The myth of accelerating business processes through parallel job designs.
Resource URI: https://dblp.l3s.de/d2r/resource/publications/journals/isem/ZapfLH07
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dcterms:
bibliographicCitation
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http://dblp.uni-trier.de/rec/bibtex/journals/isem/ZapfLH07
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dc:
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https://dblp.l3s.de/d2r/resource/authors/Armin_Heinzl
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dc:
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https://dblp.l3s.de/d2r/resource/authors/Michael_Zapf
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https://dblp.l3s.de/d2r/resource/authors/Ute_Lindheimer
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http://dx.doi.org/doi.org%2F10.1007%2Fs10257-006-0039-4
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DBLP journals/isem/ZapfLH07
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DOI doi.org%2F10.1007%2Fs10257-006-0039-4
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dcterms:
issued
2007
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swrc:
journal
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The myth of accelerating business processes through parallel job designs.
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2
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swrc:
pages
117-137
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rdfs:
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dc:
subject
Business process design; Coordination theory; Parallel designs; Job parallelization; Order processing; Process simulation
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title
The myth of accelerating business processes through parallel job designs.
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