Comparison of fundamentals.
\\n\\n
Released this past November, the list is based on data collected from the Web of Science and highlights some of the world’s most influential scientific minds by naming the researchers whose publications over the previous decade have included a high number of Highly Cited Papers placing them among the top 1% most-cited.
\\n\\nWe wish to congratulate all of the researchers named and especially our authors on this amazing accomplishment! We are happy and proud to share in their success!
Note: Edited in March 2021
\\n"}]',published:!0,mainMedia:{caption:"Highly Cited",originalUrl:"/media/original/117"}},components:[{type:"htmlEditorComponent",content:'IntechOpen is proud to announce that 191 of our authors have made the Clarivate™ Highly Cited Researchers List for 2020, ranking them among the top 1% most-cited.
\n\nThroughout the years, the list has named a total of 261 IntechOpen authors as Highly Cited. Of those researchers, 69 have been featured on the list multiple times.
\n\n\n\nReleased this past November, the list is based on data collected from the Web of Science and highlights some of the world’s most influential scientific minds by naming the researchers whose publications over the previous decade have included a high number of Highly Cited Papers placing them among the top 1% most-cited.
\n\nWe wish to congratulate all of the researchers named and especially our authors on this amazing accomplishment! We are happy and proud to share in their success!
Note: Edited in March 2021
\n'}],latestNews:[{slug:"webinar-introduction-to-open-science-wednesday-18-may-1-pm-cest-20220518",title:"Webinar: Introduction to Open Science | Wednesday 18 May, 1 PM CEST"},{slug:"step-in-the-right-direction-intechopen-launches-a-portfolio-of-open-science-journals-20220414",title:"Step in the Right Direction: IntechOpen Launches a Portfolio of Open Science Journals"},{slug:"let-s-meet-at-london-book-fair-5-7-april-2022-olympia-london-20220321",title:"Let’s meet at London Book Fair, 5-7 April 2022, Olympia London"},{slug:"50-books-published-as-part-of-intechopen-and-knowledge-unlatched-ku-collaboration-20220316",title:"50 Books published as part of IntechOpen and Knowledge Unlatched (KU) Collaboration"},{slug:"intechopen-joins-the-united-nations-sustainable-development-goals-publishers-compact-20221702",title:"IntechOpen joins the United Nations Sustainable Development Goals Publishers Compact"},{slug:"intechopen-signs-exclusive-representation-agreement-with-lsr-libros-servicios-y-representaciones-s-a-de-c-v-20211123",title:"IntechOpen Signs Exclusive Representation Agreement with LSR Libros Servicios y Representaciones S.A. de C.V"},{slug:"intechopen-expands-partnership-with-research4life-20211110",title:"IntechOpen Expands Partnership with Research4Life"},{slug:"introducing-intechopen-book-series-a-new-publishing-format-for-oa-books-20210915",title:"Introducing IntechOpen Book Series - A New Publishing Format for OA Books"}]},book:{item:{type:"book",id:"7322",leadTitle:null,fullTitle:"Wireless Mesh Networks - Security, Architectures and Protocols",title:"Wireless Mesh Networks",subtitle:"Security, Architectures and Protocols",reviewType:"peer-reviewed",abstract:"The book discusses a very promising and effective approach in wireless communications called Wireless Mesh Networks (WMN) and its related issues. Meshes with external access capability, i.e. connected to the Internet, will be discussed. A full overview of WMNs with a technical assessment of mesh and multi-hop networking will be highlighted. Chapters in this book will provide a clear overview and summary and will evaluate some practical examples of upright mesh applications.",isbn:"978-1-78985-204-2",printIsbn:"978-1-78985-203-5",pdfIsbn:"978-1-78985-485-5",doi:"10.5772/intechopen.74910",price:119,priceEur:129,priceUsd:155,slug:"wireless-mesh-networks-security-architectures-and-protocols",numberOfPages:180,isOpenForSubmission:!1,isInWos:null,isInBkci:!1,hash:"db5ab870ec11f9d4d1ebb54c7dd6e2bf",bookSignature:"Mutamed Khatib and Samer Alsadi",publishedDate:"May 13th 2020",coverURL:"https://cdn.intechopen.com/books/images_new/7322.jpg",numberOfDownloads:9235,numberOfWosCitations:1,numberOfCrossrefCitations:11,numberOfCrossrefCitationsByBook:0,numberOfDimensionsCitations:21,numberOfDimensionsCitationsByBook:1,hasAltmetrics:1,numberOfTotalCitations:33,isAvailableForWebshopOrdering:!0,dateEndFirstStepPublish:"August 27th 2018",dateEndSecondStepPublish:"September 17th 2018",dateEndThirdStepPublish:"November 16th 2018",dateEndFourthStepPublish:"February 4th 2019",dateEndFifthStepPublish:"April 5th 2019",currentStepOfPublishingProcess:5,indexedIn:"1,2,3,4,5,6,7",editedByType:"Edited by",kuFlag:!1,featuredMarkup:null,editors:[{id:"22273",title:"Dr.",name:"Mutamed",middleName:null,surname:"Khatib",slug:"mutamed-khatib",fullName:"Mutamed Khatib",profilePictureURL:"https://mts.intechopen.com/storage/users/22273/images/system/22273.jpeg",biography:"Mutamed Khatib received his Ph.D. Degree in Wireless and Mobile Systems from USM in 2009. His research interests are in the field of mobile networks and coding. Since 2005, he worked as an instructor in the Engineering Faculty at Palestine Technical University (Kadoorie), Tulkarm – Palestine. He was the head of telecommunication department for two years, the dean of faculty of engineering for four years, and he is now the VP for academics, and is teaching advanced courses in telecommunications and coding as an Associate Professor. Dr. Khatib has a number of publications in various international journals and conferences, he is also an author of books as well as the editor for both books and journals where he also serves as a reviewer.",institutionString:"Palestine Technical University - Kadoorie",position:null,outsideEditionCount:0,totalCites:0,totalAuthoredChapters:"1",totalChapterViews:"0",totalEditedBooks:"4",institution:{name:"Palestine Technical University - Kadoorie",institutionURL:null,country:{name:"Palestine"}}}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,coeditorOne:{id:"267297",title:"Dr.",name:"Samer",middleName:null,surname:"Alsadi",slug:"samer-alsadi",fullName:"Samer Alsadi",profilePictureURL:"https://mts.intechopen.com/storage/users/267297/images/system/267297.jpeg",biography:"Samer Alsadi is an Associate Professor who received the PhD degree in electrical engineering from Moscow Power Engineering Institute (Technical University), Moscow, Russia, in 2000. He worked as a Consultant in Jenin’s municipality for one year, and since 2001 he has been working at Palestine Technical University-Kadoorie-Tulkarm, at the department of Electrical Engineering. His research interests focus on mesh networking, network and systems, protection systems, forecasting.",institutionString:"Palestine Technical University – Kadoorie",position:null,outsideEditionCount:0,totalCites:0,totalAuthoredChapters:"0",totalChapterViews:"0",totalEditedBooks:"0",institution:{name:"Palestine Technical University - Kadoorie",institutionURL:null,country:{name:"Palestine"}}},coeditorTwo:null,coeditorThree:null,coeditorFour:null,coeditorFive:null,topics:[{id:"540",title:"Wireless Communication Network",slug:"communications-and-security-wireless-communication-network"}],chapters:[{id:"66938",title:"An Overview of Wireless Mesh Networks",doi:"10.5772/intechopen.83414",slug:"an-overview-of-wireless-mesh-networks",totalDownloads:1673,totalCrossrefCites:2,totalDimensionsCites:5,hasAltmetrics:1,abstract:"Wireless mesh networks (WMNs) are communication networks which comprise radio nodes in which nodes are arranged in a mesh topology. Mesh topology is an interconnection of all nodes connected with all other nodes in the network. The network includes devices like nodes, clients, routers, gateways, etc. As the nodes are fully connected, mesh networks are usually less mobile as rerouting is less difficult in predicting the reroute results in delay in data transmission. Mesh clients can be of any wireless devices like cell phones, laptops, etc. The gateways which act as forwarding nodes may not be connected with the Internet. As different devices come under a single network, it is also referred as mesh cloud. WMN is self-healable. It works better with various different networks which include cellular networks and IEEE 802.11, 802.15, and 802.16 as well. WMN is flexible to work with more than one protocol. This chapter gives architecture, layer functionalities, and applications.",signatures:"J. Rejina Parvin",downloadPdfUrl:"/chapter/pdf-download/66938",previewPdfUrl:"/chapter/pdf-preview/66938",authors:[null],corrections:null},{id:"71586",title:"Wireless Sensor Networks (WSNs): Security and Privacy Issues and Solutions",doi:"10.5772/intechopen.84989",slug:"wireless-sensor-networks-wsns-security-and-privacy-issues-and-solutions",totalDownloads:1295,totalCrossrefCites:2,totalDimensionsCites:5,hasAltmetrics:0,abstract:"Wireless sensor networks (WSNs) have become one of the current research areas, and it proves to be a very supportive technology for various applications such as environmental-, military-, health-, home-, and office-based applications. WSN can either be mobile wireless sensor network (MWSN) or static wireless sensor network (SWSN). MWSN is a specialized wireless network consisting of considerable number of mobile sensors, however the instability of its topology introduces several performance issues during data routing. SWSNs consisting