Systemic Control, Cultural Values and Religious Institutions An Assessment of Semi-Automatic Human Values Systems Analysis in Religious Institutional Diagnostics

The International Federation of Congress Automatic Control Proceedings of the 20th World Toulouse, France, July 2017 The International Federation of Congress Automatic Control Proceedings of the 20th9-14, World Available online at www.sciencedirect.com Toulouse, France,Federation July 9-14, 2017 The International of Automatic Control Toulouse, France, July 9-14, 2017

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IFAC PapersOnLine 50-1 (2017) 6373–6378 Systemic Control, Cultural Values and Religious Institutions Systemic Control, Cultural Values and Religious Institutions Systemic Control,ofCultural Values and Religious An Assessment Semi-Automatic Human ValuesInstitutions Systems An Assessment of Semi-Automatic Human Values Systems Analysis in Religious Institutional Diagnostics An Assessment of Semi-Automatic Human Values Systems Analysis in Religious Institutional Diagnostics Analysis in Religious Institutional Diagnostics Larry Stapleton*, Dawton Marques**, Tejan Thakar ***

Larry Stapleton*, Dawton Marques**, Tejan Thakar *** Larry Stapleton*, Dawton Marques**, Tejan Thakar *** * INSYTE Centre, Waterford Institute of Technology, Cork Road, Ireland (e-mail:Institute [email protected]) * INSYTE Centre, Waterford of Technology, Cork Road, Ireland * INSYTE Centre, Waterford Institute of Technology, Ireland **INSYTE Centre, Waterford Institute of Technology, Cork Cork Road,Road, Waterford, Ireland (e-mail: [email protected]) (e-mail: [email protected]) (e-mail: e-mail: [email protected]). **INSYTE Centre, Waterford Institute of Technology, Cork Road, Waterford, Ireland **INSYTE Centre, Waterford Institute of Technology, Cork Road, Waterford, Ireland (e-mail: e-mail: [email protected]). (e-mail: [email protected]). (e-mail:e-mail: [email protected]). **INSYTE Centre, Waterford Institute of Technology, Cork Road, Waterford, Ireland **INSYTE Centre, Waterford Institute of Technology, Cork Road, Waterford, Ireland (e-mail: [email protected]). (e-mail: [email protected]). Abstract: Investigations of systems engineering failures from the aviation, nuclear and other sectors demonstrateofthe link between human factorsfrom and the technical failures which Abstract: Investigations systems engineering failures aviation, nuclear and Abstract: Investigations ofthe systems engineering aviation, nuclear and may have lessons for other institutions. Thehuman termfailures “safety culture” refers to background other sectors demonstrate link between factorsfrom and the technical failures which other sectors demonstrate the link between factorsdrawing and technical failures which factors which impinge upon safety management particular attention to may have lessons for other institutions. Thehuman termsystems, “safety culture” refers to background may have lessons other The term “safety culture” refers to background cultural features offororganisations these impinge upon effective control and risk factors which impinge upon institutions. safety and management systems, drawing particular attention to factors which impinge upon management systems, drawing particular attention to management processes. Is itsafety possible tothese formally or semi-formally analyse qualitative cultural features of organisations and impinge upon effective control and risk cultural features of organisations and these impinge upon effective control and risk institutional cultural traits? paper topresents findings of a study in which qualitative automatic management processes. Is itThis possible formally or semi-formally analyse management processes. Is itThis possible topresents formally orvalues semi-formally analyse qualitative systems are cultural used to traits? provide an paper ethically-informed ofwhich a large valuesinstitutional findings of aanalysis study in automatic institutional This paper findings of of aanalysis study inofwhich automatic driven institution. showed the presents system was capable gathering, and systems are cultural used Tests to traits? provide anthat ethically-informed values aprocessing large valuessystems arerobust used Tests to provide anthat ethically-informed analysis aprocessing large valuespresenting values congruency capable ofvalues exposing deepofaxiological traits driven institution. showed thedata system was capable of gathering, and driven showed that system was capable of gathering, processing and which institution. mayrobust be outTests of alignment in the a data religious institution. Implications are drawntraits for presenting values congruency capable of exposing deep axiological presenting robust values congruency of exposing deep axiological traits control may systems limitations arecapable exposed and Implications future research directions which be outresearch, of alignment in a data religious institution. are drawn for which may be outresearch, of alignment in a religious institution. are drawn for presented. control systems limitations are exposed and Implications future research directions control systems research, limitations are exposed and future research directions presented. © 2017, IFAC (International Federation of Automatic Control) Hosting by Elsevier Ltd. presented. Keywords: Complex systems, developing countries, international stability, culture, ethics All rights reserved. Keywords: Complex systems, developing countries, international stability, culture, ethics Keywords: Complex systems, developing countries, international stability, culture, ethics 1. INTRODUCTION 1. INTRODUCTION The past years have international systems failure 1. witnessed INTRODUCTION across institutions, religious institutions and The pastbanking years have witnessed international systems failure The pastbanking years systems. have witnessed international systems failure governmental The continuing of national across institutions, religious failure institutions and across banking institutions, religious institutions and and international institutional systems is clear evidence that governmental systems. The continuing failure of national governmental systems. Thebeing continuing failure of and national systemic problems are not addressed at root that, and international institutional systems is clear evidence that and international systems clear evidence that perhaps, some ofinstitutional these institutions areis out control and systemic problems are not being addressed atofroot and that, systemic problems are not being addressed at root and that, require a some review the institutions ethics which perhaps, of of these areshould out of inform controltheir and perhaps, of of these are out the of inform control and behaviours (Stapleton etinstitutions al (2014)). Given importance require a some review the ethics which should their require a review of the ethics which should inform their of these issues it is et ponderous as Given to why and behaviours (Stapleton al (2014)). thecontrol importance behaviours (Stapleton al (2014)). the importance automation engineering does not contribute more tools and of these issues it is et ponderous as Given to why control of these issues it ismanage ponderous as regulate to why control methods toengineering help institutions, automation does notand contribute more tools and automation doesand notand contribute tools and especially in terms ethics governance, with attention methods toengineering help of manage regulatemore institutions, methods tothe helpvalues regulateofwith institutions, given to in priorities leadership especially terms of manage ethicsand andand governance, attention especially terms of ethics and governance, attention teams.Outside control andand automation systems academia, given to inthe values priorities ofwithleadership given to the values and priorities of leadership catastrophic institutional failures have been subjectacademia, to major teams.Outside control and automation systems teams.Outside control automation systems academia, studies into the reasons and for the failures and the mechanisms catastrophic institutional failures have been subject to major catastrophic institutional failures have been subject to major by which may befor better regulated organisations studies into they the reasons the failures and as the mechanisms studies into the reasons for the failures and the mechanisms (e.g. Keenan (2012)). Only quite recently have institutions by which they may be better regulated as organisations by which may be better as organisations as socio-cultural systems attracted attention from control (e.g. Keenanthey (2012)). Only quiteregulated recently have institutions (e.g. Keenan (2012)). Only quite recently havefrom institutions systems engineering researchers (Stapleton (2015), as socio-cultural systems attracted attention control as socio-cultural systemsresearchers attracted attention from (2015), control systems engineering (Stapleton systems engineering researchers (Stapleton (2015), Copyright © 2017 IFAC

