• No results found

Process-oriented Design Methodology for the (Inter-) Organizational Intellectual Capital Management

N/A
N/A
Protected

Academic year: 2021

Share "Process-oriented Design Methodology for the (Inter-) Organizational Intellectual Capital Management"

Copied!
6
0
0

Loading.... (view fulltext now)

Full text

(1)

2212-8271 © 2016 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

Peer-review under responsibility of the International Scientific Committee of the 13th Global Conference on Sustainable Manufacturing doi: 10.1016/j.procir.2016.01.153

Procedia CIRP 40 ( 2016 ) 674 – 679

ScienceDirect

13th Global Conference on Sustainable Manufacturing - Decoupling Growth from Resource Use

Process-oriented design methodology for the (inter-) organizational

intellectual capital management

Mila Galeitzke

a

*, Nicole Oertwig

b

, Ronald Orth

c

, Holger Kohl

d

aDepartment Assembly Technology and Factory Management, Technische Universität Berlin, Pascallstrasse 8-9, 10587 Berlin, Germany bDepartment of Quality Science, Technische Universität Berlin, Pascalstrasse 8-9, 10587 Berlin, Germany

cDepartment Business Excellence Methods, Fraunhofer IPK Berlin, Pascalstrasse 8-9, 10587 Berlin, Germany, dDepartment of Sustainable Corporate Development, Technische Universität Berlin, Pascalstrasse 8-9, 10587 Berlin, Germany

* Corresponding author. Tel.: +49-30-39006-347-; fax: +49-30-3932503. E-mail address: galeitzke@tu-berlin.de

Abstract

The development of a process-oriented design methodology for the visualization of intellectual capital in organisational business processes is described in this contribution. A tangible and intangible resource-oriented taxonomy in an integrated enterprise modelling environment is established. The comprehensive assessment, allocation and referencing of intellectual capital (human, structural and relational capital) counters the underutilization of available intellectual capital and allows for a targeted intellectual capital management. The resulting process-oriented design methodology for intellectual capital will enable organizations, clusters and networks to identify sustainability intensive activities within their business processes in order to utilise and foster their potentials.

© 2016 The Authors. Published by Elsevier B.V.

Peer-review under responsibility of the International Scientific Committee of the 13th Global Conference on Sustainable Manufacturing. Keywords: Intellectual capital management; Intergrated Enterprise Modelling; Evaluation of Sustainability Performance

1.Introduction

This contribution aims to establish the foundation of a process-oriented intellectual capital management approach by developing a tangible and intangible resource-oriented taxonomy in an integrated enterprise modelling environment. The following two chapters provide an introduction to the taken approach, the objective and purpose. An overview of the two main baseline concepts is given in chapter 2, followed by the description of the created taxonomy and procedure. The identification of practical implications and a brief discussion on empirical evidence closes the report on this approach. 1.1. Approach

Enterprise modelling allows to systematically represent, analyze and develop the central elements of a value creation module e.g. structure, activities, process, information, resources, human beings, behavior, objectives and constraints [1]. The integration of a capital-based definition of resources deployed in enterprise processes is introduced [2], adapting an

existing classification of tangible resources [3] to enable the intellectual capital management with respect to sustainable development objectives. A design and representation methodology of intellectual capital in enterprise models is developed and will be tested within a reference process design. The assessment of intellectual capital in those reference processes follows an adaption of the methodology of intellectual capital statements [4].

Within the combination of a capital-based approach with the inter-organizational multi-perspective process modelling [5] a framework is created to assess and manage the sustainability performance of value creation networks with a focus on intellectual capital.

1.2. Objective and purpose

Based on the developed methodology, it will be possible to visualize and design intellectual capital factors in business processes, creating transparency and utilize the potentials of a structured intellectual capital management on a new level of detail.

© 2016 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

(2)

The outcome of the application of this methodology aims to solve an inherent challenge of intellectual capital management as well as innovation management of enterprises. The comprehensive assessment, allocation and referencing of intellectual capital as well as the expedient communication of this information may counter the underutilization of available resources and performance potential [6]. When considering the increasingly complex architecture of research and development organization in terms of inter-organizational collaboration the increased transparency may actually contribute to an increased idea and innovation yield. The intended dissociation of classical role- and function-based organizational structures in enterprise modelling is a subsequent research assignment that bears the potential of creating the basis for a competence-oriented organization of adaptive modular processes.

