785,188 research outputs found

    Analisis Pengaruh Quality, Image, Brand Equity, dan Value terhadap Loyalitas Seller sebagai Salah Satu Partner E-marketplace di Lazada Indonesia

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    Penelitian ini bertujuan untuk mengetahui pengaruh dari beberapa faktor yaitu quality, image, brand equity dan value terhadap loyalitas seller sebagai salah satu partner e-marketplace di Lazada Indonesia. Sampel diambil dengan menggunakan metode purposive sampling, dengan jumlah sampel sebanyak 82 responden. Teknik pengumpulan data menggunakan kuesioner dan literatur. Metode analisis yang digunakan adalah metode analisis regresi berganda untuk mengetahui pengaruh antara variabel-variabel bebas terhadap variabel terikat. Hasil penelitian ini menunjukkan bahwa; 1). Kualitas e-marketplace tidak berpengaruh positif dan siginifikan terhadap loyalitas seller 2). Citra Perusahaan penyedia e-marketplace berpengaruh positif dan signifikan terhadap loyalitas seller 3). Ekuitas brand Perusahaan e-marketplace berpengaruh positif dan signifikan terhadap loyalitas seller 4). Nilai yang dimiliki oleh Perusahaan e-marketplace berpengaruh positif dan signifikan terhadap loyalitas seller 5). Kualitas Pelayanan, citra Perusahaan, ekuitas brand dan nilai Perusahaan secara bersama-sama berpengaruh positif dan signifikan terhadap loyalitas seller sebagai salah satu partner e-marketplace di Lazada Indonesia. Loyalitas seller sebagai salah satu partner e-marketplace di Lazada Indonesia terbukti dipengaruhi oleh keempat variabel yang diteliti yaitu sebesar 74% dan sisanya 26% dipengaruhi oleh faktor atau variabel-variabel lainnya.Kata Kunci: Quality, Image, Brand Equity, Value, Loyalitas Seller2 This study aims to determine the effect of e-service quality, image, brand equity, and value to seller's loyalty as a partner in Lazada Indonesia e-marketplace. Samples were taken by using purposive sampling method, with the total number of sample is 82 respondents. The technique of collecting data is using questionnaires and literatures. The analytical method that used in this research is multiple regression analysis to determine the effect of independent variables on the dependent variable. The results of this study indicate that; 1). E-service quality does not affect significantly on seller's loyalty. 2). Image has a possitive and significant effect on seller's loyalty. 3). Brand Equity has a possitive and significant effect on seller's loyalty. 4). Value has a possitive and significant effect on seller's loyalty. 5). E-Service quality, value, brand equity, and value jointly has a positive and significant effect on seller's loyalty as a partner in Lazada Indonesia e-marketplace. The seller's loyalty shown to be affected by the independent variables in this study at 74% and 26% is influenced by other factors or variables.Keywords: Quality, Image, Brand Equity, Value, Seller's Loyalty DAFTAR PUSTAKA Arikunto, Suharsimi. 2006. Prosedur Penelitian Suatu Pendekatan Praktik. Jakarta: Rineka Cipta. 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    A systematic literature review of Total Quality Management (TQM) implementation in the organization

