-------- Original-Nachricht -------- Betreff: [WI] Reminder: CFP "Knowledge Management & E-Learning: An International Journal (KM&EL)" Datum: Mon, 5 Mar 2012 16:43:11 +0100 Von: Moormann, Juergen j.moormann@fs.de Antwort an: Moormann, Juergen j.moormann@fs.de An: wi@aifb.uni-karlsruhe.de <'wi@aifb.uni-karlsruhe.de'>
*_First reminder: _* *Call for Papers* ** *
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/Knowledge Management & E-Learning: An International Journal (KM&EL)/
www.kmel-journal.org/ojs/index.php/online-publication
for the Special Issue on
Learning, Teaching, and Disseminating Knowledge
in Business Process Management
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/Guest Editors:/
/Jürgen Moormann, Ph.D./
Professor
Head of ProcessLab
Frankfurt School of Finance & Management
Germany
Email: j.moormann@fs.de
//
/Wasana Bandara, Ph.D./
Senior Lecturer
Faculty of Science and Technology
Queensland University of Technology (QUT)
Australia
Email: w.bandara@qut.edu.au
In recent years, Business Process Management (BPM), a set of structured methods and
technologies for managing business processes, has emerged as a powerful concept used by
organisations across all industries. Designing, measuring, improving, simulating, and
controlling business processes has become the central challenge to improve organisations´
performance and to ensure success in a highly competitive world. As a result, the need for
BPM expertise is increasing with many BPM-related roles emerging, which often requires
new sets of skills. Thus, BPM education has been raised as a perennial topic.
The topic of BPM education has many different facets. For example, the challenges of
converting the ?function-oriented? organisations and its employees to process-oriented
thinkers; effectively training employees to select and use the specific methods and tools for
managing business processes within the different areas of designing, measuring, improving,
simulating, and controlling, and the overall challenges of teaching a complex multidisciplinary
domain like BPM. Furthermore, it is recognised that BPM education is not only
required for those in BPM specific roles in an organisation, but an essential requirement for
employees on all levels including top executives, supervisory board members, workers
associations, and other stakeholders ? to ensure acceptance and support for improvement
initiatives. The required skill sets for BPM capabilities are very diverse and include business
skills, technical skills, and a range of soft-generic-skills such as facilitation, negotiation,
relationship, and change management, and to date there is a lack and a need for a clear body
of BPM knowledge. A further challenge is how to spread BPM-related knowledge to all
levels of an organization to ensure BPM thinking is embedded in all daily actions. Subsequently,
there are many issues awaiting to be examined, studied, and addressed.
This special issue of the KM&EL international journal is dedicated to learning, instructing,
and disseminating knowledge in the field of BPM. In this call, we invite manuscripts that
report empirical studies (both quantitative and qualitative) of investigating issues and
challenges related to BPM education as well as the use or design of tools supporting teaching
efforts. In addition, this special issue welcomes manuscripts discussing conceptual
frameworks or theoretical constructs related to learning, teaching, and disseminating BPM
knowledge.
Recommended topics of interest include, but not limited to:
·Strategies of learning and educating about BPM
·What should be taught under the ?BPM? banner?
·**Curriculum design for BPM training in companies, government, and universities
·Learners? perceptions and their impact on their participation in BPM initiatives
·Learners? motivation in BPM initiatives
·Strategies and tools to facilitate learning in the BPM context
·Role of instructors, coaches, or facilitators in BPM
·Role plays and other tools for teaching purposes in BPM projects
·New approaches to delivering BPM education, including the use of collaborative
tools, Web-based conferencing, and social networking
·**Best practices for incorporating advanced information technology into BPM education
·**Use of advanced technologies such as process simulation for (distance) education
in BPM
·**Constructs and factors influencing the success of learning and educating BPM
knowledge
·**Strategies and tools to facilitate peer interactions, collaboration, and other learning
activities
·Setting up a BPM center of excellence to disseminate BPM know-how
·Building, managing, and sustaining knowledge on BPM
Important Dates
Submission due: 20th July, 2012
Notification of decision: 20th October, 2011
Finalization: 20th November 2012
Publication schedule: Dec 2012 (No. 4, 2012)
Submission Instructions
Manuscripts should be sent by email to one of the Guest Editors (j.moormann@fs.de or
w.bandara@qut.edu.au mailto:w.bandara@qut.edu.au).
Papers must not have been published, accepted for publication, or presently be under
consideration for publication elsewhere. A standard double-blind review process will be used
for selecting papers to be published in this special issue. Authors should follow the
instructions outlined in the KM&EL Journal Website (see URL http://www.kmeljournal.
org/ojs/index.php/online-publication/about/submissions#onlineSubmissions).
Prof. Dr. Jürgen Moormann Frankfurt School of Finance & Management gemeinnützige GmbH Professor für Bankbetriebslehre und Leiter des ProcessLab Sonnemannstraße 9-11 60314 Frankfurt am Main Deutschland / Germany
Tel: +49 (0) 69 154008 - 724 Fax: +49 (0) 69 154008 - 4724
_j.moormann@fs.de_ mailto:j.moormann@fs.de _www.fs.de_ http://www.fs.de/ _www.__processlab_ http://www.processlab.info/_.info_
Geschäftsführung / Management Board: Prof. Dr. Udo Steffens, Ingolf Jungmann Vorsitzender des Stiftungsrates / Head of Foundation Board: Prof. Dr. h.c. Klaus-Peter Müller Registergericht / Registration Court: Amtsgericht Frankfurt am Main - HRB 82018
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