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Journal articles on the topic 'Management process'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Bhaskar, Lal. "Business process reengineering: A process based management tool." Serbian Journal of Management 13, no. 1 (2018): 63–87. http://dx.doi.org/10.5937/sjm13-13188.

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Jia-Xing Wang, Jia-Xing Wang, Si-Bin Gao Jia-Xing Wang, Cong-Er Yuan Si-Bin Gao, Da-Peng Tan Cong-Er Yuan, and Jing Fan Da-Peng Tan. "Service Process Improvement Based on Business Process Management." 網際網路技術學刊 22, no. 5 (2021): 1117–28. http://dx.doi.org/10.53106/160792642021092205015.

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3

Moreno, P., M. Ruiz, and F. J. Gorines. "TBM Process Data Management System." International Journal of Engineering and Technology 7, no. 5 (2015): 431–34. http://dx.doi.org/10.7763/ijet.2015.v7.832.

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4

Stott, Dawn L. "Process Management." Journal of Perioperative Practice 25, no. 5 (2015): 98–100. http://dx.doi.org/10.1177/175045891502500501.

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McKenzie, Leon. "Process management." Health Care Manager 12, no. 1 (1993): 70–81. http://dx.doi.org/10.1097/00126450-199309000-00012.

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6

Trkman, Peter, Willem Mertens, Stijn Viaene, and Paul Gemmel. "From business process management to customer process management." Business Process Management Journal 21, no. 2 (2015): 250–66. http://dx.doi.org/10.1108/bpmj-02-2014-0010.

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Purpose – The purpose of this paper is to argue that in order to achieve customer centricity through business process management (BPM), companies have to obtain the profound understanding of customers’ processes and when necessary change not only the interactions with but also the processes of their customers. A method is presented that allows doing this in a systematic manner. Design/methodology/approach – A case study of a large multinational company was conducted. Several different sources and methods were used, including document analysis, interviews and a qualitative analysis of responses

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Umurzakov, Sardor. "Business Process Management in Financial and Non-Financial Institutions: Payment Process Modelling in Financial Flows Management." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 3, no. 5 (2017): 50–54. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.35.1006.

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Business process management is a progressively developing area of science, which is seen as the most modern and forward-looking innovative. Modern business operations remain highly dependent on IT solutions to steer the processes. Business process management solutions have been the clue for easing daily business operations. IT solutions have actively penetrated the working environment in all areas of business, especially the financial sector. It is beyond to imagine modern financial markets and institutions without IT software support. Not only billing, calculation and payment processes, even

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Rossi, Rogério, and Pollyana Notargiacomo Mustaro. "Process Management for e-Learning Quality." International Journal of Information and Education Technology 4, no. 4 (2014): 302–7. http://dx.doi.org/10.7763/ijiet.2014.v4.418.

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Juanes, José Luis, Colin Peter Jack, Miguel Izquierdo, Vladimir Caballero, and Pavel Morales. "EROSION PROCESS IN THE CARIBBEAN SANDY BEACHES." Coastal Engineering Proceedings, no. 37 (September 1, 2023): 54. http://dx.doi.org/10.9753/icce.v37.management.54.

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Beach erosion is a widespread phenomenon on Caribbean beaches, with rates of coastline retreat between 2.2 and 0.5 m/year and higher reports in some areas. Different investigations indicate the combination of natural and anthropogenic causes and highlight the current influence of climate change related sea level rise. It is recorded as a generalizing trend the landward displacement of the beach profile, with sand transfer above the dunes and sand bars in a process that fits better the model proposed by Dean and Maurmeyer (1983) than the recognized model by Brunn (1962).

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PS, Sellero. "Quality Management, Production Process, Innovation and Productivity." Open Access Journal of Waste Management & Xenobiotics 2, no. 3 (2019): 1–3. http://dx.doi.org/10.23880/oajwx-16000124.

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This paper aims to analyse quality management systems, production process, innovation and productivity of manufacturing firms. In order to obtain that, we have taken into account aspects such as product standardization, the use of quality management systems, the complexity of the production system and some con siderations on technological innovation.

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11

Casamayor, Aymeé, Alianis Silveira, Margarita Fajardo, Rolando Rill, and Alberto Breff. "Intra-University Communication Management with Process Approach." Contemporary problems of social work 4, no. 2 (2018): 114–22. http://dx.doi.org/10.17922/2412-5466-2018-4-2-114-122.

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12

ZHUBANAZAROV, Sultan, Sairan ULAKOV, and Desislava YORDANOVA. "DIGITAL TRANSFORMATION OF THE CITY MANAGEMENT PROCESS." Public Administration and Civil Service 92, no. 1 (2025): 153–63. https://doi.org/10.52123/1994-2370-2025-1326.