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    [EN] In today’s market situation and complex business environment, organization must be able to deliver the customer’s requirement and the expectations which are critical to the satisfaction such as high product quality, faster delivery and competitive cost. Organization need to apply a comprehensive concept and method on managing those requirements. The concept of Total Quality Management (TQM) is considered as one of a popular concept used to manage the quality of product and services comprehensively. This research is to observe is this concept and method still relevant to be use and effectively improved the business performance as well as customer satisfaction. It is a systematic literature review to the literatures from many industry sectors that were collected and reviewed in detail. The result show that this concept is still being used by many organizations around the world and its successfully help the organization to improve their competitiveness, business growth and the sustainability as well as increase employee’s morale.This article was completed thanks to the financial support from the university of Mercu Buana, Jakarta-Indonesia. It also completed with the purpose and motivation of the authors to have an innovate research thinking as well as the contribution to the future researcher.Permana, A.; Purba, H.; Rizkiyah, N. (2021). A systematic literature review of Total Quality Management (TQM) implementation in the organization. International Journal of Production Management and Engineering. 9(1):25-36. https://doi.org/10.4995/ijpme.2021.13765OJS253691Alanazi, M.H. (2020). The mediating role of primary TQM factors and strategy in the relationship between supportive TQM factors and organisational results: An empirical assessment using the MBNQA model. Cogent Business and Management, 7(1). https://doi.org/10.1080/23311975.2020.1771074Antunes, M.G., Mucharreira, P.R., Justino, M. do R.T., & QuirĂłs, J.T. (2018). Total Quality Management Implementation in Portuguese Higher Education Institutions. Proceedings MDPI, 2(21), 1342. https://doi.org/10.3390/proceedings2211342Arifin, J. (2016). Penguatan Manajemen Syariah Melalui Total Quality Managementbagi Pelaku Lembaga Keuangan Syariah Di Kota Semarang. Jurnal At-Taqaddum, Volume 8, Nomor 2, November 2016, 8(2), 180. https://doi.org/10.21580/at.v8i2.1170Balasubramanian, M. (2016). Total Quality Management [TQM] in the Healthcare Industry - Challenges, Barriers and Implementation Developing a Framework for TQM Implementation in a Healthcare Setup. Science Journal of Public Health, 4(4), 271. https://doi.org/10.11648/j.sjph.20160404.11Benzaquen, J., Carlos, M., Norero, G., Armas, H., & Pacheco, H. (2019). Quality in private health companies in Peru: The relation of QMS & ISO 9000 principles on TQM factor. International Journal of Healthcare Management, 0(0), 1-9. https://doi.org/10.1080/20479700.2019.1644472Bigliardi, B., & Galati, F. (2014). The implementation of TQM in R&D environments. Journal of Technology Management and Innovation, 9(2), 157-171. https://doi.org/10.4067/S0718-27242014000200012Bunglowala, A., & Asthana, N. (2016). A Total Quality Management Approach in Teaching and Learning Process. International Journal of Management (IJM), 7(5), 223-227. http://www.iaeme.com/MasterAdmin/uploadfolder/IJM_07_05_021/IJM_07_05_021.pdfBusu, M. (2019). Applications of TQM Processes to Increase the Management Performance of Enterprises in the Romanian Renewable Energy Sector. Processes MDPI. https://doi.org/10.3390/pr7100685Dahlgaard, J.J., Kristensen, K., & Kanji, G.K. (2002). Fundamentals of Total Quality Management: Process analysis and improvement Jens. Original illustrations © Taylor & Francis 2002. https://doi.org/10.4324/9780203930021Dewi, H.P., Lumbanraja, P., & Matondang, R. (2015). Implementation of Total Quality Management and Interpersonal Communication in Achieving Student Satisfaction through Service Quality at Yayasan Pendidikan Islam, Miftahussalam, Medan. International Journal of Research and Review, 2(6), 343-347. http://www.gkpublication.in/IJRR_Vol.2_Issue6_June2015/IJRR0066.pdfEltawy, N., & Gallear, D. (2017). Leanness and agility: A comparative theoretical view. Industrial Management and Data Systems, 117(1), 149-165. https://doi.org/10.1108/IMDS-01-2016-0032Fitriani, F. (2019). Persiapan Total Quality Management (Tqm). Adaara: Jurnal Manajemen Pendidikan Islam, 9(2), 908-919. https://doi.org/10.35673/ajmpi.v9i2.426Garcia-Alcaraz, J.L., Flor-Montalvo, F.J., Avelar-Sosa, L., SĂĄnchez-RamĂ­rez, C., & JimĂ©nez-MacĂ­as, E. (2019). Human resource abilities and skills in TQM for sustainable enterprises. Sustainability MDPI, 11(22), 6488. https://doi.org/10.3390/su11226488George, S., & Weimerskirch, A. (1998). Total quality management: Strategies and techniques proven at todays' most successful companies (Second ed.). John Wiley & Sons, Inc.Green, F.B. (2006). Six-sigma and the revival of TQM. Total Quality Management and Business