of static nodes with static topology also share some of the security challenges of MWSNs due to some constraints associated with the sensor nodes. Security, privacy, computation and energy constraints, and reliability issues are the major challenges facing WSNs, especially during routing. To solve these challenges, WSN routing protocols must ensure confidentiality, integrity, privacy preservation, and reliability in the network. Thus, efficient and energy-aware countermeasures have to be designed to prevent intrusion in the network. In this chapter, we describe different forms of WSNs, challenges, solutions, and a point-to-point multi-hop-based secure solution for effective routing in WSNs.",signatures:"Oladayo Olufemi Olakanmi and Adedamola Dada",downloadPdfUrl:"/chapter/pdf-download/71586",previewPdfUrl:"/chapter/pdf-preview/71586",authors:[null],corrections:null},{id:"67298",title:"Design of an Ad Hoc Mesh Network for Aircrafts",doi:"10.5772/intechopen.86510",slug:"design-of-an-ad-hoc-mesh-network-for-aircrafts",totalDownloads:825,totalCrossrefCites:0,totalDimensionsCites:0,hasAltmetrics:1,abstract:"This article reports an exploration of the information flow among aircrafts and describes a novel digital communication protocol which uses ad hoc mesh networking technologies. The proposed process may be operated utilizing current aircraft hardware and accomplishes very dependable interaction with a quick time period (a couple of tens of seconds). Simulations check that over 200 [octet] of information is usually shared with 98% of the aircraft inside a chosen region.",signatures:"Ichi Kanaya and Eri Itoh",downloadPdfUrl:"/chapter/pdf-download/67298",previewPdfUrl:"/chapter/pdf-preview/67298",authors:[null],corrections:null},{id:"65068",title:"Key Management Techniques for Wireless Mesh Network",doi:"10.5772/intechopen.83399",slug:"key-management-techniques-for-wireless-mesh-network",totalDownloads:829,totalCrossrefCites:0,totalDimensionsCites:0,hasAltmetrics:1,abstract:"Key management is one of the most important tasks in wireless mesh network. This service is responsible for key generation, distribution, and key exchange in a cryptography-based system. Due to the shared nature of WMNs and absence of globally trusted central authority, key management becomes more challenging. This chapter introduces several key management methods that can address these challenges. The fundamental approach is the secret sharing scheme created by A. Shamir, which effectively distributes keys to all participants’ network. Based on Shamir’s scheme, many authors proposed other algorithms to secure the communication channel in such a way that adversary cannot steal any information about the secret. In addition, in this chapter, a new secret sharing method using real-time synchronization among transceiver devices is presented. In this method, each node generates its key depending on its physical information and the real-time clock. Therefore, public and private keys can be managed efficiently for data encryption and prevent several external attacks to WMNs. A specific protocol is proposed to secure keys while transferring between devices to prevent internal attacks.",signatures:"Vinh Truong Quang and Hoa Le Viet",downloadPdfUrl:"/chapter/pdf-download/65068",previewPdfUrl:"/chapter/pdf-preview/65068",authors:[null],corrections:null},{id:"65499",title:"Digest: A Biometric Authentication Protocol in Wireless Sensor Network",doi:"10.5772/intechopen.83460",slug:"digest-a-biometric-authentication-protocol-in-wireless-sensor-network",totalDownloads:730,totalCrossrefCites:3,totalDimensionsCites:3,hasAltmetrics:0,abstract:"Since the security of biometric information may be threatened by network attacks, presenting individual’s information without a suitable protection is not suitable for authorization. In traditional cryptographic systems, security was done using individual’s password(s) or driving some other data from primary information as secret key(s). However, encryption and decryption algorithms are slow and contain time-consuming operations for transferring data in network. Thus, it is better that we have no need to decrypt an encrypted trait of an enrolled person, and the system can encrypt the user trait with the user’s passwords and then compare the results with the enrolled persons’ encrypted data stored in database. In this chapter, by considering wireless sensor networks and authenticating server, we introduce a new concept called “digest” and deal with its efficiency in dealing with the security problem. A “digest” can be derived from any kind of information trait through which nobody can capture any information of primary biometric traits. We show that this concept leads to the increase of the accuracy and accessibility of a biometric system.",signatures:"Faezeh Sadat Babamir and Murvet Kirci",downloadPdfUrl:"/chapter/pdf-download/65499",previewPdfUrl:"/chapter/pdf-preview/65499",authors:[{id:"149437",title:"Dr.",name:"Faezeh",surname:"Babamir",slug:"faezeh-babamir",fullName:"Faezeh Babamir"}],corrections:null},{id:"68682",title:"User Authentication Based on Knowledge of Their Work on the Internet",doi:"10.5772/intechopen.88620",slug:"user-authentication-based-on-knowledge-of-their-work-on-the-internet",totalDownloads:740,totalCrossrefCites:1,totalDimensionsCites:1,hasAltmetrics:0,abstract:"This chapter analyzes existing user authentication methods for remote access to information systems and disadvantages of these methods. The method of multifactor authentication of users when they are accessing remote information systems, combining validation of knowledge on secret password and verification of conformity of the habits and preferences of Internet user’s interests, is defined by registration in the system. Using the history of Web pages, the Internet browser creates a list of Web pages the user has visited in the past period of time. It is proposed to use the Bayesian classification for user’s knowledge based on the analysis of information about Web pages visited by the user. For user authorization from someone else’s computer, the user is invited to ask for additional questions to test knowledge of subject areas, which they selected during registration in the information system. This chapter defines the language and tools for implementation of the proposed authentication algorithm: the programming language PHP and the MySQL database management system (to create a database of registered users), Web-based open source application phpMyAdmin (to create and administer MySQL database management system), and the JavaScript programming language and HTML (for creating extensions for browsers receiving a list of the addresses of the Web pages visited by the user).",signatures:"Pavel B. Khorev",downloadPdfUrl:"/chapter/pdf-download/68682",previewPdfUrl:"/chapter/pdf-preview/68682",authors:[null],corrections:null},{id:"70079",title:"MAC Aspects of Millimeter-Wave Cellular Networks",doi:"10.5772/intechopen.89075",slug:"mac-aspects-of-millimeter-wave-cellular-networks",totalDownloads:725,totalCrossrefCites:1,totalDimensionsCites:1,hasAltmetrics:0,abstract:"The current demands for extremely high data rate wireless services and the spectrum scarcity at the sub-6 GHz bands are forcefully motivating the use of the millimeter-wave (mmWave) frequencies. MmWave communications are characterized by severe attenuation, sparse-scattering environment, large bandwidth, high penetration loss, beamforming with massive antenna arrays, and possible noise-limited operation. These characteristics imply a major difference with respect to legacy communication technologies, primarily designed for the sub-6 GHz bands, and are posing major design challenges on medium access control (MAC) layer. This book chapter discusses key MAC layer issues at the initial access and mobility management (e.g., synchronization, random access, and handover) as well as resource allocation (interference management, scheduling, and association). The chapter provides an integrated view on MAC layer issues for cellular networks and reviews the main challenges and trade-offs and the state-of-the-art proposals to address them.",signatures:"Hossein S. Ghadikolaei",downloadPdfUrl:"/chapter/pdf-download/70079",previewPdfUrl:"/chapter/pdf-preview/70079",authors:[null],corrections:null},{id:"66889",title:"Monte Carlo Radiative Transfer Modeling of Underwater Channel",doi:"10.5772/intechopen.85961",slug:"monte-carlo-radiative-transfer-modeling-of-underwater-channel",totalDownloads:919,totalCrossrefCites:1,totalDimensionsCites:4,hasAltmetrics:0,abstract:"The radiative transfer equation (RTE) is a theoretical framework that can be used for predicting and interpreting underwater light fields in terms of the constituents of natural water bodies. However, the RTE is a complex integrodifferential equation and deriving exact solutions for it is a difficult task. In this chapter, we aim to present some details regarding Monte Carlo simulations and how this method may be applied to solve the RTE numerically. By solving the RTE, one may accurately predict the received power and estimate the channel bandwidth and several other measurable parameters with regard to multiple water conditions. Simulations will also be presented.",signatures:"Rafael M.G. Kraemer, Luís M. Pessoa and Henrique M. Salgado",downloadPdfUrl:"/chapter/pdf-download/66889",previewPdfUrl:"/chapter/pdf-preview/66889",authors:[null],corrections:null},{id:"65404",title:"Energy