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The 14th Workshop on Social and Human Aspects of Business Process
Management
(BPMS2’21)
As part of BPM 2021
19th International Conference on Business Process Management
September 6, 2021, Rome, Italy
Call for Papers
Deadline for workshop paper submissions: May 24, 2021
Workshop Theme
The involvement of human aspects into Business Process Management
takes place both on a social and individual level. Social
information systems 1 such as social media, Enterprise 2.0, and
social platforms are spreading quickly in society, organizations,
and economics. Enterprises use social information systems to
improve their business processes and create new business models.
The integration of business process management and social
information systems becomes more and more widespread. New
approaches for using social information systems in combination
with business process management appear frequently.
Social information systems are used both in external and internal
business processes. Companies can co-create products and services,
e.g., companies integrate customers into product development to
capture ideas and features.
Thus, communication with the customer is increasingly
bi-directional. The integration of business process management and
social information systems enables the creation of new business
models using social platforms. Social platforms enable the
creation of cross-side network effects and therefore called two-
or multi-sided markets2. Prominent examples are TripAdvisor, UBER,
and AirBnB. By using the value-creating mechanisms of social
information systems, business models became possible, which were
not realizable before.
E.g., the AirBnB uses a crowdsourcing model for quality control by
using users’ reviews of apartments. In this way, a quality
assessment of products and services became possible that was too
costly so far.
Social information systems also create new possibilities to
enhance internal business processes by improving the exchange of
knowledge and information, to speed up decisions, etc. Social
information systems enable value-creating interactions such as
weak ties, social production, egalitarianism. These value-creating
interactions open new possibilities and potentials for the design
of processes. Weak ties enable the flexible integration of process
participants, social production paves the way for the bottom-up
definition of business processes, and egalitarian decisions change
how decisions are made in business processes. The use of
value-creating interactions is tightly intertwined with new forms
of involvement of human beings into business process management.
Human aspects complement the social perspective on business
process management. The fact that more and more enterprises are
using business process management implies that the human
individual is involved in a multitude of business processes.
Individuals must cope with multiple process contexts and thus must
administer data appropriately. Digital assistants such as Alex
integrate individuals in processes that could not interact with
conventional computers. In this way, new forms of interaction
between processes and humans arise. Furthermore, individuals must
integrate the external business processes into their work
environment or even to couple several external business processes.
Human aspects of business process management relate to the
individual who creates a process model, to the communication among
people, during and after the process execution, and to the social
process of collaborative modeling. They also relate to the
interaction / collaboration / coordination / cooperation that
should be implemented in the business process or to specific
human-related aspects of the business process itself and their
representations in models.
Before this background, the goal of the workshop is to explore how
social information systems integrate with business process
management, and how business process management may profit from
this integration. Furthermore, the workshop investigates the human
aspects introduced into Business Process Management by involving
human actors. Examples are the use of crowdsourced knowledge and
tasks, the need for new user interfaces, e.g., augmented reality
and voice bots.
The workshop will discuss three topics. Social Business Process
Management, Social Business and Platforms, and Human Aspects of
Business Process Management.
1. Social Business Process Management (SBPM)
- Social information systems in the BPM lifecycle e.g., Design,
Deployment, Operation, and Evaluation
- BPM methods and paradigms to cope with Social information
systems
- Influence of weak ties, social production, egalitarianism, and
mutual service provisioning on BPM
- Trust and reputation in business processes management carried
through Social information systems
- Influence of weak ties, social production, egalitarianism and
mutual service provisioning in the design and management of
business processes?
- Integration of Social information systems with WFMS or other
business process support systems?
- Conceptual modelling for knowledge intensive and social business
processes?
2. Social Business and Social Platforms: Social information
systems supporting business processes
- New opportunities offered by Social information systems for the
support of business processes
- Social platforms and their support for business processes and
new business models
- Value (co-)creation in social business and social platforms
- Sociality requirements of business processes according to their
nature (predictable/non predictable; production/collaborative/ad
hoc)
- Use of Wikis, Blogs etc. to support business processes
- Fitting between types of Social information systems and phases
of the BPM lifecycle
- New trends in business knowledge modelling leveraged by social
production 3. Human Aspects of Business Process Management
- Concepts, technologies, and services to support individuals
acting in business processes
- Digital Assistants such as Google, Siri etc. in business process
management and business processes
- Human aspects of business process management
- Human-centric business processes
- Human resource management in business processes (workloads,
skills, preferences, affinities, context, mobility, etc. …) Goal
Based on the twelve previous successful BPMS2 workshops since
2008, the goal of the BPMS2’21 workshop is to promote the
integration of business process management with social information
systems and social software and to enlarge the community pursuing
the theme.
