BPMS2

International Workshop Series on Business Process Management and Social Software

The 13th Workshop on

Social and Human Aspects of Business Process Management (BPMS2’20)

Call for Papers

Deadline for workshop paper submissions: May 29, 2020


Workshop: September 14, 2020

in conjunction with the BPM Conference, Sevilla, Spain


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 markets[2]. Prominent examples are Tripdadvisor, 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 up 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.


[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.