Aware Router Placements Using Fuzzy Differential Evolution",doi:"10.5772/intechopen.83747",slug:"energy-aware-router-placements-using-fuzzy-differential-evolution",totalDownloads:617,totalCrossrefCites:1,totalDimensionsCites:1,hasAltmetrics:0,abstract:"The increasing demand of communication services have led to the increase in energy consumption. Energy sustainability is important and challenging research in current world. An energy aware nearest cell association algorithm is proposed to make the mesh routers (MRs) to sleep if they are in idle state. If the MRs have no associated clients, then the MR is considered to be idle. Any network device in idle state consumes power hence a sleep mechanism is introduced to place energy aware routers. A fuzzy differential evolution (FDE) is introduced to dynamically decide the state of the MR by gaining the knowledge from the fuzzy table for parameters like traffic load, minimum distance and transmission power. Transmission cost and failure rate of the deployed network is evaluated and their performance is analyzed.",signatures:"G. Merlin Sheeba",downloadPdfUrl:"/chapter/pdf-download/65404",previewPdfUrl:"/chapter/pdf-preview/65404",authors:[null],corrections:null},{id:"69555",title:"Fractal and Polar Microstrip Antennas and Arrays for Wireless Communications",doi:"10.5772/intechopen.83401",slug:"fractal-and-polar-microstrip-antennas-and-arrays-for-wireless-communications",totalDownloads:882,totalCrossrefCites:0,totalDimensionsCites:1,hasAltmetrics:0,abstract:"This chapter presents the research done by authors in recent years on microstrip antennas and their applications in wireless sensors network. The subject is delimited to the study of conventional microstrip antennas, from which antennas with fractal and polar shapes are proposed. A detailed description of the antenna design methodology is presented for some prototypes of microstrip antennas manufactured with different dielectric substrates. Analysis of the proposed antennas has been done through computational simulation of full-wave methods. Experimental characterization of antennas and dielectric materials has been performed with the use of a vector network analyzer. The results obtained for the resonant and radiation parameters of the antennas are presented. Computer-aided design (CAD) of microstrip antennas and arrays using fractal and polar geometrical transformations results in a wide class of antenna elements with desirable and unique characteristics, such as compact, exclusive, and esthetic antenna design for multiband or broadband frequency operation with stable radiation pattern.",signatures:"Paulo Fernandes da Silva Junior, Mauro Sérgio Pinto Silva Filho, Ewaldo Eder de Carvalho Santana, Paulo Henrique da Fonseca Silva, Elder Eldervitch Carneiro de Oliveira, Maciel Alves de Oliveira, Fabrício Ferreira Batista, Alexandre Jean René Serres, Raimundo Carlos Silvério Freire, Almir Souza, Silva Neto, Severino Aires de Araújo Neto and Carlos Augusto de Moraes Cruz",downloadPdfUrl:"/chapter/pdf-download/69555",previewPdfUrl:"/chapter/pdf-preview/69555",authors:[null],corrections:null}],productType:{id:"1",title:"Edited Volume",chapterContentType:"chapter",authoredCaption:"Edited by"},subseries:null,tags:null},relatedBooks:[{type:"book",id:"130",title:"Advanced Trends in Wireless Communications",subtitle:null,isOpenForSubmission:!1,hash:"5e4ee43695942661257e91c418eedb11",slug:"advanced-trends-in-wireless-communications",bookSignature:"Mutamed Khatib",coverURL:"https://cdn.intechopen.com/books/images_new/130.jpg",editedByType:"Edited by",editors:[{id:"22273",title:"Dr.",name:"Mutamed",surname:"Khatib",slug:"mutamed-khatib",fullName:"Mutamed Khatib"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"4473",title:"Contemporary Issues in Wireless Communications",subtitle:null,isOpenForSubmission:!1,hash:"91c724af279ed119184289a5e6cf691f",slug:"contemporary-issues-in-wireless-communications",bookSignature:"Mutamed Khatib",coverURL:"https://cdn.intechopen.com/books/images_new/4473.jpg",editedByType:"Edited by",editors:[{id:"22273",title:"Dr.",name:"Mutamed",surname:"Khatib",slug:"mutamed-khatib",fullName:"Mutamed Khatib"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"6498",title:"Mobile Computing",subtitle:"Technology and Applications",isOpenForSubmission:!1,hash:"ad8ae044b3a753dcd905348a5219549c",slug:"mobile-computing-technology-and-applications",bookSignature:"Mutamed Khatib and Nael Salman",coverURL:"https://cdn.intechopen.com/books/images_new/6498.jpg",editedByType:"Edited by",editors:[{id:"22273",title:"Dr.",name:"Mutamed",surname:"Khatib",slug:"mutamed-khatib",fullName:"Mutamed Khatib"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"135",title:"Wireless Sensor Networks",subtitle:"Application - 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Diagnosis is late because early HCC is mostly asymptomatic. The mortality rate is high even with current treatments. HCC can develop from multiple etiologies (e.g., hepatitis B and C as well as NASH), but the pathogenesis of this tumor type is poorly understood, as are the mechanisms of disease that are shared among its’ different etiologies.
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Taleb and Jean Pierre Badiali",authors:[{id:"20408",title:"Dr.",name:"Abdelhafed",middleName:null,surname:"Taleb",fullName:"Abdelhafed Taleb",slug:"abdelhafed-taleb"},{id:"23462",title:"Dr.",name:"Janusz",middleName:null,surname:"Stafiej",fullName:"Janusz Stafiej",slug:"janusz-stafiej"},{id:"23463",title:"Dr.",name:"Jean Pierre",middleName:null,surname:"Badiali",fullName:"Jean Pierre Badiali",slug:"jean-pierre-badiali"}]},{id:"15015",title:"Deeper Investigating Adequate Secret Key Specifications for a Variable Length Cryptographic Cellular Automata Based Model",slug:"deeper-investigating-adequate-secret-key-specifications-for-a-variable-length-cryptographic-cellular",signatures:"Gina M. B. Oliveira, Luiz G. A. Martins and Leonardo S. Alt",authors:[{id:"22085",title:"Dr.",name:"Gina M. B.",middleName:null,surname:"Oliveira",fullName:"Gina M. B. Oliveira",slug:"gina-m.-b.-oliveira"},{id:"23469",title:"MSc.",name:"Luiz G. A.",middleName:null,surname:"Martins",fullName:"Luiz G. A. 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Alt",slug:"leonardo-s.-alt"}]},{id:"15016",title:"Cryptography in Quantum Cellular Automata",slug:"cryptography-in-quantum-cellular-automata",signatures:"Mohammad Amin Amiri, Sattar Mirzakuchaki and Mojdeh Mahdavi",authors:[{id:"22708",title:"MSc.",name:"Mohammad Amin",middleName:null,surname:"Amiri",fullName:"Mohammad Amin Amiri",slug:"mohammad-amin-amiri"},{id:"60978",title:"Dr.",name:"Sattar",middleName:null,surname:"Mirzakuchaki",fullName:"Sattar Mirzakuchaki",slug:"sattar-mirzakuchaki"},{id:"60979",title:"MSc.",name:"Mojdeh",middleName:null,surname:"Mahdavi",fullName:"Mojdeh Mahdavi",slug:"mojdeh-mahdavi"}]},{id:"15017",title:"Research on Multi-Dimensional Cellular Automation Pseudorandom Generator of LFSR Architecture",slug:"research-on-multi-dimensional-cellular-automation-pseudorandom-generator-of-lfsr-architecture",signatures:"Yong Wang, Dawu Gu, Junrong Liu, Xiuxia Tian and Jing Li",authors:[{id:"22575",title:"Dr.",name:"Yong",middleName:null,surname:"Wang",fullName:"Yong Wang",slug:"yong-wang"},{id:"24085",title:"Prof.",name:"Dawu",middleName:null,surname:"Gu",fullName:"Dawu Gu",slug:"dawu-gu"},{id:"24086",title:"Dr.",name:"Junrong",middleName:null,surname:"Liu",fullName:"Junrong Liu",slug:"junrong-liu"},{id:"24087",title:"Dr.",name:"Xiuxia",middleName:null,surname:"Tian",fullName:"Xiuxia Tian",slug:"xiuxia-tian"},{id:"24088",title:"Dr.",name:"Jing",middleName:null,surname:"Li",fullName:"Jing Li",slug:"jing-li"}]},{id:"15018",title:"An Improved PRNG Based on the Hybrid between One- and Two- Dimensional Cellular Automata",slug:"an-improved-prng-based-on-the-hybrid-between-one-and-two-dimensional-cellular-automata",signatures:"Sang-Ho Shin and Kee-Young Yoo",authors:[{id:"20812",title:"Dr.",name:"Sang-Ho",middleName:null,surname:"Shin",fullName:"Sang-Ho Shin",slug:"sang-ho-shin"},{id:"137022",title:"Dr.",name:"Kee-Young",middleName:null,surname:"Yoo",fullName:"Kee-Young Yoo",slug:"kee-young-yoo"}]},{id:"15019",title:"A Framework of Variant Logic Construction for Cellular Automata",slug:"a-framework-of-variant-logic-construction-for-cellular-automata",signatures:"Jeffrey Z.J. Zheng, Christian H.H. Zheng and Tosiyasu L. Kunii",authors:[{id:"20706",title:"Dr.",name:"Jeffrey",middleName:"Zhi Jie",surname:"Zheng",fullName:"Jeffrey Zheng",slug:"jeffrey-zheng"},{id:"20714",title:"Mr.",name:"Christian",middleName:null,surname:"Zheng",fullName:"Christian Zheng",slug:"christian-zheng"},{id:"24213",title:"Prof.",name:"Tosiyasu",middleName:null,surname:"Kunii",fullName:"Tosiyasu Kunii",slug:"tosiyasu-kunii"}]},{id:"15020",title:"Using Probabilistic Cellular Automaton for Adaptive Modules Selection in the Human State Problem",slug:"using-probabilistic-cellular-automaton-for-adaptive-modules-selection-in-the-human-state-problem",signatures:"Martin Lukac, Michitaka Kameyama and Marek Perkowski",authors:[{id:"3279",title:"Mr.",name:"Martin",middleName:null,surname:"Lukac",fullName:"Martin Lukac",slug:"martin-lukac"},{id:"23507",title:"Prof.",name:"Michitaka",middleName:null,surname:"Kameyama",fullName:"Michitaka Kameyama",slug:"michitaka-kameyama"},{id:"23508",title:"Prof.",name:"Marek",middleName:null,surname:"Perkowski",fullName:"Marek Perkowski",slug:"marek-perkowski"}]},{id:"15021",title:"Design of Self-Assembling, Self-Repairing 3D Irregular Cellular Automata",slug:"design-of-self-assembling-self-repairing-3d-irregular-cellular-automata",signatures:"David Huw Jones, Richard McWilliam and Alan Purvis",authors:[{id:"23559",title:"Dr.",name:"David Huw",middleName:null,surname:"Jones",fullName:"David Huw Jones",slug:"david-huw-jones"},{id:"23560",title:"Dr.",name:"Richard",middleName:null,surname:"McWilliam",fullName:"Richard McWilliam",slug:"richard-mcwilliam"},{id:"23561",title:"Prof.",name:"Alan",middleName:null,surname:"Purvis",fullName:"Alan Purvis",slug:"alan-purvis"}]},{id:"15022",title:"Cellular Automata for Medical Image Processing",slug:"cellular-automata-for-medical-image-processing",signatures:"Sartra Wongthanavasu",authors:[{id:"22205",title:"Dr.",name:"Sartra",middleName:null,surname:"Wongthanavasu",fullName:"Sartra Wongthanavasu",slug:"sartra-wongthanavasu"}]},{id:"15023",title:"Accelerating 3D Cellular Automata Computation with GP GPU in the Context of Integrative Biology",slug:"accelerating-3d-cellular-automata-computation-with-gp-gpu-in-the-context-of-integrative-biology",signatures:"Jonathan Caux, Pridi Siregar and David Hill",authors:[{id:"21948",title:"Prof.",name:"David R.C.",middleName:null,surname:"Hill",fullName:"David R.C. Hill",slug:"david-r.c.