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Stapleton & Marques (2016)). These considerations raise the question: what values and Stapleton & Marques (2016)).inform These organisational considerations raise Stapleton & Marques (2016)). These communities? considerations raise management behaviour in inform these This the question: what values organisational and the question: what values organisational and question typically takes considerable deep analysis in management behaviour in inform these and communities? This management behaviour in principles these and communities? This order to unpack thetakes underlying which and question typically considerable deep inform analysis in question typically takes considerable deepvalues analysis in guide to behaviours attitudes. Deepand human have order unpack theand underlying principles which inform and order to unpack underlying principles which(e.g inform and remained a topicthe ofand interest for anthropologists Kroeber guide behaviours attitudes. Deep human values have guide behaviours attitudes. Deep human (e.g values have (1952)), social (e.g. Rokeach (1979)) and remained a topic psychologists ofand interest for anthropologists Kroeber remained a topic of interest for anthropologists (e.g Kroeber axiologists (Frondizi (1970)). Perhaps due to (1979)) the complex (1952)), social psychologists (e.g. Rokeach and (1952)), psychologists (e.g. Rokeach and and “soft”social nature of values as traditionally few axiologists (Frondizi (1970)). Perhaps dueunderstood, to (1979)) the complex axiologists (Frondizi (1970)). Perhaps due to the complex control engineering or information technology researchers and “soft” nature of values as traditionally understood, few and naturetheof possibility values as traditionally understood, few have“soft” reviewed that technology computer-based online control engineering or information researchers control engineering or information technology researchers systems might the be constructed which can provide insight have reviewed possibility that computer-based online have reviewed the possibility computer-based online into the deep at work inthat management, in leadership systems mightvalues be constructed which can provide insight systems mightvalues be constructed can values provide insight or inthe a community. Inatother human have not into deep workwords, in which management, in leadership into deep values work in inautomation leadership attracted much attention inwords, themanagement, control or inthe a community. Inatother human and values have not or in a community. In other human values not literature, even though these are control the heartbeat ofhave human attracted much attention inwords, the and automation attracted much attention in the control and automation behaviourseven and attitudes. This are paper literature, though these the contends heartbeatthat of control human literature, even though the contends heartbeattools of control human and automation systems these research can provide which behaviours and attitudes. This are paper that behaviours and attitudes. This paper that when control can significantly improveresearch our analytical capability it and automation systems cancontends provide tools which and automation can provide toolsthis, which comes to humansystems values. research In to demonstrate the can significantly improve ourorder analytical capability when it can significantly ourorder analytical capability whenthe it authors developed and tested a semi-automated comes todesigned, human improve values. In to demonstrate this, comes human to values. In order to demonstrate this,data the system to designed provide important human values authors designed, developed and tested a semi-automated authors designed designed, todeveloped and testedhuman a semi-automated system provide important values data system designed to provide important human values data