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The digital transformation of the city management process is fundamentally changing the way cities work, increasing efficiency, sustainability, and the quality of life of the population. Digital technologies are important for the further transformation of cities, increasing innovation and global competitiveness. To improve the methods for assessing digital processes, a multivariate econometric regression model was developed to assess the impact of urban economic development. This allows us to determine the characteristics of the impact on urban planning, as well as identify key factors. Foreig

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13

Miksa, Tomasz, Stephan Strodl, and Andreas Rauber. "Process Management Plans." International Journal of Digital Curation 9, no. 1 (2014): 83–97. http://dx.doi.org/10.2218/ijdc.v9i1.303.

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In the era of research infrastructures and big data, sophisticated data management practices are becoming essential building blocks of successful science. Most practices follow a data-centric approach, which does not take into account the processes that created, analysed and presented the data. This fact limits the possibilities for reliable verification of results. Furthermore, it does not guarantee the reuse of research, which is one of the key aspects of credible data-driven science. For that reason, we propose the introduction of the new concept of Process Management Plans, which focus on

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14

Эпштейн, Дэн. "Risk Management Process." Управление проектами и программами 1 (2020): 52–70. http://dx.doi.org/10.36627/2075-1214-2020-1-1-52-70.

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15

Elezaj, Shaqir. "MANUFACTURING PROCESS MANAGEMENT." Knowledge International Journal 26, no. 6 (2019): 1571–76. http://dx.doi.org/10.35120/kij26061571e.

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Production is aimed at the production of certain products in order to meet the requirements of the consumer, then the company as and society, under certain organizational conditions of the market. In other words, consumption is a constant process, and the process of production must be a continuous process. Repetition of the production process is a complex system consisting of elimination subsystems, that is, practically from four phases that are interconnected in terms of the impact of each other, but the entire production system must be manifested as one harmonious system. Production in this

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16

Baporikar, Neeta. "Business Process Management." International Journal of Productivity Management and Assessment Technologies 4, no. 2 (2016): 49–62. http://dx.doi.org/10.4018/ijpmat.2016070104.

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In today's business environment it is impossible for one or one group of people to fully know or understand all the dynamics associated with the operational business processes within an organization. This is why it is essential that companies map, monitor, analyze and collaborate on process knowledge and management improvement. It is here that organizations are looking towards Business Process Management (BPM), which would help to maximize the bottom-line impact of process improvement efforts through effective communication. It supports all elements of business processes - from modeling and do

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17

Agrahari, Amit, and Saket Jhunjhunwala. "Inventory Management Process." Journal of Cases on Information Technology 14, no. 1 (2012): 1–14. http://dx.doi.org/10.4018/jcit.2012010101.

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This case captures inventory management process in an Indian convenience store. Unlike retail stores in developed countries, Indian convenience stores are a special format of organized retailing, where retailers open multiple smaller stores in a town instead of one big centralised store. An excellent inventory management process is the key to make such stores perform well. This case describes inventory management problems faced by an Indian convenience store chain and asks students to propose solutions to these problems. This case illustrates how processes realities and their IT solutions diff

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18

Carmignani, Gionata. "Process‐based management." Business Process Management Journal 14, no. 6 (2008): 803–12. http://dx.doi.org/10.1108/14637150810915982.

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19

Garcia, Felix, Aurora Vizcaino, and Christof Ebert. "Process Management Tools." IEEE Software 28, no. 2 (2011): 15–18. http://dx.doi.org/10.1109/ms.2011.40.

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20

Lim, Chiehyeon, Min-Jun Kim, Ki-Hun Kim, Kwang-Jae Kim, and Paul Maglio. "Customer process management." Journal of Service Management 30, no. 1 (2019): 105–31. http://dx.doi.org/10.1108/josm-02-2017-0031.

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PurposeThe proliferation of customer-related data provides companies with numerous service opportunities to create customer value. The purpose of this study is to develop a framework to use this data to provide services.Design/methodology/approachThis study conducted four action research projects on the use of customer-related data for service design with industry and government. Based on these projects, a practical framework was designed, applied, and validated, and was further refined by analyzing relevant service cases and incorporating the service and operations management literature.Findi

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21

Bhattacharyya, Arundhati. "Software Process Management." Defence Science Journal 53, no. 4 (2003): 403–14. http://dx.doi.org/10.14429/dsj.53.2286.

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22

Llewellyn, Nick, and Colin Armistead. "Business process management." International Journal of Service Industry Management 11, no. 3 (2000): 225–43. http://dx.doi.org/10.1108/09564230010340751.

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23

Bandyopadhyay, Santanu, Mandar D. Ghanekar, and Harish K. Pillai. "Process Water Management." Industrial & Engineering Chemistry Research 45, no. 15 (2006): 5287–97. http://dx.doi.org/10.1021/ie060268k.

