeping this in mind, a leader should get the most out of the employees and not ignore the situations around them. Situations play a very important role in the performance of team members. A leader plays an important role in motivating everyone's behavior in the organization. There are many definitions for the work leader. Leadership can be defined as the empowerment of individuals, a technique of influence on people and employees, helps everyone in the team to gain knowledge and make them develop individually and professionally. Leaders are responsible for identifying the goals the organization should achieve and also to set strategies for this purpose.

APA, Harvard, Vancouver, ISO, and other styles

26

Erlygina, E., and V. Shuvalova. "Automation of Agricultural Business-Processes." Bulletin of Science and Practice 7, no. 12 (December 15, 2021): 192–96. http://dx.doi.org/10.33619/2414-2948/73/26.

Full text

Abstract:

The article discusses the possibilities of implementing and using a Customer Relationship Management (CRM) for agriculture. The introduction of CRM systems at the enterprises of the agro-industrial complex makes the automation of processes more rational. Communications with clients become more effective, the effectiveness of marketing strategy and planning increases, costs decrease, and the profitability of the company increases. CRM is a key factor of modern organizations for a set of successful strategies for survival, growth and development, increasing productivity efficiency and sustainable competitive advantage. Relationships and knowledge are the most important strategic resource, the main element of a sustainable competitive advantage.

APA, Harvard, Vancouver, ISO, and other styles

27

Kaniški, Ivica, and Ivan Vincek. "Success measurement of business processes." Tehnički glasnik 12, no. 2 (June 28, 2018): 113–19. http://dx.doi.org/10.31803/tg-20170809204554.

Full text

Abstract:

A business process is an activity or set of activities that accomplish a specific goal of an organization. In almost every organization there are three important pillars that keep the whole organization together - people, processes and technology. All three are linked and if one of them does not work well, others can easily collapse. Success Measurement is a complex activity that includes at least four disciplines: economics, IT, management and accounting, implying the process of quantifying the effectiveness and effectiveness of an action. Success Measurement is a dynamic system that supports the decision-making process by collecting and analyzing information.

APA, Harvard, Vancouver, ISO, and other styles

28

Malyavkina, L. I., and A. G. Savina. "REENGINEERING CONCEPT OF BUSINESS PROCESSES." Education and Science without Limits: Fundamental and Applied Researches, no. 13 (2021): 48–52. http://dx.doi.org/10.36683/2500-249x/2021-13/48-52.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Romaniello, Adriana, and B. Dawn Medlin. "Outsourcing Non-Core Business Processes." Journal of Information Technology Research 1, no. 2 (April 2008): 21–37. http://dx.doi.org/10.4018/jitr.2008040102.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Chan, Stephen L. "Information technology in business processes." Business Process Management Journal 6, no. 3 (August 2000): 224–37. http://dx.doi.org/10.1108/14637150010325444.

Full text

APA, Harvard, Vancouver, ISO, and other styles

31

Jones, Christopher R. "Improving Your Key Business Processes." TQM Magazine 6, no. 2 (April 1994): 25–29. http://dx.doi.org/10.1108/09544789410053984.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

Gambardella, Alfonso. "Business processes in emerging economies." European Management Review 7, no. 3 (September 2010): 136–37. http://dx.doi.org/10.1057/emr.2010.17.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

TURDASAN, Andra, and Razvan PETRUSEL. "Evaluating Knowledge of Business Processes." Informatica Economica 20, no. 3/2016 (September 30, 2016): 5–15. http://dx.doi.org/10.12948/issn14531305/20.3.2016.01.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Bozarth, Cecil. "TEACHING Business Processes at NCSU." Design Management Journal (Former Series) 5, no. 4 (June 10, 2010): 35–38. http://dx.doi.org/10.1111/j.1948-7169.1994.tb00409.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Haag, A. "Sales configuration in business processes." IEEE Intelligent Systems 13, no. 4 (July 1998): 78–85. http://dx.doi.org/10.1109/5254.708436.

Full text

APA, Harvard, Vancouver, ISO, and other styles

36

Acur, Nuran, and Umit Bititci. "Managing strategy through business processes." Production Planning & Control 14, no. 4 (June 2003): 309–26. http://dx.doi.org/10.1080/0953728031000117977.

Full text

APA, Harvard, Vancouver, ISO, and other styles

37

Cheung, Michael Tow, and Ziqi Liao. "Time-asymmetry in business processes." Communications of the ACM 45, no. 5 (May 2002): 107–8. http://dx.doi.org/10.1145/506218.506251.

Full text

APA, Harvard, Vancouver, ISO, and other styles

38

Schaefer, Robert. "Business-efficient software development processes." ACM SIGSOFT Software Engineering Notes 38, no. 4 (July 12, 2013): 7–8. http://dx.doi.org/10.1145/2492248.2492283.

