2007
DOI: 10.1080/00207540600654459
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Formalization of a process activity performance estimation approach using human competencies

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Cited by 7 publications
(4 citation statements)
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“…These findings are consistent with literature that draws attention to the importance of workforce and skills (Bennour and Crestani, 2007; Fraser et al , 2007; Gaimon, 2008). These findings are also consistent with past cases of companies and industries that found it necessary to cut back on automation and re‐introduce human operatives in order to develop quality, improve productivity, and increase profitability (Agrawal et al , 2001; Davenport and Prusak, 2000; The Economist , 1995).…”
Section: Future Need For Manufacturing Skillssupporting
confidence: 92%
“…These findings are consistent with literature that draws attention to the importance of workforce and skills (Bennour and Crestani, 2007; Fraser et al , 2007; Gaimon, 2008). These findings are also consistent with past cases of companies and industries that found it necessary to cut back on automation and re‐introduce human operatives in order to develop quality, improve productivity, and increase profitability (Agrawal et al , 2001; Davenport and Prusak, 2000; The Economist , 1995).…”
Section: Future Need For Manufacturing Skillssupporting
confidence: 92%
“…Although Bennour and Crestani (2007) formalise a connection between general employees' expertise (eg in the form of know-how) and their performance, however, they do not provide the subsequent long-term observation of this development. Moreover, Baines and Benedettini (2007, p 121) investigated the practicability of a concept that was purely theoretic to date (Baines et al, 2005).…”
Section: Simulation Of Age-related Effects On the Performancementioning
confidence: 95%
“…This cost may be caused by delaying the execution of other activity instances, employing extra executors, etc. (Hagen and Alonso 2000;Bennour and Crestani 2007;Van Der Aalst, Rosemann, and Dumas 2007), and its value is determined by many factors such as a i 's importance and urgency. A detailed discussion about the overtime cost is beyond the scope of this paper.…”
Section: Basic Concepts About Personal Work List Managementmentioning
confidence: 99%
“…They either allocate activity instances to suitable resources to meet users' temporal or quality of service (QoS) requirements (Bajaj and Agrawal 2004;Menasce and Casalicchio 2004;Jia and Buyya 2006;Sakellariou et al 2007), or schedule multiple process instances to minimise their delayed numbers (Greg, Jacques, and Clarence 2004;Tramontina and Wainer 2005) or overall completion time (Liu et al 2009). Although the process perspective of workflow scheduling is of most significance, applying scheduling techniques in managing executors' personal work lists is also essential because executors are actually the driving force of workflow (Moore 2002;Bennour and Crestani 2007). At present, preliminary work applies scheduling techniques in managing a personal work list using simple dispatching rules (Eder et al 2003;Eder, Eichner, and Pichler 2006;Rui et al 2009), which doesn't address the complexities and uncertainties involved in personal work list management.…”
Section: Introductionmentioning
confidence: 96%