Excellence, 17(10), 1281-1286. https://doi.org/10.1080/14783360600753711GĂłmez-LĂłpez, R., Serrano-Bedia, A.M., & LĂłpez-FernĂĄndez, M.C. (2016). Motivations for implementing TQM through the EFQM model in Spain: an empirical investigation. Total Quality Management and Business Excellence, 27(11-12), 1224-1245. https://doi.org/10.1080/14783363.2015.1068688Haffar, M., Al-Karaghouli, W., & Ghoneim, A. (2013). An analysis of the influence of organisational culture on TQM implementation in an era of global marketing: The case of Syrian manufacturing organisations. International Journal of Productivity and Quality Management, 11(1), 96-115. https://doi.org/10.1504/IJPQM.2013.050570Hasan, K., Islam, M.S., Shams, A.T., & Gupta, H. (2018). Total Quality Management (TQM): Implementation in Primary Education System of Bangladesh. International Journal of Research in Industrial Engineering, 7(3), 370-380. https://doi.org/10.22105/riej.2018.128170.1041Houston, D. (2007). TQM and higher education: A critical systems perspective on fitness for purpose. Quality in Higher Education, 13(1), 3-17. https://doi.org/10.1080/13538320701272672Kaname, O. (2003). Handbook for TQM and QCC Vol 1. In Handbook (Vol. 1). Kantardjieva, M. (2015). The Relationship between Total Quality Management (TQM) and Strategic Management. Journal of Economics, Business and Management, 3(5), 537-541. https://doi.org/10.7763/JOEBM.2015.V3.242Kim, G.-S. (2016). Effect of Total Quality Management on Customer Satisfaction. International Journal of Engineering Sciences & Research Technology, 5(6), 507-514. https://doi.org/10.5281/zenodo.55618Kiruthiga, K. (2016). Major factors affecting the execution of total quality management in the construction industry in India. Journal of Chemical and Pharmaceutical Sciences, 9(2), E135-E140.Kumar, S., & Shanmuganathan, J. (2019). A structural relationship between TQM practices and organizational performance with reference to selected auto component manufacturing companies. International Journal of Management, 10(5). https://doi.org/10.34218/IJM.10.5.2019/009Kumar, U., Kumar, V., de Grosbois, D., & Choisne, F. (2009). Continuous improvement of performance measurement by TQM adopters. Total Quality Management & Business Excellence, 20(6), 603-616. https://doi.org/10.1080/14783360902924242Kuo, C. (2016). Effects of Total Quality Management Implementation and Supply Chain Management Capability on Customer Capital. The Journal of Global Business Management, 12(2), 47-60.Lawrence, J.J., & McCollough, M.A. (2004). Implementing Total Quality Management in the Classroom by Means of Student Satisfaction Guarantees. Total Quality Management and Business Excellence, 15(2), 235-254. https://doi.org/10.1080/1478336032000149063Mensah, J.O., Copuroglu, G., & Fening, F.A. (2012). Total Quality Management in Ghana: Critical Success Factors and Model for Implementation of a Quality Revolution. Journal of African Business, 13(2), 123-133. https://doi.org/10.1080/15228916.2012.693444Mercy, O., & Taiye, T.B. (2015). Strategic Imperatives of Total Quality Management and Customer Satisfaction in Organizational Sustainability. International Journal of Academic Research in Business and Social Sciences, 5(4), 1-22. https://doi.org/10.6007/IJARBSS/v5-i4/1538Mitreva, E., Cvetkovik, D., Filiposki, O., Taskov, N., & Gjorshevski, H. (2016). The Effects of Total Quality Management Practices on Performance within a Company for Frozen Food in the Republic of Macedonia. TEM Journal, 5(3), 339-346. https://doi.org/10.18421/TEM53-14Morath, C., & Doluschitz, R. (2009). Total Quality Management in the food industry - Current situation and potential in Germany. Applied Studies In Agribusiness And Commerce, 3(3-4), 83-87. https://doi.org/10.19041/APSTRACT/2009/3-4/18Musenze, I.A., & Thomas, M.S. (2020). Development and validation of a total quality management model for Uganda's local governments. Cogent Business and Management, 7(1), 1-22. https://doi.org/10.1080/23311975.2020.1767996Neyestani, B., & Juanzon, J.B.P. (2016). Developing an Appropriate Performance Measurement Framework for Total Quality Management (TQM) in Construction and Other Industries. IRA-International Journal of Technology & Engineering (ISSN 2455-4480), 5(2), 32. https://doi.org/10.21013/jte.v5.n2.p2Ngambi, M.T., & Nkemkiafu, A.G. (2015). The Impact of Total Quality Management on Firm's Organizational Performance Marcel. American Journal of Management, 15(4), 57-76.Nicolaou, N., & Kentas, G. (2017). Total Quality Management Implementation Failure Reasons in Healthcare Sector. Journal of Health Science 5 (2017) 110-113, 5(2), 110-113. https://doi.org/10.17265/2328-7136/2017.02.007Nugroho, T.W., & Nurcahyo, R. (2018). Analysis of Total Quality Management (TQM) implementation in small medium industries. Proceedings of the International Conference on Industrial Engineering and Operations Management, 2018(Jul), 607-618.Oakland, J.S. (2003). Total quality management - Text with cases. In Butterworth-Heinemann (Third