Research of the Relationship Between Business Processes in Production and Logistics Based on Local Models

2019 ◽  
pp. 861-870 ◽  
Author(s):  
Raissa Uskenbayeva ◽  
Kuandykov Abu ◽  
Rakhmetulayeva Sabina ◽  
Bolshibayeva Aigerim
Keyword(s):  
Business Processes ◽  
Local Models ◽  
The Relationship

ORGANIZATION OF THE BASIC MODEL OF BUSINESS PROCESSES

2021 ◽  
Vol 75 (3) ◽  
pp. 158-166
Author(s):  
R.K. Uskenbayeva ◽  
◽  
А.К. Bolshibayeva ◽  
S.B. Rakhmetulayeva ◽  
◽  
...  
Keyword(s):  
Business Process ◽  
General Model ◽  
Business Processes ◽  
Local Models ◽  
Basic Model ◽  
The Relationship

This article discusses the issues of organizing a general model from local ones. When organizing models into a team, not only the structure of the organization is important, but also the nature of the relationship between the models and the type of protocol (universal or unique), for example, the type of technologies for integrating data, information, knowledge, and rules based on: BUS, AHI, AII, and interfaces, such as a service or agent. But the organization of local models depends on the peculiarities of the local models. Therefore, before considering the organization of local models, we reveal the essence of local models. It is clear, that the properties of a business process of a single monolithic module cannot be fully displayed. Therefore, the concept of a basic model is proposed, which is integrated from the so-called local models. The work reveals the purpose and essence of the functions of local models (LM) and options for organizing the base model (GM) from local models.

scholarly journals Integration of Business Processes With Activities and Information: Evidence From Brazil

SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402110061
Author(s):  
Ana Maria Magalhães Correia ◽  
Clarissa Figueredo Rocha ◽  
Luiz Carlos Duclós ◽  
Claudimar Pereira da Veiga
Keyword(s):  
Information Systems ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Information Architecture ◽  
Management Model ◽  
Science Parks ◽  
Specific Nature ◽  
Architecture Frameworks ◽  
And Control ◽  
The Relationship

This study proposes a management model by business processes for science parks based on the premises and concept of enterprise architecture (EA). The model offers integrating business processes with activities and information that can be generated by adopting customized information systems to meet the science parks’ needs. The proposed model’s main contributions included EA as a means for shaping and enabling reconfiguration through descriptions of the structures of business processes and information systems that connect these structures, forming business and information architecture frameworks. In association with these frameworks, the managers need to define a coherent set of patterns, policies, procedures, and principles that sustain the business processes integrated with the information systems. As a result of the study, this model can help management execute and control activities related to business processes in the parks through interaction and alignment with the information system intended to facilitate the execution. The model will also lead to greater agility and efficiency in these business processes, considering their specific nature and the relationship with the parks’ actors. As a practical contribution, knowledge of these processes aids the management of the parks in their drive for a competitive advantage by maintaining and developing their management models.

scholarly journals Corporate Governance And Its Effect On Firm Performance In An Emerging Economy

2022 ◽  
Vol 2 (3) ◽  
pp. 281-291
Author(s):  
Langa Esmael KAREM ◽  
Hawkar Anwer HAMAD ◽  
Hakar Abubakir BAYZ ◽  
Naji Afrasyaw FATAH ◽  
Diary Jalal ALI ◽  
...  
Keyword(s):  
Financial Performance ◽  
Business Processes ◽  
Board Members ◽  
Board Composition ◽  
Return On Assets ◽  
Board Size ◽  
Cross Sectional ◽  
The Impact ◽  
The Relationship ◽  
Board Ownership

Having a board of directors is very important to ensure the smooth running of business processes and have an impact on the company's financial performance. This study to determine the impact of board characteristics namely board size, board ownership and board composition on the financial performance of organizations as measured by Return on Assets. The study employed a descriptive-explanatory research design based on a cross-sectional approach. Correlation and regression analyses were conducted to determine the depth and extent of the relationship between the variables. The study revealed a positive and significant association between the board size and financial performance on an average of 9 board members. Board composition revealed that having more external directors had no effect on the financial performance, it neither increased it nor decreased it, leading to the rejection of the hypothesis. On the other hand, board ownership was found to be beneficial in terms of having directors as owners of the business, corroborating the Stakeholder Theory. The studies showed that there was still a need to select board members with caution striking a balance between the number of directors as well as their composition to ensure that the organization reaps maximum benefits from the board.

scholarly journals STRATEGIC HR MANAGEMENT IN THE DEVELOPMENT OF MODERN ENTERPRISES

