BPMS2 2019 : Workshop on Social and Human Aspects of Business Process Management (BPMS2’19)
Call For Papers
The 12th Workshop on Social and Human Aspects of
Business Process Management (BPMS2’19)
As part of BPM 2019
17th International Conference on Business Process Management
September 2, 2019 Vienna, Austria
Call for Papers
Deadline for workshop paper submissions: May 31, 2019
The Workshop on Social and Human Aspects of Business Process Management (BPMS2) explores how business process management can benefit from integrating the paradigms of social information systems and social software: weak ties, social production, egalitarianism, and mutual service or by using these paradigms in business processes. In this way, social information systems emerge. Furthermore, the workshop investigates the human aspects introduced into Business Process Management by involving human users. Examples are the use of crowdsourced knowledge and tasks, the need for new user interfaces, e.g. augmented reality and voice bots
Social information systems 1 and social software 2 are spreading quickly in society, organizations and economics. They enable social business3 that has created a multitude of success stories. More and more enterprises use social information systems and social software to improve their business processes and create new business models. They are used both in internal and external business processes. Using social information systems and 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 information systems and software 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 and social software are based on four paradigms: weak ties, social production, egalitarianism and mutual service provisioning.
* Weak ties
Weak-ties 4 are spontaneously established contacts between individuals that create new views and allow combining competencies. Social information systems and social software support the creation of weak ties by supporting to create contacts in impulse between non-predetermined individuals.
* Social Production
Social Production 5 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. Reputation based mechanisms assure quality following an a-posteriori approach.
Egalitarianism is the attitude of handling individuals equally. Social information systems and social software highly rely 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 6 7. Social information systems and social software realize egalitarianism by abolishing hierarchical structures, merging the roles of contributors and consumers and introducing a culture of trust.
* Mutual Service Provisioning
Social information systems and social software overcome 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 8. 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 information systems and 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 information systems and social software interact 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)
- Payoff of social software in the BPM lifecycle (Design, Deployment, Operation, and Evaluation)?
- BPM methods and paradigms to cope with social software
- Influence of weak ties, social production, egalitarianism and mutual service provisioning on BPM methods
- Trust and reputation in business processes management carried through social software
- Influence of weak ties, social production, egalitarianism and mutual service provisioning in the design and management of business processes?
- Integration of social software with WFMS or other business process support systems?
- Conceptual modeling for knowledge intensive and social business processes?
2. Social Business: Social software supporting business processes
- New opportunities offered by social software for the support of business processes
- 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 software 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
- Human aspects of business process management
- Human-centric business processes
- Human resource management in business processes (workloads, skills, preferences, affinities, context, mobility, etc …)
Based on the ten previous successful BPMS2 workshops since 2008, the goal of the BPMS2’19 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 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=bpm2019
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 31, 2019
Notification of Acceptance:
June 28, 2019
Camera-ready papers deadline: July 12, 2019
September 2nd, 2019
Munich University of Applied Sciences
Phone: +49 89 1265 3740
Fax: + 49 89 1265 3780
University Paris 1 Panthéon Sorbonne,
Centre de Recherche en Informatique (CRI)
Workshop Program Committee (confirmations pending)
The following people have accepted to be members of the PC. Some invitations are still pending and more people are expected:
Ilia Bider, IbisSoft AB
Jan Bosch - Intuit, Mountain View, California, USA
Pietro Fraternali, Politecnico di Milano, Dipartimento di Elettronica e Informazione
Rania Khalaf, IBM T.J. Watson Research, Cambridge, USA
Ralf Klamma - Informatik 5, RWTH Aachen, Germany
Sai Peck Lee - University of Malaya, Kuala Lumpur, Malaysia
Gustaf Neumann - Vienna University of Economics and Business Administration, Vienna, Austria
Selmin Nurcan - University Paris 1 Pantheon Sorbonne, France
Andreas Oberweis, Karlsruhe Institute of Technology, Germany
Gil Regev - EPFL & Itecor, Switzerland
Michael Rosemann - Faculty of Information Technology Queensland University of Technology, Australia
Rainer Schmidt - University of Applied Sciences, Aalen, Germany
Miguel-Ángel Sicilia - University of Alcalá, Madrid, Spain
Pnina Soffer - Department of Management Information Systems, University of Haifa, Israel
Markus Strohmaier - Graz University of Technology, Austria
1 R. Schmidt, R. Alt, S. Nurcan. „Social Information Systems“. In Proceedings of the 52nd Hawaii International Conference on System Sciences. Hawaii. Retrieved from http://scholarspace.manoa.hawaii.edu/handle/10125/50141. 2019
2 R. Schmidt and S. Nurcan, “BPM and Social Software,” BPM2008 Workshop Proceedings, Springer–LNCS, Springer, 2008.
3 D. Kiron, D. Palmer, A. N. Phillips, and N. Kruschwitz, „Social Business: What are Companies Really Doing??“, Massachusetts Institute of Technology.
4 Mark Granovetter, “The Strength of Weak Ties,” The American Journal of Sociology 78, no. 6 (1973): 1360–1380.
5 Yochai Benkler, The Wealth of Networks?: How Social Production Transforms Markets and Freedom (Yale University Press, 2006).
6 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.
7 J. Surowiecki, The Wisdom of Crowds, Anchor, 2005.
8 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.