Copyright 2017 IFAC 6562Hosting by Elsevier Ltd. All rights reserved. 2405-8963 © 2017, IFAC (International Federation of Automatic Control) Peer review©under of International Federation of Automatic Copyright 2017 responsibility IFAC 6562Control. 10.1016/j.ifacol.2017.08.1028

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for a large religious community. The study speculated that this human values data could be used, for example, in the regulation of risk in religious communities. The remainder of this paper sets out the background research, summarises the online system and shows a sample of results that were gleaned from the system. We show some strengths and weaknesses of the approach and point towards future work in this emerging field. This paper’s central question is:

method which provides insight into the deep values at work in the substrate of a culture can, in turn, uncover deep seated background factors which provide antecedents to risky and unsafe practices and ethical lapses. 3.

Human social groupings need to be recognised and accepted in the eyes of broader society as legitimate and institutions fulfil this role (Selznick (1996)). Society will either be openly hostile to non-legitimate groups or ignore them because they do not recognise them. Institutions are symbolic entities, imbued with a set of values which they must display as emblems of their broader legitimacy in society. They will simply have no social existence if they do not proceed in this way. Institutions are comprised of their own internal culture which in turn is informed, amongst other things, by values which usually operate below the level of language (Hofstede et. al. (2010)). In mature safety cultures safety and risk management are guiding principles in the life of the organisation. Cultural values which inform these social arrangements operate at 3 levels (Cowan & Todorovic (2001)):

RQ: Can a formal (semi-)automated methodology be set out which enables interested parties to analyse human values data from religious communities? 2.

INSTITUTIONS, VALUES AND CULTURE

BACKGROUND: CONTROL SYSTEMS, ETHICS AND “SAFE” ORGANISATIONS

IFAC has a long and well established track record in ethics research. The Stapleton and Hersh (2003) paper identified important power dynamics which are at work in society to shape the engineering ethics discourse, focussing upon codes of ethics (for example) rather than more systemic approaches which see how power dynamics and other human factors might work themselves out in the organisation to create ethical challenges. It might be reasonably speculated that control and automation systems thinking be applied to resolving this challenge using formal or semi-formal techniques and analyses. What will be needed is some systemic approach which can expose fault lines in institutions which, in turn, might be precursors to systemic failure and lead to an organisation becoming unsafe or out of control in light of its core purpose. Other areas of systems engineering have also paid attention to the impact of ethical lapses at a systemic level, and have noted important background factors including the organisational culture and leadership styles. Safety scientists have long known of the importance of human factors in the catastrophic failure of engineering systems. Investigations into hazards and disasters in aviation (Hudson 2001a), rail transportation (Fruhen et al. 2013), nuclear (Mariscal, Herrero, and Otero 2012) and other sectors emphasise the importance of human factors and, especially, a “safety culture” which is embodied in the broader organisational culture. In a mature safety culture (known as a generative culture (Hudson 2001b)) safety management systems are aligned with and expressions of an organisational culture which is profoundly concerned with safety in all aspects of its life.