2020 ◽  
pp. 52-64
Author(s):  
Mykhailo Vedernikov ◽  
Oksana Chernushkina ◽  
Lesia Volianska-Savchuk ◽  
Maria Zelena ◽  
Natalia Bazaliyska
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Personnel Management ◽  
Management Strategy ◽  
Business Processes ◽  
Action Plan ◽  
Human Resources Management ◽  
Resources Management ◽  
Relationship Of ◽  
The Relationship

The purpose of the article. The article considers the features of strategic human resource management as the basis of strategic potential, which affects the competitiveness of the enterprise, determines the directions of its development. The scheme of the system of strategic human resources management is presented. The goals of personnel policy and a set of tasks that allow them to be implemented are determined. The ways of realization of the strategy of human resources management at an industrial enterprise are offered. It is established that the process of implementing the strategy of the enterprise should be divided into certain conditional stages, which should be included in the action plan for the implementation of the strategy.Methodology. The strategic goal of human resources management system is to ensure the development of the enterprise through the efficient use of human capital. When forming a human resources management strategy, the main task is to identify and take into account future changes and trends, to justify changes that contribute to the sustainable development of the enterprise.The process of strategy development and implementation is continuous, which is covered in close connection with the solution of strategic tasks both in the long run and in the medium and short term, i.e. their solution in terms of strategic, tactical and operational management. Such specification of human resources management strategy and bringing it to strategic objectives and individual actions is embodied in the strategic plan – a document containing specific tasks and measures to implement the strategy, the timing of their implementation and responsible executors for each task, the amount of resources required.Results. Implementation of human resources management strategy is an important stage of the strategic management process. For it to be successful, the organization's management must adhere to the following rules: firstдн, the goals, strategies, tasks of personnel management must be carefully and timely communicated to all employees of the organization in order to obtain from them not only understanding of the organization and service personnel management, but also informal involvement in the implementation of strategies, in particular, the development of obligations to employees of the organization to implement the strategy; secondдн, the general management of the organization and the heads of personnel management service must not only ensure the timely use of all necessary resources (material, equipment, office equipment, financial, etc.), but also have a plan for implementing the strategy in the form of targeted guidelines for the state and development labor potential and record the achievement of each goal.Practical implications. The process of implementing the strategy of an industrial enterprise requires fundamentally different approaches than the process of strategy formation. First of all, because it is mainly organizational process, while the formation of strategy is mainly an analytical one. The process of implementing the company's strategy can also be divided into certain conditional stages, more precisely, areas of activity that should be included in the action plan to implement the strategy. Initial among them is decomposition, i.e. the development on the basis of a strategic plan of tactical, operational plans, as well as policies, programs, projects, rules and procedures.Value/originality. Thus, the relationship of personnel strategy and general strategy of enterprise development is realized through a mechanism that includes: coordination of goals of both strategies, the relationship of their functions, coordination of business processes of personnel management with other business processes, integration of personnel strategy results to aggregate results of the organization, control of compliance of the obtained results with the defined strategic goals of the organization. Of particular importance is the approach to human resource management as a business process. Personnel processes as a certain sequence of interrelated actions for the implementation of personnel management functions are aimed at: transformation of human assets of the organization in accordance with its strategic priorities; transformation of working conditions of employees of the organization in accordance with the expectations and needs of staff; creation of new management technologies and other HR-products.

scholarly journals The Acceptance of Government Resource Planning System Using UTAUT 2

2021 ◽  
Vol 17 (1) ◽  
pp. 1-19
Author(s):  
Muhardi Saputra ◽  
Berlian Maulidya Izzati ◽  
Jannatul Rahmadiani
Keyword(s):  
Information System ◽  
Business Processes ◽  
Resource Planning ◽  
Planning System ◽  
Primary Data ◽  
West Java ◽  
The Public ◽  
Independent Variables ◽  
Independent Variable ◽  
The Relationship

Government Resource Planning (GRP) system is a solution for managing all the resources that exist in government, namely people, technology, and business processes in it. This study aims to analyses how the acceptance of the Service and Licensing Information System for the Public (SIMPATIK) in the Investment Board and Integrated Licensing (DPMPTSP) of West Java Province. This study uses UTAUT 2 model that consist of six independent variables and two dependant variables. The relationship between the independent variable and the dependent variable is moderated by age, gender, and experience variables. The data used are primary data obtained from distributing questionnaires online to 42 DPMPTSP employees that using SIMPATIK. The hypothesis was tested with the SmartPLS and SPSS applications. The results show from a total of 14 hypotheses there are 3 hypotheses that have a significant or acceptable effect, while 11 other hypotheses are not significant or cannot be accepted.