-hill"},{id:"23458",title:"Dr.",name:"Pridi",middleName:null,surname:"Siregar",fullName:"Pridi Siregar",slug:"pridi-siregar"},{id:"23459",title:"MSc.",name:"Jonathan",middleName:null,surname:"Caux",fullName:"Jonathan Caux",slug:"jonathan-caux"}]}]}],publishedBooks:[{type:"book",id:"2713",title:"New Achievements in Evolutionary Computation",subtitle:null,isOpenForSubmission:!1,hash:"3e992f9525c0027064e28589d3889188",slug:"new-achievements-in-evolutionary-computation",bookSignature:"Peter Korosec",coverURL:"https://cdn.intechopen.com/books/images_new/2713.jpg",editedByType:"Edited by",editors:[{id:"4581",title:"prof. dr.",name:"Peter",surname:"Korosec",slug:"peter-korosec",fullName:"Peter Korosec"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"3749",title:"Evolutionary Computation",subtitle:null,isOpenForSubmission:!1,hash:"413cf10893f15955d121a4934493da16",slug:"evolutionary-computation",bookSignature:"Wellington Pinheiro dos Santos",coverURL:"https://cdn.intechopen.com/books/images_new/3749.jpg",editedByType:"Edited by",editors:[{id:"125844",title:"Prof.",name:"Wellington",surname:"Santos",slug:"wellington-santos",fullName:"Wellington Santos"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"3759",title:"Particle Swarm Optimization",subtitle:null,isOpenForSubmission:!1,hash:"85447c3d76565043803bbf8de76e5729",slug:"particle_swarm_optimization",bookSignature:"Aleksandar Lazinica",coverURL:"https://cdn.intechopen.com/books/images_new/3759.jpg",editedByType:"Edited by",editors:[{id:"12392",title:"Mr.",name:"Alex",surname:"Lazinica",slug:"alex-lazinica",fullName:"Alex Lazinica"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"6299",title:"Simulation and Gaming",subtitle:null,isOpenForSubmission:!1,hash:"e86eaf984e70e1544d594f7df43189ed",slug:"simulation-and-gaming",bookSignature:"Dragan Cvetković",coverURL:"https://cdn.intechopen.com/books/images_new/6299.jpg",editedByType:"Edited by",editors:[{id:"101330",title:"Dr.",name:"Dragan",surname:"Cvetković",slug:"dragan-cvetkovic",fullName:"Dragan Cvetković"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}},{type:"book",id:"7646",title:"Scientometrics Recent Advances",subtitle:null,isOpenForSubmission:!1,hash:"86bbdd04d7e80be14283d44969d1cc32",slug:"scientometrics-recent-advances",bookSignature:"Suad Kunosic and Enver Zerem",coverURL:"https://cdn.intechopen.com/books/images_new/7646.jpg",editedByType:"Edited by",editors:[{id:"88678",title:"Prof.",name:"Suad",surname:"Kunosic",slug:"suad-kunosic",fullName:"Suad Kunosic"}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,productType:{id:"1",chapterContentType:"chapter",authoredCaption:"Edited by"}}],publishedBooksByAuthor:[]},onlineFirst:{chapter:{type:"chapter",id:"82248",title:"Sustainability and Excellence: Pillars for Business Survival",doi:"10.5772/intechopen.105420",slug:"sustainability-and-excellence-pillars-for-business-survival",body:'Nowadays, the quality of products, including services, appears the mandatory criterion that must be taken into account by companies all over the world. In order to better organize their activities, the companies design, implement, and then review business management systems.
ISO standards offer a framework that covers different areas and give companies support regarding the design and implementation of the management systems.
To ensure a certain degree of quality in all the levels and areas, the company designs and sets in place the quality management system (QMS), in accordance with the fundamentals presented in ISO 9000 [1] and the requirements given by ISO 9001 [2].
In the last decade, to have a quality system implemented in the company appears not enough to identify all the problems and solve them or to face in a reliable way the changing environment. After some time, the systems need to be evaluated in order to identify their performance. For realizing the self-assessment of the QMS, the standard ISO 9004 [3] comes in handy.
To offer a broader alternative to ISO 9004, the excellence models have been developed and reviewed to facilitate benchmarking and maturity level assessment in terms of performance [4, 5, 6, 7, 8]. One of the most developed and used Excellence Model is the European Foundation for Quality Management (EFQM) Excellence Model [4, 5, 6].
As the industry evolved taking into account the quality of products, processes, machines, and systems, another problem appeared that it is not covered in total by the tools used in order to analyze the performance (ISO 9004 [3] and Excellence Models [4, 5, 6]). The excellence models were the starting point of finding solutions for a sustainable development of companies.
In order to achieve sustainable development for a company, the three pillars, namely society (social responsibility), economic growth, and the environment protection, must be taken into account [9].
In 2010, ISO drafted and published the standard ISO 26000 [10] that offer companies’ guidelines considering two of the three pillars (society and environment). Its purpose is to harmonize the social behavior of enterprises worldwide [10, 11, 12].
An important item in sustainability is the establishing of key performance indicators and the manner in which they have to report them. To have guidelines for reporting, the Stitching Global Reporting Initiative (GRI) and ISO have developed a framework for companies presented in GRI1 Foundation [13]. The next three standards cover the part of general disclosures [14], materials [15], and economic performances [16]. The first four GRI standards are applied in all fields.
Nowadays, searching companies’ websites, more and more companies exhibit their strategy in terms of customer focus and sustainability. Moreover, sustainability strategies are promoted to increase customer loyalty showing the approaches for sustainable development so as to harmonize stakeholders into more sensitive balance between environment – human – development – policies.
One may analyze the structure of ISO standards concerning quality management, i.e., the fundamentals (ISO 9000 [1]), the requirements (ISO 9001 [2]), and the guidance for sustained success that may be considered an assessment framework and tool for the QMS maturity (ISO 9004 [3]). The QMS principles are accompanied by possible actions, these actions being translated into requirements in ISO 9001 [2]. This means that one may not focus unbalanced on one or another component of the system, the whole, as a system, appears relevant, and all aspects should be considered irrespective of the priority order selected by the organization to address the fundamental through approaches.
Once implemented, the organization may step into the next level of performance, applying the self-assessment regularly in order to define improvement plans and act accordingly. In this context, ISO 9004 offers a maturity assessment tool [3] finalized with a radar diagram for better evidence of the areas with more potential or emergency need for improvement. Such a radar, together with the detailed maturity assessment, may be used by the management team (top and middle) as a prioritizing tool for the decision-making process.
If organizations maintain into the improvement cycle according to ISO 9001 requirements, certainly certain benefits may be reported on long term, but, in order to proactive reply to the global changes, ISO standards appear too basic to release organizational adaptability and people real engagement. The management team has the option to support improvement projects, even beyond the ISO requirements, such as motivating people through different mechanisms to balance professional to private life or involvement in community responsibility projects. On short term, the tangible effect may be more satisfaction and engagement of people.
Based on the experience of different contexts, in function of the organizational capability, a significant step ahead may be embracing extended fundamentals of an excellence model, such as EFQM [3, 4] or other similar business models. Table 1 presents in comparison the fundamentals showing the consistency in progression of these principles.