With the increasing significance of intangible resources their assessment, management and reporting need to mature in practice accordingly. The close examination of intellectual capital factors in enterprise processes aims at the creation of transparency on a new level of detail. Especially in terms of required and deployed intangible assets in enterprise processes. This shall provide a basis for the further investigation of intellectual capital in enterprise processes. The theoretical foundation for this is an integrated approach to assess, manage and report intellectual capital in the context of strategic, tactical and operational planning and management. Therefore, the model-based evaluation environment for sustainability [7] is extended to incorporate intellectual capital and thus allow a holistic approach to corporate sustainable development. 2.Intellectual capital in a process-oriented environment

In order create a basis for the discussion on the visualization and design of intellectual capital in enterprise models, the following gives a brief introduction of the two concepts to be integrated.

2.1. Intellectual capital management

Starting with the identification of knowledge as a significant value creation factor [8] and a central aspect of the late 20th

century strategic management research [9] the management of intellectual capital has been developing rapidly over the past two decades. While the early intellectual capital management research focused on the definition of the capitals [10–12] the first occurrences of methodologies focused reporting of intellectual capital and its impact on the enterprises’ performance [4,13,14].

The methodology of intellectual capital statements (ICS) focuses intellectual capital and its internal interrelations as well as the impact on the business success. Until now, this approach for the assessment and management of IC considers business processes just peripherally. A few methodologies have emerged that focus knowledge assets or knowledge management in process-oriented approaches [15–18]. However the process aspect is thus far limited to the mere theoretical construct that knowledge assets are generated, applied,

distributed and stored in domains of knowledge. These are closely associated with enterprise processes, which are mostly limited to specific core processes to reduce complexity. 2.2. Integrated enterprise modelling and model-based evaluation environment

The development, implementation and controlling of a comprehensive corporate strategy requires a profound data and information basis, especially in regard to requirements from internal and external stakeholders and sustainability perspectives (consideration of economic, environmental and social aspects). The information basis allows the evaluation of different aspects for different users and their respective information requirement. This holds true for the single enterprise, but in cases requires the evaluation across units or functional elements. With respect to the interlinkage of enterprises in value creation networks even further impact-relations have to be considered across enterprise borders.

Where modelling describes the depiction of real systems in different abstracted systems [19], enterprise modelling allows the representation of enterprises in terms of the objectives, procedures and contained elements along with their architecture, hierarchy and relationships depending on the level of detail [20]. The Integrated Enterprise Modelling (IEM) method, used in this approach, is typically deployed for the planning, admission and reengineering of processes. Within, different aspects are described in an object oriented approach distinguishing between the generic object classes ‘product’, ‘resource’ and ‘order’, which are changed or transformed through the implementation of instances of the class ‘action’. This qualifies the method for the described approach, as it allows the integration of intellectual capital and sustainability aspects. In addition, the integrated enterprise modelling methodology is also conform to the international standard EN/ISO 19440 (constructs for enterprise modeling) [21] and fully supported by the enterprise modelling tools MO²GO and Process Assistant (PA) [22–24].

Principally, the integration of intellectual capital follows the approach to extend enterprise models to contain further artefacts. This enhances the decision-making processes of enterprises in terms of the consideration of these artefacts. A framework for contextual enterprise modelling provides configurable individual model evaluation and application views in line with the previously discussed requirement.

The internal linkage between the strategic vision and objectives to operational requirements and objectives is addressed through advanced views, mapping decision chains along hierarchical architectures, supported by the integration of the GRAI GRID [25] technology. The further integration of the ECOGRAI [26] method allows the elucidation of relationships between indicators and objectives. The elements of the views

are connected with MO²GO

classes, objects (product, order, resource and action) and attributes and can be evaluated over the entire business model.

(3)

3.Visualization and design of intellectual capital in enterprise process models

The basis for the visualization and design of intellectual capital factors in enterprise models is a common taxonomy that has been created in order to implement a consistent procedural model across different systems and their prerequisites and particularities.

3.1. Intellectual capital modelling taxonomy

The taxonomy of resources as defined by the Integrated Enterprise Modelling (IEM) methodology does not fully allow an integration of intellectual capital factors into its object class. Therefore, the required object class ’resources’ is adapted and transferred to a reference-class structure that contains the standard factors for the visualization and design of intellectual capital in enterprise models. The reference class structures are used in the design of the information layer that compiles the specification of modeled object classes and their structures as well as descriptive characteristics [27].