Big Data and Enterprise Applications

2020 ◽  
pp. 185-218
Author(s):  
Ahmet Doğan ◽  
Emin Sertaç Arı
Keyword(s):  
Big Data ◽  
Business Processes ◽  
Real Life ◽  
Competitive Environment ◽  
The Public ◽  
Enterprise Applications ◽  
Definition Of ◽  
Relationship Of ◽  
The Relationship ◽  
A Company

Today, a company continues its activities in a highly competitive environment regardless of the sector in which it operates. An important point has been emphasized in many developments by experienced managers and academics which have been released to the public. From marketing to finance, human resource management, auditing and planning, all business processes have entered an incredible innovative process. One of the topics in this process is big data. When cumulative data are not used, they cannot transcend being huge piles of garbage. However, it is not possible to analyze such large, complex, and dynamic data via conventional methods. At this point, the concept of big data has emerged. In this study, after the explanation and definition of the concept, a vast literature review was conducted in order to present the relationship of big data with IoT, big data-related topics, and academic researches on big data. Afterwards, real-life enterprise applications were exemplified from various industries.

Information Architectural Design in Business Process Reengineering

1996 ◽  
Vol 11 (1) ◽  
pp. 27-37 ◽  
Author(s):  
William J. Kettinger ◽  
James T.C. Teng ◽  
Subashish Guha
Keyword(s):  
Business Process ◽  
Architectural Design ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Information Architecture ◽  
Future Research ◽  
Process Reengineering ◽  
Process Redesign ◽  
High Profile ◽  
The Relationship

Business process reengineering and information architecture share a common strategic and business process focus. Both can be mutually supportive of each other's objectives. Information architecture design can produce a stable IA capable of supporting existing as well as improved business processes. Reciprocally, business process redesign (BPR) provides a high profile business justification for the IA endeavour. Given proper collaboration between corporate and IT strategic planners, both BPR and IA efforts should produce a number of valuable common outputs. These include the identification of business processes within an organization, the prioritization of these processes based on their strategic relevance, the establishment of process performance measures, and the modelling of these processes and their supporting information resources. A synergistic model of IA and BPR is presented and selected IA techniques and modelling methods are recommended. Future research is suggested concerning the need to test the relationship between BPR and IA.

The Criticality of Transformational Leadership to Advancing United States Government Enterprise Architecture Adoption

2011 ◽  
pp. 130-148 ◽  
Author(s):  
William S. Boddie
Keyword(s):  
Transformational Leadership ◽  
Enterprise Architecture ◽  
Business Processes ◽  
United States Government ◽  
Enterprise Management ◽  
Government Accountability ◽  
Integration Framework ◽  
Leadership Model ◽  
Management Functions ◽  
The Relationship

An effective enterprise architecture (EA) capability enables an organization to develop sound enterprise plans, make informed human, materiel, and technology resource investment and management decisions, and optimize key business processes. Despite U.S. Congressional legislation, U.S. Office of Management and Budget guidance, and U.S. Government Accountability Office reports and recommendations, many U.S. government leaders struggle in advancing EA adoption in their organizations. U.S. Government leaders must embrace transformational leadership to advance EA adoption. The author presents the Vision, Integrity, Communication, Inspiration, and Empowerment Transformational Leadership Model that describes competencies U.S. Government leaders need to advance EA adoption. The author also presents the Transformational Leadership and Enterprise Management Integration Framework that describes the relationship between transformational leadership and enterprise management functions. U.S. Government leaders must adopt this framework to realize improved enterprise performance.

Business Strategy and the Role of Engineering Product Data Management: A Literature Review and Summary of the Emerging Research Questions

1996 ◽  
Vol 210 (3) ◽  
pp. 207-220 ◽  
Author(s):  
S B Harris
Keyword(s):  
Data Management ◽  
Business Strategy ◽  
Business Processes ◽  
Product Data Management ◽  
Engineering Product ◽  
Product Data ◽  
Manufacturing Organizations ◽  
Technical Issues ◽  
The Relationship

This paper seeks to review the business strategy and product data management literature in an attempt to establish the nature of the relationship between them. One obvious linking theme is that of information systems strategies and their alignment with business processes, and therefore attention has also been given to this body of literature. The conclusions are that there is little well-researched understanding about the nature of the relationship and little concrete evidence of the relative importance of product data management in achieving overall business objectives. Therefore, if manufacturing organizations are to be able to invest wisely in product data management, substantial research is required to address the fundamental business and technical issues that have emerged as a result of this review.

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