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The 11th Workshop on Social and Human Aspects of
Business Process Management (BPMS2’18)
September 9-14, 2018 Sydney, Australia
Call for Papers
Deadline for workshop paper submissions: June 1st, 2018
Workshop Theme
Social software [1] is a paradigm that is spreading quickly in
society,
organizations and economics. It enables social business [2] that
has created a
multitude of success stories. More and more enterprises use social
software to
improve their business processes and create new business models.
Social
software is used both in internal and external business processes.
Using
social software, the communication with the customer is
increasingly bi-
directional. E.g. companies integrate customers into product
development to
capture ideas for new products and features. Social software also
creates new
possibilities to enhance internal business processes by improving
the exchange
of knowledge and information, to speed up decisions, etc.
Social software is based on four principles: weak ties, social
production,
egalitarianism and mutual service provisioning.
* Weak ties
Weak-ties [3] are spontaneously established contacts between
individuals that
create new views and allow combining competencies. Social software
supports
the creation of weak ties by supporting to create contacts in
impulse between
non-predetermined individuals.
* Social Production
Social Production [4] is the creation of artefacts, by combining
the input
from independent contributors without predetermining the way to do
this. By
this means it is possible to integrate new and innovative
contributions not
identified or planned in advance. Reputation based mechanisms
assure quality
following an a-posteriori approach.
* Egalitarianism
Egalitarianism is the attitude of handling individuals equally.
Social
software highly relies on egalitarianism and therefore strives for
giving all
participants the same rights to contribute. This is done with the
intention to
encourage a maximum of contributors and to get the best solution
fusioning a
high number of contributions, thus enabling the wisdom of the
crowds [5] [6].
Social software realizes egalitarianism by abolishing hierarchical
structures,
merging the roles of contributors and consumers and introducing a
culture of
trust.
* Mutual Service Provisioning
Social software abolishes the separation of the service provider
and consumer
by introducing the idea, that service provisioning is a mutual
process of
service exchange. Thus both service provider and consumer (or
better prosumer)
provide services to one another in order co-create value [7]. This
mutual
service provisioning contrasts to the idea of industrial service
provisioning,
where services are produced in separation from the customer to
achieve scaling
effects.
Up to recent years, the interaction of social software and its
underlying
paradigms with business processes have not been investigated in
depth.
Therefore, the objective of the workshop is to explore how social
software
interacts with business process management, how business process
management
has to change to comply with weak ties, social production,
egalitarianism and
mutual service, and how business processes may profit from these
principles.
The workshop will discuss three topics. Social Business Process
Management,
Social Business and Big Data in Social Business. Social Business
Process
Management is the use of social software to support one or
multiple phases of
the business process life cycle.
1. Social Business Process Management (SBPM)
- Which phases of the BPM lifecycle (Design, Deployment,
Operation, and
Evaluation) can profit the most by social software?
- Do we need new BPM methods and/or paradigms to cope with social
software?
- Is there an influence of weak ties, social production,
egalitarianism and
mutual service provisioning on BPM methods themselves?
- How are trust and reputation established in business processes
using social
software?
- How do weak ties, social production, egalitarianism and mutual
service
provisioning influence the design of business processes?
- How does social software interact with WFMS or other business
process
support systems?
- What is the impact on conceptual models for those categories of
business
processes which are not well-defined?
2. Social Business: Social software supporting business processes
- Which new possibilities for the support of business processes
are created by
social software?
- Are there business processes which require sociality, especially
when they
are not predictable (as production workflows) but collaborative or
ad hoc?
- How can we use Wikis, Blogs etc. to support business processes?
- Which types of social software can be used in which phases of
the BPM
lifecycle?
- What new kinds of business knowledge representation are offered
by social
production?
3. Human Aspects of Business Process Management
- What requirements are created for individuals by participating
in a
multitude of business processes.
- Which concepts and technologies exist to support the individual
in coping
with different external business processes
- Which further human aspects of business process management exist
?
- Human-centric business processes
- Human resource management in business processes
Goal
Based on the ten previous successful BPMS2 workshops since 2008,
the goal of
the BPMS2’18 workshop is to promote the integration of business
process
management with 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 have to
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=bpms2
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)
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:
June 1st, 2018
Notification of Acceptance:
July 1st , 2018
Camera-ready papers deadline: July 21st 2018
Workshop:
September 9-14th, 2018
Primary Contact
Rainer Schmidt
Munich University of Applied Sciences
Rainer.Schmidt@hm.edu
Phone: +49 89 1265 3740
Fax: + 49 89 1265 3780
Selmin Nurcan
University Paris 1 Panthéon Sorbonne,
Centre de Recherche en Informatique (CRI)
France
Selmin.Nurcan@univ-paris1.fr
Phone: +33 53 55 27 13
Fax: + 33 53 55 27 01Workshop Program Committee
The following people have accepted to be members of the PC. Some
invitations
are still pending and more people are expected:
Renata Araujo -Department of Applied Informatics, UNIRIO
Jan Bosch - Intuit, Mountain View, California, USA
Marco Brambilla- Politecnico di Milano
Lars Brehm - Munich University of Applied Science
Claudia Cappelli - UNIRIO
Norbert Gronau - University of Potsdam
Monique Janneck – Lübeck University of Applied Sciences
Ralf Klamma - Informatik 5, RWTH Aachen, Germany
Sai Peck Lee - University of Malaya, Kuala Lumpur, Malaysia
Michael Möhring, Munich University of Applied Sciences
Selmin Nurcan - University Paris 1 Pantheon Sorbonne, France
Mohammad Ehson Rangiha - City University
Gustavo Rossi - LIFIA-F. Informatica. UNLP
Flavia Santoro-NP2Tec / UNIRIO
Rainer Schmidt - University of Applied Sciences, Aalen, Germany
Miguel-Ángel Sicilia - University of Alcalá, Madrid, Spain
Irene Vanderfeesten- Eindhoven University of Technology
Moe Wynn - Queensland University of Technology
1 R. Schmidt and S. Nurcan, “BPM and Social Software,” BPM2008
Workshop
Proceedings, Springer–LNCS, Springer, 2008.
2 D. Kiron, D. Palmer, A. N. Phillips, and N. Kruschwitz, „Social
Business:
What are Companies Really Doing??“, Massachusetts Institute of
Technology.
3 Mark Granovetter, “The Strength of Weak Ties,” The American
Journal of
Sociology 78, no. 6 (1973): 1360–1380.
4 Yochai Benkler, The Wealth of Networks?: How Social Production
Transforms
Markets and Freedom (Yale University Press, 2006).
5 James Surowiecki, The Wisdom of Crowds:?: Why the Many Are
Smarter Than the
Few and How Collective Wisdom Shapes Business, Economies,
Societies and
Nations (Anchor, 2005), accessed August 30, 2008,
http://www.amazon.ca/exec/obidos/redirect?tag=citeulike09-20&path=ASIN/0385721706.
6 J. Surowiecki, The Wisdom of Crowds, Anchor, 2005.
7 S. Vargo, P. Maglio, und M. Akaka, “On value and value
co-creation: A
service systems and service logic perspective,” European
Management Journal,
vol. 26, Juni. 2008, S. 145-152.
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