Full text

APA, Harvard, Vancouver, ISO, and other styles

39

Respício, Ana, and Dulce Domingos. "Reliability of BPMN Business Processes." Procedia Computer Science 64 (2015): 643–50. http://dx.doi.org/10.1016/j.procs.2015.08.578.

Full text

APA, Harvard, Vancouver, ISO, and other styles

40

Ciovică, Liviu, Marian Pompiliu Cristescu, and Lucian Alexandru Fraţilă. "Cloud Based Business Processes Orchestration." Procedia Economics and Finance 16 (2014): 592–96. http://dx.doi.org/10.1016/s2212-5671(14)00845-4.

Full text

APA, Harvard, Vancouver, ISO, and other styles

41

Yousfi, Alaaeddine, Anind K. Dey, Rajaa Saidi, and Jin-Hyuk Hong. "Introducing decision-aware business processes." Computers in Industry 70 (June 2015): 13–22. http://dx.doi.org/10.1016/j.compind.2015.02.003.

Full text

APA, Harvard, Vancouver, ISO, and other styles

42

Engel, Robert, Worarat Krathu, Marco Zapletal, Christian Pichler, R. P. Jagadeesh Chandra Bose, Wil van der Aalst, Hannes Werthner, and Christian Huemer. "Analyzing inter-organizational business processes." Information Systems and e-Business Management 14, no. 3 (October 24, 2015): 577–612. http://dx.doi.org/10.1007/s10257-015-0295-2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Jiang, Jie, Huib Aldewereld, Virginia Dignum, Shuzheng Wang, and Ziv Baida. "Regulatory compliance of business processes." AI & SOCIETY 30, no. 3 (March 12, 2014): 393–402. http://dx.doi.org/10.1007/s00146-014-0536-9.

Full text

APA, Harvard, Vancouver, ISO, and other styles

44

Leymann, Frank, and Dieter Roller. "Modeling business processes with BPEL4WS." Information Systems and e-Business Management 4, no. 3 (November 26, 2005): 265–84. http://dx.doi.org/10.1007/s10257-005-0025-2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Colpoys, Amanda. "Improve Business Processes With Agile." ITNOW 61, no. 2 (2019): 49–51. http://dx.doi.org/10.1093/itnow/bwz050.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Damjanović, Violeta. "Semantic reengineering of business processes." Information Systems 35, no. 4 (June 2010): 496–504. http://dx.doi.org/10.1016/j.is.2009.06.003.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Recker, Jan, Norizan Safrudin, and Michael Rosemann. "How novices design business processes." Information Systems 37, no. 6 (September 2012): 557–73. http://dx.doi.org/10.1016/j.is.2011.07.001.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

Castrogiovanni, Gary J., and Garry D. Bruton. "Business Turnaround Processes Following Acquisitions." Journal of Business Research 48, no. 1 (April 2000): 25–34. http://dx.doi.org/10.1016/s0148-2963(98)00072-1.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Deutch, Daniel, and Tova Milo. "Business Processes: A Database Perspective." Synthesis Lectures on Data Management 4, no. 5 (July 18, 2012): 1–103. http://dx.doi.org/10.2200/s00430ed1v01y201206dtm027.

Full text

APA, Harvard, Vancouver, ISO, and other styles

50

Santos, João Pedro, Pedro Ramos, José Farinha, and Sérgio Moro. "Business processes modelling and diagnosis." Business Information Review 37, no. 1 (December 6, 2019): 38–51. http://dx.doi.org/10.1177/0266382119891604.

Full text

Abstract:

The computerization of relevant information in organizations is increasingly becoming a necessary reality in companies that want to be present in a market that is characterized by innovation, adaptability and where bigger amounts of information are increasingly available and accessible to everyone, the use of Social Collaboration tools in organizations become increasingly crucial to keep a business running (Brocke J, Maaß W, Buxmann P, et al. (2018) Future work and enterprise systems. Business & Information Systems Engineering 60(4): 357–366). In Alter(2013) Work system theory: overview of core concepts, extensions and challenges for the future. Journal of the Association for Information Systems 14(2): 72–121), work systems are described as systems ‘in which human participants and machines perform work (processes and activities) using information, technology and other resources to produce specific products/services for specific internal and external customers’. The computerization of processes is not, however, so complete because all the formal and informal relationships among employees, which underlie each organization and have a high impact on the correct definition of processes, are not correctly considered. In order to mitigate this problem, this article presents a proposal for representing, in computer systems, formal and informal relations between employees and the consequent integration in organizational processes in order to provide automatic diagnosis of highlighted processes.

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!