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• World heritage cities' management systems are inefficient. • Process-oriented management meta-model is proposed. • Meta-model is tested on the cases of the two UNESCO cities (Split and Venice). • The Unified Modelling Language method is employed. • The organisation and process architecture is presented by the swim lane diagrammatic technique. This article aims to explain how the world heritage city management system may be improved, and the structure of its processes enhanced by including relevant stakeholders to reach better results, i.e. outputs and outcomes. With this aim, process-based orientation is proposed as a new management approach. The article is divided into two parts. In the first part, theoretical background of the world heritage city management system is given, and process orientation of heritage city management explained. In the second part theoretical concepts were applied to the cases of the world heritage cities (sites) of Split (Croatia) and Venice (Italy). A brief description of the basic characteristics (elements, processes) and of the main problems related to the results (outputs and outcomes) is followed by the application of the Unified Modelling Language as the method. The process architecture of the new management meta-model is presented, processes designed and documented, and activities and responsibilities among stakeholders, both existing as well as potential, within the proposed hierarchical structure shared. By proposing the process-oriented approach to the management of world heritage cities, the paper sets out to contribute to the growing body of knowledge related to cultural heritage management (especially world heritage cities). By applying knowledge from different theories into a process-based approach to the management of world heritage cities, it enables UNESCO's directives to be implemented into the actual managerial system of a World Heritage Site (WHS). We find it potentially useful not only to WHS managers, but also to scholars and other experts who have managerial responsibilities but limited knowledge in this area. [ABSTRACT FROM AUTHOR]

The SPIS methodology provides methods and techniques of developing an information system (IS) that would correspond with the requirements of an organization. The result of its application is the strategic plan of IS development that would meet the future needs. As is the case in the methodology of the strategic planning in general, the primary drawback to the strategic planning of the information system is the lack of efficient control of implementation of the strategic plan, and this is precisely what this research paper deals with. One of the procedures in the measuring of results of an organization, which is also recommended by the SPIS, is the Balanced Scorecard methodology (BSC). However, the BSC concept which the classic SPIS methodology recommends as suitable for the evaluation of performance of the information technology (IT) on the business system and the performance of that new business system, does not take into account the constraint that may lead to non-implementation of the planned activities. Furthermore, the BSC has been criticized for the oversimplified modeling of the cause-consequence relations that do not take into account the time delay and the feedback. This paper provides results of the research that resulted in identification of two types of constraints that need to be included when determining the optimal IS/IT strategy. Within the context of the system dynamics (SD) approach, the broadening of the problem with the analysis of the strategy implementation dynamics results in the new practical knowledge about the control over the time-dependant values and, consequently, with a proposal that would eliminate the reasons for the abovementioned criticism. [ABSTRACT FROM AUTHOR]