The reference class ‘resource’ of IEM and the MO2GO

System [28] is typically oriented towards tangible resources and mostly implying the structure of ’organization’, ‘document’, ‘IT system’ and ‘equipment’, but also extendable according to the specifics of the respective industry or enterprise constraints. The information layer comprises all relevant objects of an enterprise and is typically depicted through class trees. The integration of intellectual capital can follow this approach, but could lead to redundancies depending on the understanding of content and definition of intellectual capital. Utilizing a capital approach that integrates tangible and intangible capital [2] and the general information layer, the reference class was adapted to the following schematic structure (Figure 1). Within this reference class, the tangible capital is structured into the three main groups that are material or substantial as defined in the reporting scheme of the International Integrated Reporting Council [3].

Figure 1: Schematic resource class structure of tangible and intangible capital

Financial capital is the sum of available financial resources that are utilized to fund the organization’s operation. Thus, the product and service provisions are financially sustained through capital obtained via revenues, investments, debt,

equity or grants. Manufactured capital comprises all physical objects that are used by the organization in order to produce and deliver its products and services. This physical part of the production system includes infrastructure and buildings, operating equipment as well as measuring, storage and transport utilities [29]. These objects can be obtained from third parties or in-house production. On the basis of the classical understanding of “land” as a major factor of production, natural capital comprises all natural resources, processes and systems available [3,30].

The classification of intellectual capital as intangible resources follows the harmonization of intellectual capital factors into standard repositories. Human, structural and relational capital are herein subdivided into standard success factors [31] that map the most common types of intellectual capital. In order to comply with the systematic of modelling processes, the repository of intellectual capital factors needs to be adapted individually. At the same time considerations to direct this approach towards sustainable corporate development are taken in the following adaptation delineation. The competence model forms the basis for the human capital factors. It was developed through empirical studies and quantifies specifics of analyzed enterprises. Here a more generic approach is taken, which in turn is detailed through the consideration of role- and activity based competences. Human capital is thus defined as the sum of professional, social, personal and methodological competence. The peculiarity of these competences is dependent on the specific role occupied or activity and in a wider sense the strategic consideration of paradigms such as sustainable development.

The structural capital requires a distinct consideration of those capital factors that are activity-based (cooperation and knowledge transfer, product and process innovation) and the objectified factors (management instruments, explicit knowledge and corporate culture). While all factors are indeed structural factors of intangible resources the implications to the activities of the model as condition transformation of objects such as ‘knowledge’ need to be observed and incorporated in the process model creation.

In relational capital, a new configuration considers relations on micro-, meso- and macro-level in order to integrate social aspects in a distinguished manner. On the micro level, the external relationships of the enterprise with individual actors are considered, while cooperation partners, supplier-, customer- and investor-relationships constitute the meso-level as individual ‘dyadic’ relationships [32]. Relationships to public bodies (legislative, funding) and society are considered within the macro-level of relational capital. This allows the focused definition of all relevant stakeholders and the enterprise’s relationships to those stakeholders.

The reference class structure as well as the repository of intellectual capital factors may be adapted during the modelling of the enterprise processes according to the specific industry and enterprise requirements. This considers the modelling taxonomy of intellectual capital in enterprise models, while leaving room for particularities.

(4)

3.2. Procedural constraints and methodology

A logical sequence of the steps necessary to visualize and design intellectual capital in enterprise models is dictated by several aspects and interdependencies between the object classes and activities. In order to maintain the systematic methodology of integrated enterprise modelling, these procedural constraints are regarded as systemic extensions and modifications rather than system changes.

The following illustration gives an overview of the proposed procedure (Figure 2). The enterprises objectives, relevant key performance indicators (KPI) as well as real-time data from various planning systems are considered as input to the design procedure, depicted in the center. Two methodologies are accompanying the procedural model as their evaluation characteristic is based on two different approaches however; both are directed towards the internal evaluation and external reporting or provision of information. Based on the modelling and evaluation of processes, artefacts and KPI-supported objective determinants, evaluations regarding the sustainability performance are possible.

The procedural model as the central aspect foresees a distinction of several logical sequences that ensure a consistent definition and allocation of the capitals. It is constructed as a loop in order to allow reciprocal improvements or adjustments.