Edit). Butterworth-Heinemann.Phan, A.C., Nguyen, H.T., Nguyen, H.A., & Matsui, Y. (2019). Effect of total quality management practices and jit production practices on flexibility performance: Empirical evidence from international manufacturing plants. MDPI Sustainability (Switzerland), 11(11). https://doi.org/10.3390/su11113093Prajogo, D.I., & Brown, A. (2004). The Relationship between TQM Practices and Quality Performance and the Role of Formal TQM Programs: An Australian Empirical Study. Quality Management Journal, 11(4), 31-42. https://doi.org/10.1080/10686967.2004.11919131Ramlawati, & Putra, A.H.P.K. (2018). Total Quality Management as the Key of the Company to Gain the Competitiveness, Performance Achievement and Consumer Satisfaction. International Review of Management and Marketing, 8(5), 60-69.Rogers, R.E. (2013). Implementation of Total Quality Management A Comprehensive Training Program. 1996 by The Haworth Press, Inc. All rights reserved.Sabet, E., Adams, E., & Yazdani, B. (2014). Quality management in heavy duty manufacturing industry: TQM vs. Six Sigma. Total Quality Management and Business Excellence, 27(1-2), 215-225. https://doi.org/10.1080/14783363.2014.972626Sader, S., Husti, I., & DarĂłczi, M. (2017). Suggested Indicators To Measure the Impact of Industry 4.0 on Total Quality Management. International Scientific Journal: Industry 4.0, 2(6), 298-301. https://stumejournals.com/journals/i4/2017/6/298/pdfSadikoglu, E., & Olcay, H. (2014). The Effects of Total Quality Management Practices on Performance and the Reasons of and the Barriers to TQM Practices in Turkey. Laboratory Management Information Systems: Current Requirements and Future Perspectives, 2014, 996-1027. https://doi.org/10.1155/2014/537605Sainis, G., Haritos, G., Kriemadis, T., & Fowler, M. (2017). The quality journey for Greek SMEs and their financial performance. Production and Manufacturing Research, 5(1), 306-327. https://doi.org/10.1080/21693277.2017.1374891Santos, A.C. de S.G. dos, Carvalho, L.M., Souza, C.F. de, Reis, A. da C., & Freitag, A.E.B. (2019). Total Quality Management: the case of an electricity distribution company. Brazilian Journal of Operations & Production Management, 16(1), 53-65. https://doi.org/10.14488/BJOPM.2019.v16.n1.a5Sari, & Firdaus, A. (2018). The Impact of Total Quality Management Implementation on Small and Medium Manufacturing Companies. Esensi: Jurnal Bisnis Dan Manajemen, 8(1), 67-78. https://doi.org/10.15408/ess.v8i1.5852Sila, I., & Walczak, S. (2017). Universal versus contextual effects on TQM: a triangulation study using neural networks. Production Planning and Control, 28(5), 367-386. https://doi.org/10.1080/09537287.2017.1296598Sivalai, T., & Rojniruttikul, N. (2018). Determinants of the state railway of Thailand's (SRT) total quality management process: SEM analysis. Journal of International Studies, 11(2). https://doi.org/10.14254/2071-8330.2018/11-2/9Small, E.P., Ayyash, L., & Hamouri, K. Al. (2017). Benchmarking Performance of TQM Principals in Electrical Subcontracting in Dubai: A Case Study. Procedia Engineering, 196(June), 622-629. https://doi.org/10.1016/j.proeng.2017.08.050Sousa-Mendes, G.H. de, Gomes-Salgado, E., & Moro-Ferrari, B.E. (2016). Prioritization of TQM practices in Brazilian medical device SMEs using Analytical Hierarchy Process (AHP) Glauco. DYNA (Colombia), 83(197), 195-203. https://doi.org/10.15446/dyna.v83n197.52205Steiber, A., & AlĂ€nge, S. (2013). Do TQM principles need to change? Learning from a comparison to Google Inc. Total Quality Management and Business Excellence, 24(1-2), 48-61. https://doi.org/10.1080/14783363.2012.733256Suarez-Barraza, M.F., & Ablanedo-Rosas, J.H. (2014). Total quality management principles: Implementation experience from Mexican organisations. Total Quality Management and Business Excellence, 25(5-6), 546-560. https://doi.org/10.1080/14783363.2013.867606Sukardi, R.A. (2016). Pengaruh Total Quality Management (TQM) Terhadap Kepuasan Pelanggan Pada Matahari Department Store di Plaza Mulia Samarinda. EJournal Administrasi Bisnis, 4(3), 758-772.Sukdeo, N., Pretorius, J.H., & Vermeulen, A. (2017). The role of Total Quality Management (TQM) practices on improving organisational performance in manufacturing and service organisations. Proceedings of the International Conference on Industrial Engineering and Operations Management, 2017(OCT), 1133-1152.Sutrisno, T.F.C.W. (2019). Relationship between Total Quality Management element, operational performance and organizational performance in food production SMEs. Jurnal Aplikasi Manajemen, 17(2), 285-294. https://doi.org/10.21776/ub.jam.2019.017.02.11Sweis, R., Ismaeil, A., Obeidat, B., & Kanaan, R.K. (2019). Reviewing the Literature on Total Quality Management and Organizational Performance. Journal of Business & Management (COES&RJ-JBM), 7(3), 192-215. https://doi.org/10.25255/jbm.2019.7.3.192.215Talib, F., & Rahman, Z. (2015). 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    Business Process Management Education in Academia: Status, challenges, and Recommendations