Quality management principles [2] | Fundamental concepts EFQM model [4] | Fundamental concepts updated EFQM model [5] |
---|---|---|
Achieving Balanced Results | Sustaining Outstanding Results | |
Customer focus | Adding Value for Customers | Adding Value for Customers |
Leadership | Leading with Vision, Inspiration & Integrity | Leading with Vision, Inspiration & Integrity |
Engagement of people | Succeeding through People | Succeeding through the Talent of People |
Process approach | Managing by Processes | Managing with Agility |
Improvement | Nurturing Creativity & Innovation | Harnessing Creativity & Innovation |
Evidence-based decision making | ||
Relationship management | Building Partnerships | Developing Organizational Capability |
Taking Responsibility for a Sustainable Future | Creating a Sustainable Future |
Comparison of fundamentals.
Once a sound management system set in place and a deep commitment of the management team for these fundamentals, the use of the excellence model framework is naturally adopted. Even more complex, more evidence-based, more refined, and in-depth interconnected, the excellence model offers to the management team the framework for assessment on a broader and more discrete perspective in order to define action plans for improvement. Similarly, but more complex, all fundamentals should be considered, each of them having corresponding criteria and subcriteria, and the same maturing assessment is proceeded, revealing finally the areas for improvement.
The difference, but the added value of the excellence model, lies into the more refined evidence research for more organizational cells and layers, seen in the progression of PDCA (Approach – Deployment – Assessment & Refinement) of the assessment so as to identify, prioritize, and implement sustainable approaches.
Even if the model changed the role from an assessment tool [4, 5] to a framework for defining the direction so as to cocreate together with others a sustainable ecosystem [6], in order to understand the capabilities and to address the necessary changes, the assessment grid (Table 2) is given for connecting to evidences while analyzing the reality, in order to define priorities for present and future.
Type of evidences | Attributes | Rating % |
---|---|---|
Lack of indicators Lack of procedures Interfaces undefined | No evidence or anecdotal/Unable to demonstrate | 0% |
Indicators set in place, but no monitoring and connection with the approaches Improvement plan drafted Procedures for critical issues Interfaces coordination in an unformal way | Partial Conformity/Some evidence/Limited ability to demonstrate | 25% |
Improvement plan documented and monitored Procedures/processes set in place, documented and functional Functional interfaces Rare or minor disruptive processes/few or minor non-conformities Monitored indicators as decision-making process threshold/framework | Effective/Evidence/Able to demonstrate | 50% |
Regular improvement of the documented processes Regular update of procedures for better and more fluent functioning Interfaces regular monitoring together with process stakeholders | Efficient/Clear evidence/Fully able to demonstrate | 75% |
Innovative approaches set in place Practices reference for benchmarking at global level Anticipation of needs and their evolution Committed and motivated actors Continuous learning from the implemented approaches to explore perceived opportunities | Excellent/Comprehensive evidence/Recognized as global role model | 100% |
Assessment grid for enablers.
Disruptive processes appear nevertheless in any environments and nowadays change, balance, technology, transformation may not be avoided; moreover, after a long period of stop-and-start, with direction research in the pandemic time, which revealed clearly that previous solutions should be reviewed and soundly transformed, a diagnostic of the entity’s reality is needed.
The RADAR tool has been developed on the basis of the Deming cycle (Plan-Do-Check-Act) but adding the organization’s reason of existence in the ecosystem, measured through the results composed by perceptions and outcomes/outputs/indicators, all of these benchmarked versus targets.
The assessment/diagnostic tool allows the management team to analyze in depth the working style in order to manage more effective and efficient, but to enable the strategy and plans definition in clear priority and consistent follow-up. The starting point is the results aimed to achieve, once determined, approaches are set in place to deliver these results, approaches become operational through deployments, and their effectiveness, efficiency, and sustainability are assessed and refined. The assessment framework is detailed in Table 3 for enablers and Table 4 for results.
Element | Detail | Rating % | Organization reality | |
---|---|---|---|---|
What are the results aimed to achieve as follows the Strategy | Search evidence and assess | Strengths and Areas for improvement | ||
Plan and develop sound and integrated | Sound—considering relevant stakeholders needs build Approaches with real rationale and define processes to support them | Search evidence and assess | Strengths and Areas for improvement | |
Integrated—considering the Strategy to achieve the Results, build and connect the Approaches in a sustainable and synergetic structure | ||||
Implemented—approaches are implemented in relevant areas with time refinement based on the stakeholders present and future needs | Search evidence and assess | Strengths and Areas for improvement | ||
Systematic—approaches are operational and enable resilience and agility; Approaches are planned and executed soundly | ||||
Measurement—regular measurements of approaches effectiveness & efficiency, regular measurements of effectiveness & efficiency of carried out deployments, appropriate measurements selected and regularly monitored | Search evidence and assess | Strengths and Areas for improvement | ||
Learning and creativity—internal and external good practices/practices to avoid and improvement opportunities are internalized and valorized, approaches and deployments are updated with creativity | ||||
Improvement and innovation—outputs from measurements and learning and creativity are feeding evaluation, prioritization, planning and implementation of improvements and innovations | ||||
Summary per Enabler subcriterion | Consolidated rating | Strengths and Areas for improvement |
Radar assessment framework for enablers.
Element | Detail | Rating % | Organization reality |
---|---|---|---|
Results should be comprehensive, reliable, accurate and consistent with the strategy | Scope and relevance—performance seen as strategy to fulfill relevant stakeholders needs and expectations is demonstrated by coherent and sustained key results (KPI) | Search evidence in relevant areas and assess | Strengths and Areas for improvement |
Integrity—results are accurate and reliable and ensure confidence | |||
Segmentation—to reveal meaningful insights | |||
Trends—sustained positive performance at least 3 years | Search evidence in relevant areas and assess | Strengths and Areas for improvement | |
Targets—are set and are consistently achieved, in line with the strategic objectives | |||
Comparisons—external comparisons are made and these are favorable, in line with the strategic objectives | |||
Confidence—the performance level will be sustained as enablers—results relationship is conditioned | |||
Summary per Result subcriterion | Consolidated rating | Strengths and Areas for improvement |
Assessment framework for results.
For a better understanding of how the day-to-day activity of the organization should be framed into the excellence assessment, some guidance is presented in Table 5. Current tools, developments, and ways of working may be associated to enablers, but the management thinking design should always be mirrored by the results (perceptions and outcomes) assessment and their evolution understanding, compared with targets and adequately/dynamically benchmarked. The cause-effect relation helps in understanding the “why” behind the organization’s approach, the “how” to deploy the approaches, and the achievements as a result, in practice the consequence of all these actions.
Enabler | Subcriterion | Possible approach | Possible deployment |
---|---|---|---|
Leadership | Leaders develop the Mission, Vision, Values, Ethics and act as models | Define the core business purpose for a sustainable future and consequently the Values and Ethics | Vision, Mission, Values are developed and integrated into the Strategy and communicated regularly to all stakeholders |
Define and review leaders code of conduct/agreed behaviors to explicit the leaders role model | Enable assessment, review, improvement of individual performance, mainly those of leaders | ||
360° Appraisal - evaluate leaders performance based on feedback from all levels of interaction top, down and lateral | Deploy a sound process of assessment of the individual performance so as to build a culture of trust and ethics | ||
Leaders define, monitor, review and improve the management system and the performance | Set strategic measures to monitor performance in line with the stakeholders needs and expectations, such as Balanced Scorecard | Management team assess progression against targets set so as to achieve the strategic goals; composite indicators are regularly analyzed as part of the decision process | |
Management board meetings for regular review and refinement in line with the business | Strategic objectives are cascaded into the reporting processes (financial, operational a.s.o) | ||
Leaders engage with external stakeholders | Regular contact of senior management with key customers, partners and community representatives | Define business to business strategic level and review it regularly in line with the strategic goals | |
Reporting and public communication, such as Sustainability report (UN Global Compact) | The reports content, format and circulation concern business key financial, environmental and societal progression, in line with international initiatives committed for, if the case | ||
Leaders reinforce the culture of excellence with organization’s people | Define the culture of excellence by adopting a business model in line with an excellence model, such as EFQM | Consider excellence as a reference in the planning processes; leaders actively involve people in improvements | |
Leaders ensure that the organization is flexible and manage changes effectively | Annual Board Meeting—the Board communicate the plans and gain support/commitment for their implementation | The management team agrees the strategic plans and gain support, if the case, from shareholders | |
Annual kick-off event—leaders communicate the overall strategy and the annual objectives | Leaders adopt organization’s objectives and cascade them to individual ones in their teams | ||
Strategy | Strategy is based on understanding both stakeholders’ needs and expectations and external environment | Understanding developments, opportunities, threats on the desired and current market | Relate market analysis with strategic partners, knowledge management and research and development, connect with academics a.s.o. |
Understand any updates concerning legal and regulatory compliance | Legal and operational teams should cooperate to identify and implement the regulatory and compliance framework and correspondent actions to set in place | ||
Strategy is based on deeply understanding internal performance and capabilities | Perform an in-depth self-assessment conducted internally or externally; Cross check with control systems results | Perform an in-depth self-assessment to identify priorities for the action plans; Consider objectively the organization’s capabilities | |
