BPMS2 2021 : 14th Workshop on Social and Human Aspects of Business Process Management
Call For Papers
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
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.
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:
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.
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).
Deadline for workshop paper submissions:
May 24, 2021
Notification of Acceptance:
June 24, 2021
Camera-ready papers deadline: July 12, 2021
September 6, 2021
Munich University of Applied Sciences
Phone: +49 89 1265 3740
Fax: + 49 89 1265 3780
Sorbonne Management School - University Paris 1 Panthéon-Sorbonne Centre de Recherche en Informatique (CRI) France 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.