The following summarizes the steps of the procedural model. The initial step is the described definition of an information layer (1) that creates the baseline repository of the capitals, but

at this point cannot account for all objects within the classes but a sound description and structuring of classes can be achieved. The definition of actions (2) in an actual process model aims at describing the structure and sequence of activities. Here the determining construct of workflows within the regarded system follow a set of stringent modelling rules of activity models and connection elements [27].

The definition and allocation of manufactured capital (3) and natural capital (4) are in this logical sequence, as manufactured capital is required to implement the activities (in regard to manufacturing enterprises) and natural capital is needed as a prerequisite for manufacturing processes is terms of land and natural resources deployed for the use of equipment or natural systems and processes utilized to implement the defined actions. The detailed assessment of natural capital utilized by the process is an essential mechanism to sensitize the involved employees and management for the depletion of those natural resources and the development of resource efficiency strategies based on the planning objectives.

The definition of structural capital (5), as those intangible resources that are available to the enterprise in terms of methodologies and procedures, is a first intermission in the sequence, as some of the inherent factors are hardly quantifiable or allocated to specific actions or tangible resources. Management instruments and explicit knowledge

can be attributed to individual actions or tangible resources or at least to certain delimited sub-processes. Those capital factors that are classified as activity based are mostly related to sub systems of the process model (e.g. product innovation may in

(5)

some cases only be allocated to sub-processes or attributed to the process models of product development units).

Detaching the definition of human capital (6) from strict role- or function-based views allows the profound assessment of required competences. However, the beneficial aspect of competence management can be utilized here by developing an inventory of required competences and matching it against the available ones. The recombination of individual competencies to profiles in regard to sub-systems or –processes can improve the human capital management in the following ways: ƒ The discussion on competences for sustainable

development has already progressed, but is in most cases limited to the educational domain. The targeted coupling of sustainability objectives with required competences from a manufacturing enterprise’s perspective allows the definition and development of specific competencies for sustainability

ƒ The transparency of available resources (here competencies) can foster the exchange of experiences and the cross-coaching of employees (e.g. to maintain knowledge and competencies within the enterprise despite demographic changes challenges)

ƒ If the competence profile is extended with further data automated production in an environment with decreasing quantities, an equipment / process driven employee deployment becomes possible. Upon retooling or production changes the equipment or product may control the employee deployment by combining those employees with the required competencies in exactly the sequence (steered via notification / wearables). In essence the previous two points can be combined here, where the ‘automated production’ deals with under-qualification, employee fluctuation or cross-exchange competence development.

While the classical approach of the ICS foresees the definition of relational capital on a broad basis according to relational capital success factors, the distinction in three levels of analysis is proposed here (7). On the micro-level all relations between employees as such are analyzed, adding to the considerations of internal cooperation, but also the relationship between the enterprise and its employees. Herein, responsibilities of the enterprise in regard to the well-being of the employees and their immediate relatives or environment add to the reconsiderations of human capital in motivational terms. The meso-level analysis focuses those relationships of the enterprise to its immediate economic, environmental and social environment. Relations to customers, suppliers or within value creation networks are defined and visualized as system-boundary crossing connection elements. In order to broaden the view in accordance to the social responsibility of enterprises, the macro-level considers external relationships to entities or bodies such as political bodies, society as such or the natural environment in a cross-generational responsibility perspective. Said structure of analysis fosters the distinct evaluation of different stakeholders and aims at broadening the view of the enterprise in terms of its position and impact in this regard.

Financial capital (8), is interpreted as the sum required for the operation of the enterprise or specific processes. It respectively can herein be divided into an assessment of the composition of the capital in order to identify gaps or over weighted financial portfolio positions. On the other hand, financial capital can be expressed as resulting performance values from the different management and monitoring systems deployed.

Two methodologies developed by the authors are deployed on the basis of the procedural model. Integrated reporting is a combination of internal performance assessment with a focus on sustainability aspects and intellectual capital. The model-based evaluation environment for sustainability allows case- and user-sensitive evaluation of enterprise or network models in regard to general and sustainability performance data as well as internal criteria and perspectives.

4.Practical implications and empirical evidence

As the described procedure may well take up too much valuable time and may pose challenges in regard to complexity, the proposed one is intended to involve those employees and managers that are responsible for the implementation, management or controlling of the respective sub-processes. The initial definition of a class and object repository in the information layer benefits from input across units and hierarchical structures. After this initial step the admission of activities and their structure and architecture within the enterprise as well as the definition of resources can be implemented in parallel, where the responsible employees and managers are interviewed separately or in sequence as a consistency assurance.