1. Espoused Values: this is the set of values which the institutions presents formally to itself and the environment and which comprise things like mission statements, core values stated on web sites etc. 2. Hidden Values: sometimes called “the smell of the place” are values evident in the norms and customs which people adopt. They may be manifested in dress codes (casual or formal dress) and other social cues. 3. Deep Values: Deep below the surface institutional cultures develop a gestalt pattern of interacting values which reflect the reality of organisational life as it is lived & ways in which power works in the institution. People are socialised into these deep values over time. In large institutions like religious orders or national banks these values may be institutionalised through socialisation processes including education (seminaries for example) and through hero figures. Socialisation and other tactics create subtle, but very real pressure to conform to the unspoken norms and values of the organisation. Stapleton et al (2014) raised two important questions in relation to this theory of culture in respect of systemic institutional control:

From an ethics perspective, rather than focus upon ethical codes of practice aimed at individual punitive action in the event of non-compliance, they take a systemic approach to ethical lapses, examining how ethical failures might have occurred as a result of systems level failures. In, what Hudson (2001a) called “generative” cultures, ethics becomes a control metric, a feature of the excellent quality of its management systems. Instead of a focus on “who is responsible” the systems of ethics takes a “we are all responsible” outlook. Within engineering there is a body of literature which might be a basis for understanding the institutional challenges explored here. A technology and

1.

What if the institutional values are out of synch with society’s expectations, norms and values in respect of the institutional context within which it operates?

2.

What if the 3 levels are not in alignment?

We argue that control and automatic systems engineering is one of the few disciplines that can potentially identify and formalise the systemic nature of institutional failure. Tools and techniques are needed which can help formally identify 6563

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potential failure factors at the deep level of the institutional cultural system. That is the challenge taken up in this paper. 4.

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summarised in the figure which shows the ten value domains (the segments of the circle) which arise from the 58 value types which are the main variables for which data is gathered in this system (Fig. 1).

HUMAN VALUES THEORY

As this topic is given a full treatment in a previous paper (see Stapleton and Marques (2016)) we will confine this treatment to a summary of the main points. Human values, traditionally, was not thought to be amenable to any formal analysis (Ayers (1932)). However, developments in recent decades have offered theories of culture which now allow us to express in formal language value gestalts which were, until recently, very difficult to identify systematically (Frondizi (1970)). Their system features and properties have proven to be amenable to a formal social systems control analysis (Hofstede, Hofstede, and Minkov 2010, Barrett 1998). Schwartz’s Universal Values Model provided the basis for the world values survey which has offered a prism through which to examine cultural values across many national territories and this work remains ongoing and informs the present study (Schwartz (2006)). Using an adaptation of principle components analysis to configure value patterns within complex social settings they provide a basis for unpacking a systems view of institutional culture and a way to access deep value patterns in communities. A universal theory is now available which depicts human values as cognitive, cultural representations of 3 general requirements (Schwartz & Bilsky 1987):

Figure 1: Value Domains of the UVS Model from 58 Value Types (adapted from (Schwartz 2006)) This discussion raises the following research question: RQ: Can a methodology be set out which enables interested parties to analyse values data from religious communities and identify potential values misalignments?

1. Biologically oriented needs of human individuals. 2. Social interaction needs which enable interpersonal coordination in community settings.

In their empirical study Cowan and Todorovic (2001) presented an organisation in crisis due to misalignments in the community’s shared values. These arose largely because of misalignments between the values of leadership and the values of staff. It was speculated that the UVS model might be used to construct a semi-automatic online system to examine alignments in a religious institution that existed between the most senior leaders and the institutional membership. These misalignments can generate a discourse around deep shared values in the community, and the implications for the community culture and its assumptions.

3. Institutional needs for community welfare & survival. In this model values were prioritised relative to one another to form configurations associated with individuals as well as the communities of which they were members. This aligned well with anthropological perspectives of values, whilst also drawing on the important contribution of social psychologists. Others had tried to develop similar models, the most notable being Hofstede whose model was based upon the idea of “mental programs” ((Hofstede 2001) p. xix). These programmes developed during childhood and were reinforced during education and later by institutions in which people worked as adults. The proposed model developed by Schwartz and his team was refined and by the mid-2000s a robust universal values model drawn from data gathered during a “World Values Survey” which provided the basis for a control systems perspective of deep values.