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    In response to the growing proliferation of Business Process Management (BPM) in industry and the demand this creates for BPM expertise, universities across the globe are at various stages of incorporating knowledge and skills in their teaching offerings. However, there are still only a handful of institutions that offer specialized education in BPM in a systematic and in-depth manner. This article is based on a global educators’ panel discussion held at the 2009 European Conference on Information Systems in Verona, Italy. The article presents the BPM programs of five universities from Australia, Europe, Africa, and North America, describing the BPM content covered, program and course structures, and challenges and lessons learned. The article also provides a comparative content analysis of BPM education programs illustrating a heterogeneous view of BPM. The examples presented demonstrate how different courses and programs can be developed to meet the educational goals of a university department, program, or school. This article contributes insights on how best to continuously sustain and reshape BPM education to ensure it remains dynamic, responsive, and sustainable in light of the evolving and ever-changing marketplace demands for BPM expertise

    Aligning operational and corporate goals: a case study in cultivating a whole-of-business approach using a supply chain simulation game

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    This paper outlines the development and use of an interactive computer-based supply chain game to facilitate the alignment of disconnected operational and corporate goals. A multi-enterprise internal cattle supply chain was simulated targeting the operational property managers and the overall impacts of their decision making on corporate goals A three stage multidisciplinary approach was used. A case study based financial analysis was undertaken across the internal cattle supply chain, a participative action research component (developing the game to simulate the flow of product and associated decisions and financial transactions through the internal supply chain of the company for different operational scenarios using measurable and familiar operational and financial criteria as tracking tools), and a qualitative analysis of organisational learning through player debriefing following playing the game. Evaluation of the managers' learning around the need for a change in general practice to address goal incongruence was positive evidenced by changes in practice and the game regarded by the users as a useful form of organisational training. The game provided property managers with practical insights into the strategic implications of their enterprise level decisions on the internal supply chain and on overall corporate performance. The game is unique and is a tool that can be used to help address an endemic problem across multi-enterprise industries in the agrifood sector in Australia

    Designing Scalable Business Models

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    Digital business models are often designed for rapid growth, and some relatively young companies have indeed achieved global scale. However despite the visibility and importance of this phenomenon, analysis of scale and scalability remains underdeveloped in management literature. When it is addressed, analysis of this phenomenon is often over-influenced by arguments about economies of scale in production and distribution. To redress this omission, this paper draws on economic, organization and technology management literature to provide a detailed examination of the sources of scaling in digital businesses. We propose three mechanisms by which digital business models attempt to gain scale: engaging both non- paying users and paying customers; organizing customer engagement to allow self- customization; and orchestrating networked value chains, such as platforms or multi-sided business models. Scaling conditions are discussed, and propositions developed and illustrated with examples of big data entrepreneurial firms