The outcomes of the process-oriented design methodology for the (inter-) organizational intellectual capital management can be utilized within and across functional units, departments and enterprises.

The findings of this research contribution have been tested in an applied research environment, where process models where used for the organizational planning of a network of institutes. The planning of core business processes was utilized to standardize activities and resources across organizational units and increase efficiency in terms of resources and competences in collaborative environments. The integration of intellectual capital as significant resources in this set-up has been piloted and refined as a consequence of certain irregularities across the individual institutes. A model-based evaluation environment for the intellectual capital management is being implemented and tested. The described procedural model is a result of this pilot implementation, where the definition and allocation of intellectual capital, especially human capital factors was performed ex ante. This implies that this prospective approach can be validated by a retrospective evaluation. Thus far, a periodically evaluation of the status of planned processes is in place in both adapted methodologies and is directly applicable.

The case- and user-sensitive evaluation of intellectual capital in enterprise models is complemented with

(6)

sustainability evaluations and may contribute to an increase in tangible and intangible resource efficiency and to the improvement of the overall sustainability performance of enterprises and value creation networks.

Further research will be undergone in terms of the application of this methodology in value creation networks. The concentration on core competences and the thereby implied necessity to collaborate along value chains thus needs to be investigated in terms of intellectual capital as shared resources and process model-based evaluation across enterprise borders.

Acknowledgements

The results are part of the ongoing research project “Sustainable Manufacturing – Shaping Global Value Creation”. The project is funded by the German Research Foundation DFG.

References

[1] Fox, M.S., Gruninger, M., Enterprise Modeling, AI Mag. Fall 1998 (1998) 109–122.

[2] Orth, R., Scheumann, R., Galeitzke, M., Wolf, K., Kohl, H., Finkbeiner, M., Sustainable Corporate Development Measured by Intangible and Tangible Resources as well as Targeted by Safeguard Subjects, in: Procedia CIRP, 2014: pp. 630–634.

[3] The international <IR> Framework, 2013.

[4] European-Commission, Intelectual capital statement : made in Europe = InCaS, Confederation Européenne des Associations de Petites et Moyennes Entreprises; Fraunhofer IPK; London School of Economics and Political, Brussels ;Berlin ;London ;Catalunya, 2008.

[5] Jochem, R., Weinaug, H., Kolomiichuck, S., Oertwig, N., Evaluation of energy and resource efficiency supported by enterprise modeling – experiences from application cases and their significance for the multi-perspective modeling approach, in: 13th Glob. Conf. Sustain. Manuf., 2013: pp. 605–611.

[6] Allen, T., The organization and architecture of innovation : managing the flow of technology, Elsevier;Butterworth-Heinemann, Amsterdam;Boston, 2007.

[7] Oertwig, N., Wintrich, N., Jochem, R., Model-based Evaluation Environment for Sustainability, Procedia CIRP. 26 (2015) 641–645. [8] Marshall, A., Principles of Economics, Palgrave Macmillan, 2013. [9] Teece, D.J., Strategies for Managing Knowledge Assets: the Role of Firm

Structure and Industrial Context, (n.d.).

[10] Edvinsson, L., Intellectual Capital: Realizing Your Company’s True Value by Finding Its Hidden Brainpower, 1997.

[11] Sveiby, K.E., The Intangible Assets Monitor, J. Hum. Resour. Costing Account. 2 (1997) 73 – 97.

[12] Guthrie, J., Reflections and projections: A decade of Intellectual Capital Accounting Research, Br. Account. Rev. 44 (2012) 68 – 82.

[13] Pablos, P., A guideline for building an intellectual capital statement: the 3R model, Int. J. Learn. Intellect. Cap. 1 (2004).

[14] Dumay, J., Garanina, T., Intellectual capital research: a critical examination of the third stage, J. Intellect. Cap. 14 (2013) 10 – 25.

[15] Remus, U., Prozeßorientiertes Wissensmanagement -Konzepte und Modellierung. PhD thesis, Universitätsbibliothek Regensburg;Wirtschaftswissenschaftliche Fakultät. Wirtschaftswissenschaftliche Fakultät, 2002.

[16] Heisig, P., Integration von Wissensmanagement in Geschäftsprozesse, Berlin Fraunhofer IPK, Berlin, 2005.

