فهرست مطالب samaneh rahimian

Meeting the needs of shareholders and investors, generating profit and income, and covering current expenses are the primary objectives of any economic entity. Banks and financial institutions are no exception, and calculating and understanding costs is one of their most critical activities. In today's competitive environment, organizations must adopt strategies that enhance the quality of services and products while reducing their costs. To achieve this, having tools for analyzing related costs and formulating cost policies for services and products is essential. Companies that previously used traditional costing systems have had to transition to newer, more dynamic, and flexible costing systems that account for various costs, including products, activities, distribution channels, and customers, reflecting the complexity of modern business and production processes. This article presents a model for calculating the cost of banking services using activity-based costing.

The research described in this article is developmental-applied. Given the various factors affecting costs and their nonlinear and cyclical effects, which render banks as complex systems, the methodology of system dynamics was used for modeling. This research is descriptive in terms of data collection methods, which included library studies reviewing sources and references on activity-based costing and systems dynamics principles, simulations concerning the cost of banking services using systems dynamics, and other sources such as books, magazines, articles, and theses from reputable libraries, information search centers, and credible websites.

 In this study, detailed models for two products, mudarabah and deposits, were developed. Cause-and-effect diagrams and their rates and statuses were drawn, and after testing the models, proposed scenarios were designed and compared. Four scenarios were suggested to improve system behavior: improving productivity, adjusting human resources, re-engineering business processes, and automating processes. To select the best policy—one that achieves the most significant cost reduction over a similar period—all policies were compared. The study's findings indicate that the policy of mechanization and process re-engineering is the most effective. Therefore, the bank's general policy for reducing product costs can be a combination of re-engineering and mechanizing processes.

Considering the dynamic business environment and banks as complex systems where many variables influence each other, the systems dynamics approach was employed to model the cost of banking services. The simulation results show that a combination of process re-engineering and automation can serve as an effective policy for reducing the cost of banking services.

The success of organizations depends more on knowledge assets than physical assets. Knowledge management transforms the organization into a knowledge-based organization, thus institutionalizing the importance of knowledge in all the organization's processes. This research investigates the role of knowledge management in improving the performance of the Tehran Municipality. In this way, according to the organizational scale of Tehran municipality, which has organizational levels including line and staff (22 urban areas, affiliated organizations and companies, specialized vice-chancellors) in its strategic and functional areas. Therefore, qualitative data were collected using the available information and documents related to establishing knowledge management and descriptive strategy, Then quantitative data was collected using questionnaire tools and survey strategy. By using the method of thematic analysis, 13 upstream documents of Iran's administrative system and ten management standards and frameworks were reviewed and analyzed for the necessity of implementing knowledge management solutions therefore the infrastructures for establishing knowledge management in the Tehran municipality were identified. Based on the results, the components of upstream documents affecting the establishment of knowledge management in Tehran Municipality are communication, knowledge-based governance, technology, knowledge creation, futurology, culture, human resources, organizational processes, and knowledge processes. Also, knowledge management barriers are divided into eight sections: technological barriers, cultural barriers, management barriers, organizational/structural barriers, human barriers, content barriers, implementation barriers, and legal barriers.

 It is essential to monitor and analyze the contents, themes, and statistical features of articles published in scientific journals. This study aimed for a quantitative analysis of articles published in the Journal of Information Processing and Management in the 2009-2022 period.

 The study is a scientometric research. The research population consisted of 729 scientific and research articles published in the Journal of Research Information Processing and Management from 2009 to 2022. The necessary information was collected by reviewing each document and the data was analyzed using Excel.

 The most frequent articles were from 2011 (86 articles), the highest academic rank was Assistant Professor (546 individuals), and the highest contribution went to the University of Tehran (208 authors). Moreover, the most popular area of research was information processing (279 articles). According to the findings, 77% of the articles were applied research, marking it as the leading research type. Overall, 99% of the retrieved articles used a cross-sectional approach.

 The findings illustrated that research topics in the Journal of Information Processing and Management were not affected by temporal restrictions and the majority of the articles focused on information processing.

In line with increasing attention to the scope of Business Process Management (BPM) over the past two decades, many techniques and tools have been introduced. Finding the proper technique and tool in each phase of the business process management life cycle takes time and effort. This study aims to design and develop an ontology to facilitate the selection of suitable techniques and tools at each step of the BPM life cycle. This ontology provides a common understanding of concepts of this domain for computers. The study results showed that two taxonomies for techniques and software tools for business process management were created based on BPM life cycle steps. Then, an ontology was developed for them. Noy & McGuinness methodology was applied to implement this ontology, and Protégé 5.2 and owl language were used. Also, the quality criteria-based approach was used for the evaluation of ontology. All the main concepts in the domain of BPM techniques and tools were extracted from previous studies. There are 298 terms. 58 of them are domain concepts or classes, 2 are about taxonomic relations, 2 are related to data property, and 224 are instances. This research used these terms, and the deployed ontology with the quality criteria-based approach was evaluated.