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24

Tahir, Rizwan, and David Egleston. "Expatriation management process." Journal of Workplace Learning 31, no. 8 (2019): 520–36. http://dx.doi.org/10.1108/jwl-03-2019-0036.

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Purpose The purpose of this study is to validate Ozdemir and Cizel’s (2007) model of expatriate management. The researchers tested the framework developed initially by Ozdemir and Cizel (2007) by relating the four stages of the expatriation process with the performance and commitment of expatriate managers. Design/methodology/approach The research population consists of expatriate managers from five Anglo-Saxon countries. A total of 110 surveys were collected. However, due to missing data and internal inconsistencies (i.e. random answering), six surveys (5.5%) were deleted resulting in a sampl

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25

Hull, Richard, Jan Mendling, and Stefan Tai. "Business process management." Information Systems 37, no. 6 (2012): 517. http://dx.doi.org/10.1016/j.is.2011.10.008.

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26

Jeng, Tay-Sheng, and Charles M. Eastman. "Design Process Management." Computer-Aided Civil and Infrastructure Engineering 14, no. 1 (1999): 55–67. http://dx.doi.org/10.1111/0885-9507.00130.

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27

vom Brocke, Jan, Lars Mathiassen, and Michael Rosemann. "Business Process Management." WIRTSCHAFTSINFORMATIK 56, no. 4 (2014): 207–8. http://dx.doi.org/10.1007/s11576-014-0420-8.

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28

Becker, Jörg, Michael Rosemann, Maximilian Röglinger, and Michael zur Muehlen. "Business Process Management." Business & Information Systems Engineering 4, no. 5 (2012): 227–28. http://dx.doi.org/10.1007/s12599-012-0228-2.

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29

vom Brocke, Jan, Lars Mathiassen, and Michael Rosemann. "Business Process Management." Business & Information Systems Engineering 6, no. 4 (2014): 189. http://dx.doi.org/10.1007/s12599-014-0330-8.

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30

van der Aalst, Wil M. P., Marcello La Rosa, and Flávia Maria Santoro. "Business Process Management." Business & Information Systems Engineering 58, no. 1 (2016): 1–6. http://dx.doi.org/10.1007/s12599-015-0409-x.

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31

Parker, David. "Market process management." Strategic Change 7, no. 4 (1998): 237–45. http://dx.doi.org/10.1002/(sici)1099-1697(199806/07)7:4<237::aid-jsc374>3.0.co;2-s.

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32

Mooney, Marta. "Process management technology." National Productivity Review 5, no. 4 (1986): 386–91. http://dx.doi.org/10.1002/npr.4040050411.

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33

Pernici, Barbara, and Mathias Weske. "Business process management." Data & Knowledge Engineering 56, no. 1 (2006): 1–3. http://dx.doi.org/10.1016/j.datak.2005.02.003.

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34

Dustdar, Schahram, José Luiz Fiadeiro, and Amit Sheth. "Business process management." Data & Knowledge Engineering 64, no. 1 (2008): 1–2. http://dx.doi.org/10.1016/j.datak.2007.06.004.

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35

Brimson, James A. "Management process principles." Journal of Corporate Accounting & Finance 22, no. 4 (2011): 83–96. http://dx.doi.org/10.1002/jcaf.20693.

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36

Herbert Ricardo Garcia Viana,. "Process Management Maturity." Journal of Information Systems Engineering and Management 10, no. 17s (2025): 149–60. https://doi.org/10.52783/jisem.v10i17s.2715.

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The excellence in maintenance is closely linked to an organization's ability to ensure safety, performance, adequate costs, and reliability of its assets. Achieving maintenance excellence requires the adoption of effective management practices that elevate the maturity level of processes. This study explores a model for evaluating maintenance management maturity, focusing on Mineração Paragominas (MPSA), a bauxite mining company. Information collection allowed for an analysis of current practices compared to 367 requirements outlined in maintenance checklists (roadmaps) for mobile equipment in

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37

SIDOROVA, Elena Yu, and Galina V. TIMOKHOVA. "Media asset management and process approach in business process management." International Accounting 24, no. 3 (2021): 316–37. http://dx.doi.org/10.24891/ia.24.3.316.

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Subject. This article explores the problems of digital management in business process management. Objectives. The article aims to investigate the methodological problems of digital management and process approach application in business process management. Methods. For the study, we used a content analysis of the scientific literature on the subject, and generalization techniques. Results. The article offers our own original approach and assessment and substantiates methodological provisions to identify the positive and negative aspects of digital transformation in relation to business and eco

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38

Milojević, Ivan, Nikola Milanović, and Miloš Miljković. "Procurement audit process management." Tehnika 76, no. 2 (2021): 228–35. http://dx.doi.org/10.5937/tehnika2102228m.