5.

RESEARCH DESIGN

No online, semi-automatic systems existed for universal values system analysis in institutions. Axiological analysis can be very complex and this system was designed to provide only the most rudimentary analysis to see if such an approach could generate useful results. If the basic premise of the research proved valid, further work would be conducted to expand the analytical capability of the system. An online system was designed and use cases set out. A questionnaire was formulated and adapted according to the use cases and the instructions set out in the UVS literature ((Schwartz 2006, Schwartz and Bardi 2001, Sagiv and Schwartz 2000, Schwartz 1994). The online system measured human value 58 variables configured according

5. SYSTEMIC CULTURAL ANALYSIS The above treatment demonstrates that current theories of culture may allow us to express in formal language value gestalts which were, until recently, very difficult to identify formally and systematically. We conjecture that complex knowledge about values is amenable to machine readable formatting using the universal values model as a basis for organising human values data. This human values model is 6564

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to the universal values model. The machine system utilised standard online coding technologies including SQL to organise the data and PHP to make basic value configuration calculations and aggregating data into the ten value domains. An overseas Pentecostal church was selected and the pastors agreed to participate. More details of the research methodology and experimental design can be found in Stapleton & Marques (2016). 6.

RESULTS

Value configurations are highly complex patterns of 58 variables. In this short paper it is not possible to present a full treatment of a 58 variable data set configuration. The data presented here concentrates on alignments between the leadership team values and the general membership. It will concentrate on presenting and interpreting the data in light of those domains. The data is therefore presented below in terms of the ten value types in order to synthesise major features of the data set. The comparative data for the ten value domains is summarised in fig 2 below. The data from the OSVSS showed that the religious leadership prioritized the same value domains in the top four as their congregation i.e. Benevolence, Conformity, Security and Universalism. However, the values were given higher rating numbers by the leadership than the congregation. The value domains reported "to govern life" were in the “Benevolence” category in 70% of leadership cases (Fig. 1). This is high compared with the congregation in which Benevolence (44.6% reported as highest score) was of less importance when compared to their leadership team. On the other hand, Universalism (23.2%) and Security (16.1%) were reported as of greater influence in the congregation as values that guide their life than in the leadership. Fig 3 expresses the results in the form of the UVS model and the reader’s attention is drawn to the differences between leader and member values on the left of the model. The tool also allowed for an analysis of shared high (fig 4) and low priority (fig 5) value types which gave a deeper picture of what might be happening in the model. 7.

Figure 2: Comparison of Ten Value Domains in the Religious Community: Leadership versus Membership

Figure 3. Comparative Values Expressed as a UVS Model It is notable that the left hand side of the model (Hedonism, Power and Security –related value types) were the most incongruous. This implies leadership initiatives along the lines of these values may be based on inappropriate assumptions as to what the membership thinks are important or unimportant. This, over time may result in tensions (Cowan & Todorovic (2001)). Whilst we cannot conclude from this data that there are distinctive “microcultures” in the organisation, it suggests what interventions might/might not work well.

DISCUSSION

This section briefly discusses the above data, and synthesises findings in light of the research question. Whilst the data revealed some congruity between leaders’ and members’ values and priorities, there were also important misalignments which could create potential problems.eg, fig 4 shows that members generally gave higher priority to security in their lives as a guiding principle, than the leaders. On the other hand, more leaders reported values associated with benevolence as a guiding principle in their lives, than the members. Leaders gave “stimulation “ low priority compared to community members. Fig 3 compares the values of leaders and members.

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PROCESS MINING

Process mining (PM) analyses the dynamics of business processes for process improvement. Process mining outputs may include deviations, bottlenecks and reworks. Whilst a range of proffered PM techniques have emerged (Rebuge & Ferreira (2012)) few case studies are available which explore real-life contributions of PM to complex business processes discovery and behaviours in this field. Some studies have contributed an enhanced view of a process model using a range of factors to describe and interpret the business process such as roles or business rules which might map to axioms in an ontology, although this has rarely been set out in PM studies .e.g.,process mining algorithms like “classification” and “abstraction” support different viewpoints based mining of event logs. “Abstraction” mines for relationships between activities and events and generates control flows and data flows (Rovani et al. (2015)). The main activities of process mining are provided in fig 6. Systemic failures of processes in organisational contexts may be available from, e.g., an analysis of transaction logs may offer opportunities for greater control of processes in an organisational context. Process mining could be used, in theory, to investigate logs & draw conclusions about the extent to which processes are operating in a way which aligns with the goals and values of the organisation at large.