    Usage habits of business information system in Hungary

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    The IT functions of the companies can be executed in different ways in-house solution, outsourcing, in sourcing, formation a spin-off company. Predominantly this function is provided within the company in Hungary. The larger a company is; it is more likely that a separate IT manager will be entrusted for the supervision of IT functions. Only a very small number of small-sized enterprises said that they paid special attention to formulating an IT strategy, while it was not considered important by microenterprises at all

    Purposive Teaching Styles for Transdisciplinary AEC Education: A Diagnostic Learning Styles Questionnaire

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    With the progressive globalisation trend within the Architecture, Engineering, and Construction (AEC) industry, transdisciplinary education and training is widely acknowledged as being one of the key factors for leveraging AEC organisational success. Conventional education and training delivery approaches within AEC therefore need a paradigm shift in order to be able to address the emerging challenges of global practices. This study focuses on the use of Personalised Learning Environments (PLEs) to specifically address learners’ needs and preferences (learning styles) within managed Virtual Learning Environments (VLEs). This research posits that learners can learn better (and be more readily engaged in managed learning environments) with a bespoke PLE, in which the deployment of teaching and learning material is augmented towards their individual needs. In this respect, there is an exigent need for the Higher Educational Institutions (HEIs) to envelop these new approaches into their organisational learning strategy. However, part of this process requires decision-makers to fully understand the core nuances and interdependencies of functions and processes within the organisation, along with Critical Success Factors (CSFs) and barriers. This paper presents findings from the development of a holistic conceptual Diagnostic Learning Styles Questionnaire (DLSQ) Framework, comprised of six interrelated dependencies (i.e. Business Strategy, Pedagogy, Process, Resources, Systems Development, and Evaluation). These dependencies influence pedagogical effectiveness. These finding contribute additional understanding to the intrinsic nature of pedagogy in leveraging transdisciplinary AEC training within organisations (to improve learner effectiveness). This framework can help organisations augment and align their strategic priorities to learner-specific traits

    Information Systems Skills Differences between High-Wage and Low-Wage Regions: Implications for Global Sourcing

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    Developing Information Systems (IS) skills for a company’s workforce has always been challenging, but global sourcing growth has caused the determination of needed IS skills to be more complex. The increased use of outsourcing to an IS service provider and from high-wage regions to low-wage regions has affected what IS skills are required globally and how to distribute the workforce to meet these needs. To understand what skills are needed in locations that seek and those that provide outsourcing, we surveyed IS service provider managers in global locations. Results from 126 reporting units provide empirical evidence that provider units in low-wage regions value technical skills more than those in high-wage regions. Despite the emphasis on commodity skills in low-wage areas, high- and low-wage providers value project management skills. Low-wage regions note global and virtual teamwork more than high-wage regions do. The mix of skills and the variation by region have implications for domestic and offshore sourcing. Service providers can vary their staffing models in global regions which has consequences for recruiting, corporate training, and curriculum

    Elastic Business Process Management: State of the Art and Open Challenges for BPM in the Cloud

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    With the advent of cloud computing, organizations are nowadays able to react rapidly to changing demands for computational resources. Not only individual applications can be hosted on virtual cloud infrastructures, but also complete business processes. This allows the realization of so-called elastic processes, i.e., processes which are carried out using elastic cloud resources. Despite the manifold benefits of elastic processes, there is still a lack of solutions supporting them. In this paper, we identify the state of the art of elastic Business Process Management with a focus on infrastructural challenges. We conceptualize an architecture for an elastic Business Process Management System and discuss existing work on scheduling, resource allocation, monitoring, decentralized coordination, and state management for elastic processes. Furthermore, we present two representative elastic Business Process Management Systems which are intended to counter these challenges. Based on our findings, we identify open issues and outline possible research directions for the realization of elastic processes and elastic Business Process Management.Comment: Please cite as: S. Schulte, C. Janiesch, S. Venugopal, I. Weber, and P. Hoenisch (2015). Elastic Business Process Management: State of the Art and Open Challenges for BPM in the Cloud. Future Generation Computer Systems, Volume NN, Number N, NN-NN., http://dx.doi.org/10.1016/j.future.2014.09.00
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