Strategy and policies are developed and updated to ensure sustainability | SWOT analysis may reveal internal and external perspectives (Strengths, Weaknesses, Opportunities and Threats) | Balance internal and external perspectives in strategy, policies and strategic plans | |
Strategy and policies are communicated and deployed/documented | Strategy mapping—strategy is geographically segmented and aligned with stakeholders’ expectations | Strategy maps may be communication tools and review tools for the management team to check performance and update the objectives, plans, processes | |
Cascade objectives—align personal and teams’ objectives although the organization with the strategic ones | Start from top level and progressively break down through functional streamlines and individuals; Connect individual objectives with internal communication and the appraisal process | ||
People | People plans are aligned with the organization strategy | People engagement rather than people satisfaction | Enable people’s contribution to their full capacity to the organization goals; Link people engagement to customer loyalty and key results |
Recruiting process—attract, evaluate and select new and potential talented people | Promote mobility, link to remuneration and benefits policies, adapt to the level of people to be recruited, third part/external service may be used | ||
Succession planning—identify potential successors for the key roles and prepare them adequately | Prepare business continuity planning on immediate and long-term perspective and review regularly the planning | ||
People’s knowledge and skills are developed | Appraisal process—assess individual performance and behaviors against a set of agreed objectives, competences, attitudes | Align organization’s overall objectives to people individual performance and objectives; Link to people survey and to performance related incentives (salary, bonus, promotion…penalty) | |
Personal development and training—align individual needs to competences needed for the role as derived by the strategic objectives | HR strategy is aligned to people capabilities, organizational needs to fulfill the strategic goals and the appraisal process; Training plans are drafted and implemented, results of training are assessed and valorized | ||
Management development programs and/or people certification | Talent management plans set in place; Staff certification for roles needing it or for professionals in industry/sector setting the requirement, eventually on regular basis | ||
People are aligned, engaged and empowered | Process improvement teams—improvement as culture in a structural process | Privilege cross-functional teams; Involve (experts) facilitators or include training to guide the process | |
5S—workplace and flows organization methodology | Empowering people to improve the workplace and the processes they are involved in; Facilitate processes’ standardization | ||
Objectives’ cascade—align individuals to strategic objectives | Connect to strategic planning process (ex-ante) and the appraisal process and people motivation policies objectively supported by people performance (ex-post) | ||
People communicate effectively throughout the organization | Internal communication—clear communication channels top, down, horizontal, inter-departments/units | Ensure a bilateral way of communication to support dialog and information transfer, based on needs of people and teams; Use surveys to assess the effectiveness | |
Electronic communication media | Encourage communication and networking through e-means (intranet, blogs, social networking a.s.o.), but maintain and valorize physical interaction, too | ||
Workers council | Develop a sustainable partnership with the workers’ structures, if any | ||
People are recognized, rewarded and cared for | Rewards and benefits | Develop a flexible benefit package aligned to overall HR strategy | |
Salary benchmarking | Screen the connection between people’s motivation incentives and benefit package in the region, industry, sector etc. (external service may be used) | ||
Health and safety | Implement legal and regulatory compliance in term of occupational safety and health; Bonus as medical insurance, welfare, facilities for family | ||
Partnership and resources | Partners and suppliers are managed for sustainable benefit | Suppliers’ selection criteria | Suppliers’ audits, assessment |
Establish, develop and manage relationship with partners | Partnership-related processes clearly defined, monitored and assessed; Partners’ performance reported (impact on KPI) and related to Strategy | ||
Finances are managed to secure sustained success | Budgeting process, with data in compliance to legal regulation, stock exchange a.s.o. | Ensure budget are aligned to strategic objectives; Budget allocations are cascaded and aligned with processes and reviewed, correlated with the Results | |
Procurement processes, lengths of supply chains | Responsible purchasing is a key for CSR strategy | ||
Buildings, equipment, materials and natural resources are managed in a sustainable way | Buildings’ policy and facilities management to ensure a safe working environment with all necessary facilities for achieving the Strategy | Effective management of sites, locations, outsourced facilities Assess people satisfaction Report sustainability Review the policies | |
Environmental management system Information security management system | Consider ISO certifications (ISO 14001, 27001 a.o.) | ||
Technology is managed to support strategy | Possible IT outsourcing Internal digital transformation processes | IT maintenance, support, other services IT policies aligned to strategic goal People training and support | |
Information and knowledge are managed to build operational capability | Knowledge management system Ensure data security, availability, integrity | Build a knowledge management system Capitalize the organizations’ knowledge | |
Processes, Products and Services | Processes are designed and managed to optimize the value for stakeholders | Process approach and risk-based thinking | ISO 9001 implementation/certification |
Lean Six Sigma | DMAIC to understand performance dynamics and identify improvement options Monitor customer experience | ||
Products and services are developed to create value for customers | Research and development | Sustainability issues, production techniques, end life cycle monitored, recycling, buy-back, research on as-used components | |
Focus groups to collect and generate new ideas, direct feedback | Involve customer in testing new products Collect regularly the Voice of Customer (VOC) | ||
Products and services are effectively promoted and marketed | Strategy of marketing / product launching, including target audience, value proposition, pricing, promotion | Clear definition of target audience; Use effective channels for reaching audience Assess the marketing campaign through the effective results | |
Products and services are produced, delivered and managed | Supply chain management to ensure effective delivery of products and services to customer | Connect CSR into the supply chain management | |
Customer relationships are managed and enhanced | Customer relationship management—a system set in place tracking contacts, accompanied details of expectations | Connect to product development, marketing-sales and performance indicators | |
Customer centers | Sometimes outsourced Dependent on customer strategy adopted | ||
Customer surveys, the most common tool to collect customer experience | Frequency, segmentation, use of results to drive improvements and review of strategy |
Guidance for enablers.
Considering the evolution of the industrial fields nowadays and the requirements stated by the standards and laws, companies have adopted more often the concept of sustainability. The sustainability development of a company is given by the three pillars of sustainability (see Figure 1): society (social responsibility), economic growth, and the environment protection. The three pillars are embedded within the company’s management systems.
Sustainability pillars.
Since the first pillar of sustainability—economic growth—has been defined, this has appeared important for companies to remain in competition in their field of activity. In order to maintain a constant economic growth, companies define strategic objectives and continuously implement these objectives in all areas of improvement identified using several types of performance models. This pillar may relate to the first two enablers presented in Table 5: Leadership and Strategy.
Second and third pillars of sustainability development cover the other three enablers presented in Table 5: people, partnership and resources, and some parts of processes, products, and services.
The three pillars are, also, reflected in the Business Continuity Plan of companies, plan required by the legal norms in each country. Every company must consider and establish possible actions to keep under control the impact on the society and environment in any given situation.
In order to support companies and harmonize their social behavior, the International Organization for Standardization (ISO) has created the standard “
The standard contains voluntary guidance, but it does not need a certification. Table 6 presents an example of steps that can be followed in order to implement the standard. Before implementing the ISO 26000, the most important step is to identify the stakeholders of the company and the impact they have on the social responsibility decisions that will be taken and implemented (see Figure 2).
Steps | Possible actions | |
---|---|---|
Plan | Identify the need benefits of implementing SR standard in the company | Establish the SR characteristics |
Identify the relationship between SR and sustainability | ||
Define the policy and the strategy | Identify stakeholders | |
Identify and create a common ground between the values of the company and the SR values | ||
Analyze the SR principles | ||
Analyze and identify the needed areas for the company considering the seven core subjects of SR | ||
DO | Integrate in the existing management system the SR requirements | Adopt the SR principles |
Establish the SR objectives | ||
Establish the KPI (key performance indicators) for SR | ||
State the action plan | ||
Implement the possible actions | Establish the way of reporting the KPI | |
Raise awareness in the company | ||
Integrate the action plan in the company systems | ||
Communicate and set the reporting means for all the stakeholders | Identify the most effective way of communication | |
Engage the stakeholders taking into account their impact on the company decisions regarding SR | ||
Analyze the SR influence | ||
Report the KPI established | ||
Check | Evaluate | Monitor the SR performance |
Analyze the data obtained | ||
Act | Improve | Identify possible action in order to improve the SR performance Track the improvements impact |
Implementation of the ISO 26000 standard.
Stakeholders.
The NEN Handbook “The implementation of SR – Best practices and tools for ISO 26000” offers a set of detailed free tools that can be used to implement the Social Responsibility (SR) in companies (see Table 6).
In order to implement the SR principles and objectives in the organization management, first of all, the relevant areas of interest correlated with the core subjects of ISO 26000 should be identified. In Table 7 are presented some relevant areas that can be important for different companies.