Fig 4. High Priority Value Types: A Comparative Analysis of Leaders and Members

Fig 5. Low Priority Value Types: A Comparative Analysis of Leaders and Members The research question asked: “can a methodology be set out which enables interested parties to analyse values data from religious communities and identify potential values misalignments?”

Fig 6.Overview of Process Mining Research Framework (adapted from Prudhviraj and Rajesh (2013))

The findings indicate that such a methodology can be set out so as to formally analyse cultural features of a religious organisation from a remote location. Furthermore, there is some limited evidence that incongruences may be identifiable, However, we argue that the possible incongruences are somewhat superficially treated here, and without further analysis or, preferably, a longitudinal study it is difficult to be confident that we are looking at deep features. Further study and a deeper analysis over a period of time is needed to validate these rather preliminary conclusions. One important question we need to answer : “how to obtain and analyse process data which might provide insights into failing processes in light of core organisational values?”.The following section briefly reviews a candidate automatic technology which may, in theory, address at least some of these analytical gaps: process mining.

9.

CONCLUSIONS

The data analysis showed that leadership characteristics could be formally described in terms of the value scores, & compared to membership value scores so as to uncover possible cultural dynamics in the community as a whole. It also exposed some possible incongruence between congregants and their leaders. This research needs to be extended in a few directions. Firstly, it would be useful to benchmark the values we are seeing here against the distinct national value configurations of the community to understand the extent to which we are looking at institutional versus national cultural features. Secondly, the mathematical analysis (which has not been provided in detail here due to space, but can be found in the bibliographical material), could be extended to take advantage of certain features of the circular model offered in the literature. Finally, the interpretation of the data 6566

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remains somewhat subjective. The addition of new tools and prisms through which to see the value dynamics and configurations such as that offered by the approach adopted by Carew & Stapleton (2014) or Martin (2012) would lend itself to a deeper analysis of the values at work. Finally, the data we have presented does not reveal very much about the possible safety implications of the incongruences (if any). Is the organisation a generative, bureaucratic or pathological culture? This mapping to the Reason model (Reason 1997) or Hudson’s framework (Hudson 2001b) would be invaluable for assessing risk and the need to tighten control in institutional systems.

K. Kreiner (1979). “Ideology and Management in a Garbage Can Situation”, in ed. March, J. & Olson, J. P. (eds), Ambiguity and Choice in Organisations, Universitetsforlaget: Bergen, pp. 156-172. A. L. Kroeber (1952). The Nature of Culture, Chicago: University of Chicago Press. M.A. Mariscal, S. García Herrero, and A. Toca Otero. (2012). "Assessing Safety Culture in the Spanish Nuclear Industry through the use of Working Groups." Safety Science 50:1237–1246. D. Martin (2012). “An Inquiry into Human Nature and the Cost of the Wealth of Nations”, Proc. of IFAC Conference in Inter. Stability & Systems Engineering (SWIIS 2012), Holland: Elsevier.

This study demonstrates how a formal approach to value analysis may lend itself to uncovering ethical problems at a systemic level in a religious organisation. With some caveats (most notably this presents a very rudimentary analysis of the data) the study demonstrates that systems science can be applied in a domain that has previously received little attention. We do not have hard evidence of any serious problems at the religious community studied here but it is clear that, at the very least, this semiautomated system can provide clues as to where difficulties may lie & what may needs attention at the level of deeply shared values in a community.

A. Prudhviraj & Rajesh, D. (2013). “An Adopted Business Model Driven Framework Based Analysis Over SOA”, International J. of Science & Research, 4 (11), 1690-94. J. Reason (1997). Managing the Risks of Organizational Accidents. Aldershot: Ashgate. A. Rebuge & Ferreira, D.R. (2012). “Business process analysis in healthcare environments: A methodology based on process mining”, IS, 37(2), 99-116.

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