Information age has transformed into the digital age by developing digital technologies and new communication channels, such as social media. Customers spend most of their time in social media and companies have to be where their customers are. Active social media presence is a key strategy for all businesses and they must create memorable and superior customer experience by using these platforms. This research aims at developing a framework for explaining the role of social media in customer experience management in hotel industry.

To do so, first by reviewing the literature, we select a framework for customer experience management in hotel industry. Then, we explain the role of social media in its stages and steps, using systematic literature review.

With literature review, we obtained a four-stage framework for CEM in the hotel industry. These four stages are customer identification, customer experience design, customer experience implementation, and customer experience measurement. With SLR, the study shows that social media has an important role in all stages, except in one step, touchpoint prioritization.

Social media is one of the most important components of the customer experience, and organizations that integrate social media with the customer experience have created better experiences for their customers than competitors. Hotel managers need to understand the role and capabilities of social media in managing the customer experience and use this tool to gain a competitive advantage and advance in the market.

Customer experience is considered as a concept that can indicate the organizations performance in the current era. Creating an engaging experience is the distinctive feature for an organization and delivering a great experience is important in developing customers’ loyalty. Organizations need to focus on managing the customers’ experience which highlights the importance of designing and managing the customer experience in a variety of industries, especially customer-centered industries such as hoteling. The purpose of this study is to provide a framework to explain the customer experience management process in hoteling industry.

In this study, due to the lack of a clear and accurate explanation of the customer experience management process, systematic review of theoretical foundations has been used in the present study. This study aims to find the answer to this question: "what are the steps involved in managing the customer experience in the hoteling industry?". The present study also intends to explain the customer experience management process in hoteling industry (what?). As a result, Scopus, Emerald, Science Direct, Springer, and Proudest databases were reviewed and all the related articles in hoteling, tourism, and entertainment industries were collected. Articles were reviewed using the following keywords: "customer experience management" and hotel / hospitality / tourism / lodging"; and then, 29 sources were found in the selected databases. At this stage, 38 articles were found and then carefully reviewed in several stages to determine which ones fit the research questions. The remaining articles should be reviewed for content quality. For this purpose, the critical assessment method (CASP) was used and a checklist consisting of 10 questions was used to assist the researcher in assessing the accuracy, validity and importance of research studies. After completing the evaluation process of the articles, the researchers started a detailed study of the selected articles. At this stage, the researcher would look for the concepts that have appeared among the codes in the systematic review of theoretical foundations. Once the codes have been identified, the researcher creates a classification and places similar and related classes in a group that best describes them. This group is called the "concept". This process is done using the qualitative content analysis method and continues until a duplicate model or pattern is extracted from the content.

Systematic review of the theoretical foundations and concepts extracted from resources led to customer experience management process including the customer identification cycle, customer experience design, customer experience implementation and customer experience monitoring as well as creating organizational factors of culture, structure, leadership, human resources and technology. Customer identification is the first step that must be done in customer experience management. This stage includes the steps to identify the individual characteristics of customers; their needs, expectations and values; the customers’ previous experiences; customers’ experience in other companies; and to categorize the customers. Developing the right strategy, designing the service, designing the contact point routes and prioritizing the strategies are the steps involved in the customer design stage. The purpose of the design is to encourage customers to move in the direction of the company or brand contact points and to transfer it from the post-purchase stage to the pre-purchase stage. Development of contact points; building awareness; responding to customer interactions; responding to customer needs, expectations and values; partnering with customers and their communities and personalizing the experience are the steps involved in the implementation phase. Understanding the customers’ experience and ensuring that experiences are effectively managed at all the points of customer interaction with the organization is considered as a key objective for an organization that intends to lead the market. Customer experience is not created in isolation and solely through marketing strategies. Creating and managing customer experiences that are related to the unique brand identity of the company should be part of the strategic vision of the organization and arrange in a line all the efforts of the organization.

In the era of experience economics, companies compete to create a pleasant experience for their customers. All the activity of the organizations, including the production of products and services, advertising, marketing activities, after-sales service, aim to create a great customer experience. Understanding the customer experience and ensuring that experiences are effectively managed at all points of customer interaction with the organization are the key objectives for an organization that aims to lead the market. Despite the importance of customer experience management in recent research, customer experience management research is still in its infancy which shows the importance of customer experience management in various industries, especially the hoteling industry. This study was conducted to identify and explain the steps of customer experience management in the hoteling industry. Besides, the research findings can help hotels manage their customers’ experience.