Core subject | Relevant areas of interest | Stakeholders |
---|---|---|
Organizational Governance | The application of the SR principles ensures an elevated level of organizational governance | The organization leaders Employers |
A joint effort is needed, considering the size of the Organization, to achieve the desired results associated with SR. | ||
The most effective mechanism to implement is to maintain the motivation of the stakeholders and to proper develop of the principles of Social Responsibility | ||
Human Rights | Establish transparent and effective complaint and redress mechanisms | The organization leaders Employers Customers Suppliers Society Local government |
“Equal rights for all employees and workers (such as gender equality) Strive for diversity in the employee group” | ||
Freedom of opinion and expression | ||
Contribution to economic, social and cultural rights | ||
“No child labor and no forced labor Freedom of association or collective bargaining “ | ||
Labor Practices | Contracts for employees with clear and correct mentions | The organization leaders Employers |
Equal and equitable opportunities for all employees | ||
Contracts with clear and fair mentions to subcontractors, suppliers and partners | ||
Protection of personal and private data of employees | ||
Social protection for employees | ||
Collaboration and openness to dialog with independent representatives representing the interests of employees | ||
Continuous communication with local communities or other local stakeholders | ||
Implementation of occupational medicine systems | ||
Emergency assistance | ||
Handling/Handling of Dangerous Equipment | ||
Preventive Medical Investigations | ||
Staff development and training plan | ||
Training program for new employees | ||
Environment | Respecting and promoting the following principles:
| The organization leaders Employers Customers Suppliers Society Local government |
Pollution prevention through management:
| ||
Sustainable use of resources through the effective use of the following:
| The organization leaders Employers Society | |
Climate change mitigation through effective management of greenhouse gas emissions, Reducing vulnerability to floods | The organization leaders Society | |
Valorization and protection of biodiversity | ||
Valorization and Sustainable use of land and natural resources Restoration of ecosystems | ||
Progress on ecological urban and rural development | ||
Fair Operating Practices | Clear rules regarding the accepted level of giving and receiving business gifts Respecting the local culture | The organization leaders Employers Costumers Suppliers |
Verification of certificates and declarations of origin | ||
Establishing rules and boundaries regarding political lobbying | ||
Similar level of information available to all providers and contractors | ||
Contracts including clear terms and fair prices in relation to suppliers and | ||
Honest pricing policy with suppliers | ||
Implement appropriate vigilance mechanisms | ||
Payment of fair compensation for intellectual and physical property rights | ||
Consumer Issues | Clear, honest and complete information about the products or services delivered and their impact. | The organization leaders Customers Employers |
Mechanisms for returning and withdrawing the product from the market. | ||
Reliable, accurate, and verifiable information about the impact of products/services on the environment, society or economy | ||
Adequate and relevant information on: product health and safety, possible negative impacts, maintenance, assembly or recycling. | ||
Products that can be recycled or repaired and reused | ||
Accessible and efficient customer complaint mechanism | ||
Mechanisms for proper installation, use, repair, maintenance, return and recycling | ||
Clear and fair guarantee and implementation mechanism | ||
Mechanism for resolving disputes, resolving disputes, and mediating at a minimum cost to consumers | ||
Transparent mechanism for obtaining, using, securing, and deleting personal data | ||
The right of the customer/consumer to verify personal data | ||
Protection policy for the provision of essential services to all consumers | ||
Education and awareness program for customers/consumers regarding the purchase conditions, comparison of key functions, impact of use, etc. | ||
Community involvement and development | Analysis of communities affected by core activities | The organization leaders Society |
Review of supporting the Millennium Development Goals or local development goals | ||
Education and learning program for communities | ||
Plan for respecting cultural traditions and protecting cultural heritage | ||
Participation in local and national skills development programs, including apprenticeships | ||
Plan for the direct creation of local jobs | ||
Collaboration with universities or institutions in stimulating and providing technology at accessible local conditions | ||
Providing fair opportunities for local suppliers and SMEs | ||
Fair fiscal policy | ||
Program to support communities with essential health care services, access to clean water, good sanitation | ||
Activities to stimulate the improvement of the infrastructure for transport, water, electricity, communications, etc. |
The core subjects from ISO 26000 [10].
Companies that have implemented ISO 26000 and monitor sustainability should annually report the key performance indicators they set. In order to do that, they can use the reporting framework given by the GRI.
Analyzing the common ground of the excellence models (EFQM) or sustainability, one may notice that for both approaches the companies must:
Set objectives considering the fundamental concepts that the company has adopted and internalized in the company’s culture
Identify KPI for both and then ways and tools to monitor them
Evaluate the performance on a regular basis
Report the results
Relaunch the cycle considering the performance and results versus the targets and comparing to the competitors when resetting the objectives.
Considering a company that adopted both excellence and sustainability concepts and codefined the company’s values starting from these fundamentals, one may propose the structure of the company’s management system looking similar to the Greek temple, as presented in Figure 3.
Company structure.
The foundation to build a surviving business may embed the fundamental concepts of excellence and sustainability, the pillars for maintaining the business in the global competition should arise from the two models, merging the enablers and the results of excellence with the criteria to assess sustainability, and finally, the company assesses and reports regularly the KPI and the other metrics in order to better comply with the values, to differentiate among competitors, and to better serve the stakeholders.
This work has been funded from the Erasmus + project “Boosting Sustainable Digital Education for European Universities (BoostEdU),” no. 2020-1-CZ01-KA226-HE-094408. The European Commission has no responsibility concerning the content of this deliverable.
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Its first known use in rehabilitation published by Max North named as “Virtual Environments and Psychological Disorders” (1994). Virtual reality uses special programmed computers, visual devices and artificial environments for the clients’ rehabilitation. Throughout technological improvements, virtual reality devices changed from therapeutic gloves to augmented reality environments. Virtual reality was being used in different rehabilitation professions such as occupational therapy, physical therapy, psychology and so on. In spite of common virtual reality approach of different professions, each profession aims different outcomes in rehabilitation. Virtual reality in occupational therapy generally focuses on hand and upper extremity functioning, cognitive rehabilitation, mental disorders, etc. Positive effects of virtual reality were mentioned in different studies, which are higher motivation than non‐simulated environments, active participation of the participants, supporting motor learning, fun environment and risk‐free environment. Additionally, virtual reality was told to be used as assessment. This chapter will focus on usage of virtual reality in occupational therapy, history and recent developments, types of virtual reality technologic equipment, pros and cons, usage for pediatric, adult and geriatric people and recent research and articles.",book:{id:"5711",slug:"occupational-therapy-occupation-focused-holistic-practice-in-rehabilitation",title:"Occupational Therapy",fullTitle:"Occupational Therapy - Occupation Focused Holistic Practice in Rehabilitation"},signatures:"Orkun Tahir Aran, Sedef Şahin, Berkan Torpil, Tarık Demirok and\nHülya Kayıhan",authors:[{id:"172938",title:"Prof.",name:"Hulya",middleName:null,surname:"Kayihan",slug:"hulya-kayihan",fullName:"Hulya Kayihan"},{id:"183079",title:"Ph.D.",name:"Sedef",middleName:null,surname:"Şahin",slug:"sedef-sahin",fullName:"Sedef Şahin"},{id:"196848",title:"M.Sc.",name:"Orkun Tahir",middleName:null,surname:"Aran",slug:"orkun-tahir-aran",fullName:"Orkun Tahir Aran"},{id:"197159",title:"Mr.",name:"Tarık",middleName:null,surname:"Demirok",slug:"tarik-demirok",fullName:"Tarık Demirok"},{id:"197312",title:"M.Sc.",name:"Berkan",middleName:null,surname:"Torpil",slug:"berkan-torpil",fullName:"Berkan Torpil"}]},{id:"61806",doi:"10.5772/intechopen.78312",title:"Executive Functions and Neurology in Children and Adolescents",slug:"executive-functions-and-neurology-in-children-and-adolescents",totalDownloads:1731,totalCrossrefCites:3,totalDimensionsCites:5,abstract:"This chapter discusses the theoretical and methodological issues of creating a developmental perspective on executive function (EF) in childhood and adolescence. Focusing on school periods, this section outlines the development of the basic components of EF—inhibition, working memory, and attention. Cognitive and neurophysiological evaluations show that despite the emergence of EF in the first few years of life, it continues to grow significantly in childhood and adolescence. The components vary slightly according to their developmental sequence. The chapter links findings to long-standing developmental issues (i.e. developmental sequences and processes) and suggests the necessary research to establish a developmental framework covering early childhood throughout adolescence.",book:{id:"6772",slug:"occupational-therapy-therapeutic-and-creative-use-of-activity",title:"Occupational Therapy",fullTitle:"Occupational Therapy - Therapeutic and Creative Use of Activity"},signatures:"Gokcen Akyurek",authors:[{id:"197265",title:"Dr.",name:"Gokcen",middleName:null,surname:"Akyurek",slug:"gokcen-akyurek",fullName:"Gokcen Akyurek"}]},{id:"56049",doi:"10.5772/intechopen.69101",title:"Measurement of Participation: The Role Checklist Version 3: Satisfaction and Performance",slug:"measurement-of-participation-the-role-checklist-version-3-satisfaction-and-performance",totalDownloads:2800,totalCrossrefCites:3,totalDimensionsCites:4,abstract:"Participation in society is an area of interest to both clinicians and population researchers. Measurement of participation is therefore important, yet differences in definition, in terms of both content and scope, have made general agreement on one instrument tool elusive. What is recognized is the need for a theoretically based tool that captures both the insider and the outsider perspective. The outsider perspective, inclusive of the generally held views of a society, supports the utility for aggregating population data, whereas the insider perspective provides the internally held views of an individual needed for client-centered treatment planning. The Role Checklist Version 3 modifies one of the most commonly used assessment tools in occupational therapy practice, has good preliminary psychometric properties, and is theoretically consistent with both the ICF and the Model of Human Occupation. The Model of Human Occupation is the most widely used theoretical model in occupational therapy. This chapter provides an overview of the theoretical development, empirical testing, and implications for use of this participation measure by occupational therapists along with implications for population researchers.",book:{id:"5711",slug:"occupational-therapy-occupation-focused-holistic-practice-in-rehabilitation",title:"Occupational Therapy",fullTitle:"Occupational Therapy - Occupation Focused Holistic Practice in Rehabilitation"},signatures:"Patricia J. Scott, Kelsey McKinney, Jeff Perron, Emily Ruff and Jessica\nSmiley",authors:[{id:"195495",title:"Dr.",name:"Patricia J",middleName:null,surname:"Scott",slug:"patricia-j-scott",fullName:"Patricia J Scott"},{id:"208801",title:"Dr.",name:"Kelsey G.",middleName:null,surname:"McKinney",slug:"kelsey-g.