[17] Gronau, N., Wissen prozessorientiert managen Methode und Werkzeuge für die Nutzung des Wettbewerbsfaktors Wissen in Unternehmen, Oldenbourg, München, 2009.

[18] Orth, R., Kohl, I., Prozessmanagement und Wissensmanagement, in: Jochem, R., Mertins, K., Knothe, T. (Eds.), Prozessmanagement Strateg. Methoden, Umsetzung, Symposion, 2010: pp. 169–192.

[19] Viehweger, B., Planung von Fertigungssystemen mit automatisiertem Werkzeugfluss, C. Hanser Verlag, München [Germany], 1986.

[20] Spur, G., Mertins, K., Jochem, R., Integrated Enterprise Modelling, Beuth-Verlag, Berlin; Vienna; Zurich, 1993.

[21] International Organization for Standardization, Industrial automation systems - Enterprise Integration - Constructs for Enterprise Modeling, 2008. [22] Mertins, K., Jochem, R., Jäkel, F.W., A tool for object-oriented modelling

and analysis of business processes, Comput. Ind. (1997).

[23] Jäkel, F.W., MO2GO. Enterprise Modeling, Analysis and Optimisation 2014., (2014). http://www.moogo.de/overview/enterprise-modeling/ (accessed May 13, 2015).

[24] Wintrich, N., Process Assistant, (2014). www.prozessassistent.de (accessed May 13, 2015).

[25] Doumeingts, G., Vallespir, B., Chen, D., GRAI Grid Decisional Modelling, in: Bernus, P., Mertins, K., Schmidt, G. (Eds.), Handb. Archit. Inf. Syst., Berlin/Heidelberg, 1998.

[26] Doumeingts, G., Clave, F., Ducq, Y., ECOGRAI — A method to design and to implement Performance Measurement Systems for industrial organizations — Concepts and application to the Maintenance function, in: Rolstadås, A. (Ed.), Benchmarking - Theory Pract., Boston, 1995. [27] Jochem, R., Mertins, K., Knothe, T., eds., Prozessmanagement - Strategien,

Methoden, Umsetzung, Symposium Publishing, Düsseldorf, 2010. [28] Bernus, P., Handbook on architectures of information systems, Springer,

Berlin; New York, 2006.

[29] Westkämper, E., Einführung in die Organisation der Produktion, Springer, Berlin;Heidelberg;New York, 2006.

[30] Harris, J., Environmental and natural resource economics : a contemporary approach, Sharpe, Armonk NY, 2013.

[31] Mertins, K., Will, M., InCaS: Intellectual Capital Statement - Made in Europe; Strategic Relevance of Intellectual Capital in European SMEs and Sectoral Differences, in: Proc. 9th Eur. Conf. Knowl. Manag., 2008. [32] Provan, K., Fish, A., Sydow, J., Interorganizational networks at the network

level: A review of empirical literature on whole networks, J. Manage. 33(3) (2007) 479–516.

Figure

Figure 1: Schematic resource class structure of tangible and intangible capital  Financial capital is the sum of available financial resources  that are utilized to fund the organization’s operation

References

Related documents

Can INSERT, UPDATE, &amp; DELETE on single table views Cannot on multi-table (JOIN) views. MySQL

Moţe se utvrditi da je najveći utjecaj na manje koliĉine odlaganje otpada od hrane prikazan u stavkama Osobni stavovi , Osobne norme i Namjera izbjegavanja hrane , u kojima

Smaller regions in general had a good start during the first three years. After that, however, they lost their strength and had to start again from almost zero growth. The reason

The American University of Rome (AUR) is a private, independent, not-for-profit institution of higher education, offering undergraduate liberal arts programs in English to degree

Keywords: Alzheimer’s disease, cerebellum, cognitive dysmetria, hippocampus, prefrontal cortex, schizophrenia.. Neuropsychiatric diseases are a significant worldwide

Climate change has caused widespread shifts in species ’ phenology, but the con- sequences for population and community dynamics remain unclear because of uncertainty regarding

Moody’s Investors Service, Inc., a wholly-owned credit rating agency subsidiary of Moody’s Corporation (“MCO”), hereby discloses that most issuers of debt securities

Model of factors influences on electronic commerce adoption and diffusion in small-&amp; medium-sized enterprises, School of Information Systems, Curtin