Welcome to BPMS2 - International Workshop Series on Business Process Management and Social Software

The 7th Workshop on Business Process Management

and Social Software (BPMS2’14)

September 8, 2014, Haifa

in conjunction with the BPM Conference

Call for Papers (PDF)

Deadline June 1st, 2014 June 8, 2014 

Social software [1] is a new paradigm that is spreading quickly in society, organizations and economics. More and more enterprises use social software to improve their business processes and create new business models. Social software provides new interaction patterns that allow to integrate more stakeholders in a broader way and to design business processes in a completely new way. These four patterns are:

  • ·Weak ties
Weak-ties[2] 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[3] 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.

  • Egalitarianism
Egalitarianism is the equal handling of all contributors of a business process. 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[4].

  • Value-Co-Creation
Social software is based on the idea, that value-creation is a mutual process. Thus both service producer and consumer (or better prosumer) cooperate in order co-create value[5].

Applying these four patterns to business processes creates huge chances for the design, implementation and operation of business processes. Social software is used to communicate with the customer increasingly in a bi-directional manner. Companies integrate customers into product development using social software to capture ideas for new products and features. Mass production is more and more replaced by the individualized provisioning of services and products. Thus social software establishes learning relationships with customers and stakeholders. Inside companies, hierarchical structures are more and more dissolved and replaced by a culture of trust. The exchange of knowledge and information is improved. Innovations and decisions are created socially and not by single experts and managers. 
Combining social software and business process management benefits a lot from the recent advances of data processing, subsumed as Big Data. Today large amounts of semi-structured and unstructured data as created by social software can be processed. Based on the analysis of this data, social software is able to influence business process (management) significantly. 

Workshop Goals

The workshop has the goal to investigate the relationship of social software and business process management in three areas.
1. Interaction of social software with business process management
2. Use of social software in business processes.
3. Leverage social software in business process management and business processes using Big Data.

Common Publications

The common effort of workshop participants created two papers: 


Agenda of BPMS2 2014


morning 1st session (chair Rainer Schmidt)






Tagging Model for Enhancing Knowledge Transfer and Usage during Business Process Execution

Reuven Karni and Meira Levy


Classification Framework for Context Data from Business Processes

Michael Möhring, Rainer Schmidt, Ralf Härting, Florian Bär and Alfred Zimmermann


coffee break



morning 2nd session (chair: Michael Möhring)



Business Processes in Connected Communities (position paper)

Nick Russell and Alistair Barros


Social-Software-based Support for Enterprise Architecture Management Processes        

Rainer Schmidt, Alfred Zimmermann, Michael Möhring, Dierk Jugel, Florian Baer and Christian Schweda        


oBPM – An Opportunistic Approach to Business Process Modeling and Execution

David Grünert, Elke Brucker-Kley and Thomas Keller




[1] R. Schmidt and S. Nurcan, “BPM and Social Software,” BPM2008 Workshop Proceedings, Springer–LNCS, Springer, 2008. 

[2] M.S. Granovetter, “The Strength of Weak Ties,” American Journal of Sociology, vol. 78, 1973, S. 1360. 

[3] Y. Benkler, The Wealth of Networks: How Social Production Transforms Markets and Freedom, Yale University Press, 2006. 

[4] J. Surowiecki, The Wisdom of Crowds, Anchor, 2005. 

[5] 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.