-mckinney",fullName:"Kelsey G. McKinney"},{id:"208802",title:"Mr.",name:"Jeffrey M.",middleName:null,surname:"Perron",slug:"jeffrey-m.-perron",fullName:"Jeffrey M. Perron"},{id:"208803",title:"Dr.",name:"Emily G.",middleName:null,surname:"Ruff",slug:"emily-g.-ruff",fullName:"Emily G. Ruff"},{id:"208804",title:"Dr.",name:"Jessica L.",middleName:null,surname:"Smiley",slug:"jessica-l.-smiley",fullName:"Jessica L. Smiley"}]},{id:"55024",doi:"10.5772/intechopen.68463",title:"Occupational Therapy in Oncology and Palliative Care",slug:"occupational-therapy-in-oncology-and-palliative-care",totalDownloads:2664,totalCrossrefCites:1,totalDimensionsCites:4,abstract:"Cancer is a chronic disease that may occur in both children and adults. Occupational therapy focuses on the activity limitations and participation problems in their life. Oncology rehabilitation involves in helping an individual with cancer to regain maximum physical, psychological, cognitive, social, and vocational functioning with the limits up to disease and its treatments in an interdisciplinary team concept. These treatment options are associated with the risk of some side effects, including fatigue, pain, cognitive problems, decrease in bone density and muscle endurance, weight loss, and stress- or anxiety-related psychosocial problems. Occupational therapy approaches are a holistic view in a client center and use training in activities of daily living, assistive technology, education of energy conservation techniques, and management of treatment-related problems, such as pain, fatigue, and nausea. In palliative and hospice care, occupational therapists support clients with cancer by minimizing the secondary symptoms related to cancer and its treatments. At the end of life, occupational therapy offers to identify the roles and activities that are meaningful and purposeful to the client with cancer and try to determine the barriers that limit their performance. Clients with cancer who have childhood cancer or adult cancer can face problems about body structure and functions, activity, and participation, which may limit their participation to their daily life.",book:{id:"5711",slug:"occupational-therapy-occupation-focused-holistic-practice-in-rehabilitation",title:"Occupational Therapy",fullTitle:"Occupational Therapy - Occupation Focused Holistic Practice in Rehabilitation"},signatures:"Sedef Şahin, Semin Akel and Meral Zarif",authors:[{id:"183079",title:"Ph.D.",name:"Sedef",middleName:null,surname:"Şahin",slug:"sedef-sahin",fullName:"Sedef Şahin"},{id:"183078",title:"Dr.",name:"Burcu Semin",middleName:null,surname:"Akel",slug:"burcu-semin-akel",fullName:"Burcu Semin Akel"},{id:"198859",title:"Dr.",name:"Meral",middleName:null,surname:"Zarif",slug:"meral-zarif",fullName:"Meral Zarif"}]},{id:"69611",doi:"10.5772/intechopen.89596",title:"What to Expect: Medical Quality Outcomes and Achievements of a Multidisciplinary Inpatient Musculoskeletal System Rehabilitation",slug:"what-to-expect-medical-quality-outcomes-and-achievements-of-a-multidisciplinary-inpatient-musculoske",totalDownloads:753,totalCrossrefCites:0,totalDimensionsCites:3,abstract:"The incidence of chronic diseases is rising. Rehabilitation plays a vital role in preventing and minimizing the functional limitations associated with chronic conditions and aging. Routine outcome measures include disease-specific and unspecific general health parameters. This study evaluates indicators for medical quality outcomes from 10,373 patients (61.00 ± 13.65 years, 51.7% women) who have undergone orthopedic rehabilitation for three weeks. Inpatient rehabilitation reduces lifestyle-related risk factors, optimizes organ functioning and improves the well-being in the majority of patients (81.3%; SMD = 0.52 ± 0.38). Improvements of unspecific and indication specific outcome parameters can be observed in a comparable magnitude. However, disease specific and unspecific health factors are not directly related to each other (r = 0.19). Age, gender, ICD-classification and time of rehabilitation have an influence on initial values and on indication-specific medical outcomes but are insignificant with regards to improvements in unspecific medical outcome parameters. Inpatient rehabilitation includes two main pathways of medical practice, which can be clearly distinguished in terms of their therapeutic outcome. There are general health interventions, such as lifestyle modifications, diet and physical exercise, and symptom-specific treatments. So multidisciplinary medical rehabilitation improves general well-being and physical functioning as well as reduces risk factors in the majority of patients.",book:{id:"7543",slug:"physical-therapy-effectiveness",title:"Physical Therapy Effectiveness",fullTitle:"Physical Therapy Effectiveness"},signatures:"Vincent Grote, Alexandra Unger, Henry Puff and Elke Böttcher",authors:[{id:"308501",title:"M.D.",name:"Henry",middleName:null,surname:"Puff",slug:"henry-puff",fullName:"Henry Puff"},{id:"308502",title:"Dr.",name:"Vincent",middleName:null,surname:"Grote",slug:"vincent-grote",fullName:"Vincent Grote"},{id:"309934",title:"Dr.",name:"Elke",middleName:null,surname:"Böttcher",slug:"elke-bottcher",fullName:"Elke Böttcher"},{id:"310535",title:"Dr.",name:"Alexandra",middleName:null,surname:"Unger",slug:"alexandra-unger",fullName:"Alexandra Unger"}]}],mostDownloadedChaptersLast30Days:[{id:"55080",title:"Life Skills in Occupational Therapy",slug:"life-skills-in-occupational-therapy",totalDownloads:6021,totalCrossrefCites:3,totalDimensionsCites:0,abstract:"Occupational therapy is a health profession that uses the purposeful activities to achieve multiple and complex rehabilitation aims. The main goals of the occupational therapy are to support the reintegration of individuals in daily living skills as well as to increase their independence and autonomy. Interventions of occupational therapists have primarily focused on self-care, productivity, and leisure time activities. Since the life skills includes a wide range of abilities that enable a person to perform personal care and more complicated tasks such as traveling, shopping, community participation etc., occupational therapists provide life skills training programs to meet the needs of the clients. This chapter aims to contribute to the current understanding and practices of life skills from an occupational therapy perspective. The chapter starts with a brief discussion of the importance of life skills in occupational therapy. After this introduction, the first part takes a look at the definition of life skills and identifies core components of life skills. The second part describes assessment and interventions of life skills. The third one gives an overview about school life skills programs for children and adolescents. Finally, the last part explains some life skills programs in people with disadvantages.",book:{id:"5711",slug:"occupational-therapy-occupation-focused-holistic-practice-in-rehabilitation",title:"Occupational Therapy",fullTitle:"Occupational Therapy - Occupation Focused Holistic Practice in Rehabilitation"},signatures:"Hatice Abaoğlu, Özge Buket Cesim, Sinem Kars and Zeynep Çelik",authors:[{id:"197551",title:"Dr.",name:"Hatice",middleName:null,surname:"Abaoğlu",slug:"hatice-abaoglu",fullName:"Hatice Abaoğlu"},{id:"205199",title:"Dr.",name:"Sinem",middleName:null,surname:"Kars",slug:"sinem-kars",fullName:"Sinem Kars"},{id:"205200",title:"Dr.",name:"Zeynep",middleName:null,surname:"Celik",slug:"zeynep-celik",fullName:"Zeynep Celik"},{id:"205203",title:"Ms.",name:"Özge Buket",middleName:null,surname:"Cesim",slug:"ozge-buket-cesim",fullName:"Özge Buket Cesim"}]},{id:"62493",title:"Occupational Therapy in Forensic Settings",slug:"occupational-therapy-in-forensic-settings",totalDownloads:2515,totalCrossrefCites:2,totalDimensionsCites:2,abstract:"It is necessary for a person to comply with the expectations of society and the rules of law to which these expectations are secured. 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From this perspective, the role of occupational therapists in forensic settings is to determine the abilities of these individuals to congregate their deprived freedoms and use them to train them for an independent and autonomous life; to provide a professional orientation, career counseling, and self-esteem; to gain some habits for physical, spiritual and moral life and to reinforce.",book:{id:"6772",slug:"occupational-therapy-therapeutic-and-creative-use-of-activity",title:"Occupational Therapy",fullTitle:"Occupational Therapy - Therapeutic and Creative Use of Activity"},signatures:"Esma Ozkan, Sümeyye Belhan, Mahmut Yaran and Meral Zarif",authors:null},{id:"70122",title:"Parkinson’s Disease Rehabilitation: Effectiveness Approaches and New Perspectives",slug:"parkinson-s-disease-rehabilitation-effectiveness-approaches-and-new-perspectives",totalDownloads:2029,totalCrossrefCites:2,totalDimensionsCites:2,abstract:"Parkinson’s disease has been considered one of the most important and common neurodegenerative diseases in the world. Its motor and nonmotor signs determine a huge functional loss, leading the individuals to lose their independence. Although the treatment requires a pharmacological approach, physical therapy has confirmed its importance in this process. Today, neurorehabilitation is indispensable to increase many of the cardinal signs of the disease. Using traditional or technological approaches, physical therapy has reached good results in improving motor and nonmotor functions, as well as the quality of life of Parkinsonians. 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