Workshop paper format
Position papers of up to 2500 words are sought. Position papers
that raise relevant questions, or describe successful or
unsuccessful practice, or describe experience will all be welcome.
Position papers will be assigned a 20-minute presentation. Short
papers of up to 1000 words can also be submitted and will be
assigned a 10-minute presentation.
Submission
Prospective authors are invited to submit papers for presentation
in any of the areas listed above. Only papers in English will be
accepted. The length of full papers must not exceed 12 pages
(There is no possibility to buy additional pages). Position papers
and tool reports should be no longer than 6 pages. Papers should
be submitted in the new LNBIP format
(
http://www.springer.com/computer/lncs?SGWID=0-164-7-487211-0).
Papers must present original research contributions not
concurrently submitted elsewhere.
The title page must contain a short abstract, a classification of
the topics covered, preferably using the list of topics above, and
an indication of the submission category (regular paper/position
paper/tool report).
Please use Easychair for submitting your paper:
https://easychair.org/conferences/?conf=bpm2021
The paper selection will be based on the relevance of a paper to
the main topics, as well as upon its quality and potential to
generate relevant discussion. All the workshop papers will be
published by Springer as a post- proceeding volume (to be sent
around 4 months after the workshop) in their Lecture Notes in
Business Information Processing (LNBIP) series.
Activities
All papers will be published on workshop wiki
(
www.bpms2.org<http://www.bpms2.org>) before the workshop,
so that everybody can learn about the problems that are important
for other participants. A blog will be used to encourage and
support discussions. The workshop will consist of long and short
paper presentations, brainstorming sessions and discussions. The
workshop report will be created collaboratively using a wiki. A
special issue over all workshops will be published in a journal
(decision in progress).
Important dates
Deadline for workshop paper submissions:
May 24, 2021
Notification of Acceptance:
June 24, 2021
Camera-ready papers deadline: July 12, 2021
Workshop:
September 6, 2021
Primary Contact
Rainer Schmidt
Munich University of Applied Sciences
Rainer.Schmidt@hm.edu<mailto:Rainer.Schmidt@hm.edu>
Phone: +49 89 1265 3740
Fax: + 49 89 1265 3780
Selmin Nurcan
Sorbonne Management School - University Paris 1 Panthéon-Sorbonne
Centre de Recherche en Informatique (CRI) France
Selmin.Nurcan@univ-paris1.fr<mailto:Selmin.Nurcan@univ-paris1.fr>
Workshop Program Committee (confirmations pending) Some
invitations are still pending, and more people are expected:
Adriano Augusto, University of Melbourne Jan Bosch, Chalmers
University of Technology Marco Brambilla, Politecnico die Milano
Lars Brehm, Munich University of Applied Science Norbert Gronau,
University of Potsdam Barbara Keller, Munich University of Applied
Sciences Ralf Klamma, RWTH Aachen University Sai Peck Lee,
University of Malaya Michael Möhring, Munich University of Applied
Sciences Mohammad Ehson Rangiha, City University Gustavo Rossi,
LIFIA-F. Informatica. UNLP Flavia Santoro, UERJ Miguel-Angel
Sicilia, University of Alcala Pnina Soffer, University of Haifa
Irene Vanderfeesten, Open University of the Netherlands Moe
Thandar Wynn, Queensland University of Technology Alfred
Zimmermann, Reutlingen University
1 Rainer Schmidt, Rainer Alt, and Selmin Nurcan, “Social
Information Systems,”
in Proceedings of the 52nd Hawaii International Conference on
System Sciences (Hawaii, 2019), 2642–2646, accessed January 26,
2018,
http://scholarspace.manoa.hawaii.edu/handle/10125/50141.
2 T. Eisenmann, G. Parker, and M. W. Van Alstyne, “Strategies for
Two-Sided Markets,” Harvard Business Review 84, no. 10 (2006):
92–101.
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