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The paper will present the way in which the procurement audit process takes place in a particular settlement entity. The paper is presented in nine parts in a way that at the beginning of the paper defines key concepts, so through segregation and identification of risks in the procurement process, it is necessary to define the necessary criteria that must be met in the process of controlling procurement procedures. in the audit of the financial statements of the entity. As one of the most important business processes in the company is the audit of the procurement process due to the fact that i

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39

Kim, Jeong-Ah, and Seung-Yong Choi. "Process Management Environment for Process Improvement." KIPS Transactions:PartD 14D, no. 1 (2007): 45–56. http://dx.doi.org/10.3745/kipstd.2007.14-d.1.045.

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40

Reinten, Ron. "Esso Australia's process safety management process." APPEA Journal 49, no. 2 (2009): 570. http://dx.doi.org/10.1071/aj08043.

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Safety is a core value at Esso Australia. We strive to observe the highest standards of safety to ensure that nobody gets hurt in our operations. We believe this goal can be achieved through a broadly shared commitment to personal and process safety—both of which are managed using our operations integrity management system (OIMS). In the Gippsland region of Victoria, Esso Australia operates oil and gas production facilities ranging from sub-sea completions to substantial staffed offshore facilities, an onshore crude stabilisation, three gas processing plants and a natural gas liquids fractiona

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Vasiliev, A. A., and A. V. Goryachev. "Applying Process Mining to Process Management." LETI Transactions on Electrical Engineering & Computer Science 16, no. 3 (2023): 52–59. http://dx.doi.org/10.32603/2071-8985-2023-16-3-52-59.

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Deals with the intellectual analysis of processes (Process Mining), which has recently gained popularity in various organizations. It is based on the construction of business process models in a specific area (for example, in the field of project management) based on event logs, providing a more accurate understanding of the actions occurring in business processes for the purpose of their subsequent analysis and improvement. The article defines process mining, event logs, lists the main tasks, algorithms and view models. The authors propose a methodology that can be used in the application of

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42

Simmons, Joshua A., Kristen D. Splinter, and R. Willem Vervoort. "HIERARCHICAL BAYESIAN SPATIO-TEMPORAL MODELLING FOR CONCEPTUAL PROCESS UNDERSTANDING." Coastal Engineering Proceedings, no. 38 (May 29, 2025): 152. https://doi.org/10.9753/icce.v38.management.152.

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Shorelines can be seen as representations of the constant interaction between hydrodynamic forces from the ocean and available sediment supply. The modelling of shoreline movement over short to medium timescales remains an active area of research owing to the difficulty of accounting for all the different factors influencing these dynamics. These include both cross-shore and alongshore processes acting at a range of timescales from individual waves to multi-decadal trends in waves and water levels. While many models to date have focused on either alongshore or cross-shore processes, the connec

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43

Jovanović, Duško, Nikola Milenković, and Bojan Dumonjić. "Process management and integrated management systems." Vojno delo 69, no. 7 (2017): 424–35. http://dx.doi.org/10.5937/vojdelo1706424j.

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Silver, Edward A. "Process Management Instead of Operations Management." Manufacturing & Service Operations Management 6, no. 4 (2004): 273–79. http://dx.doi.org/10.1287/msom.1040.0055.

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45

Andreevna, Katanaeva Marina. "The Process-based Model of Risk Management in the Quality Management System." Journal of Advanced Research in Dynamical and Control Systems 12, SP4 (2020): 1077–87. http://dx.doi.org/10.5373/jardcs/v12sp4/20201581.

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46

Sarnovsky, Martin, and Juraj Surma. "PREDICTIVE MODELS FOR SUPPORT OF INCIDENT MANAGEMENT PROCESS IN IT SERVICE MANAGEMENT." Acta Electrotechnica et Informatica 18, no. 1 (2018): 57–62. http://dx.doi.org/10.15546/aeei-2018-0009.

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47

Fıratlı, Esra. "Comparison of communication process management to the e-portfolio process management." International Journal of Social Sciences and Education Research 2, no. 3 (2016): 763–73. http://dx.doi.org/10.24289/ijsser.279021.

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48

Numanjanov, Abdurakhmon. "SOFTWARE FOR CONSTRUCTION PRODUCTS AUTOMATED STORE MANAGEMENT PROCESS." CURRENT RESEARCH JOURNAL OF PEDAGOGICS 03, no. 04 (2022): 1–3. http://dx.doi.org/10.37547/pedagogics-crjp-03-04-01.

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49

Łuczak, Ja. "Improvement of enterprise activities based on process management." Economics, Entrepreneuship, Management 2, no. 2 (2015): 33–38. http://dx.doi.org/10.23939/eem2015.02.033.

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50

Laxman Chaudhary, Rahul. "Robotic Process Automation in Inventory Management in Healthcare." International Journal of Science and Research (IJSR) 10, no. 10 (2021): 1630–31. http://dx.doi.org/10.21275/sr211012103757.

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