A modelling method for the development of groupware applications as socio-technical systems

Herrmann, Thomas; Hoffmann, Marcel; Kunau, Gabriele; Loser, Kai-Uwe

doi:10.1080/01449290310001644840

Cited by 56 publications

(42 citation statements)

References 28 publications

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“…It should be minimal, in the sense that it requires minimal cognitive effort to understand and communicate the represented information-organizational design is a good deal negotiating (cf. [22]). …”

Section: Introductionmentioning

confidence: 99%

Whom to talk to? A stakeholder perspective on business process development

Fleischmann¹,

Stary

2011

Univ Access Inf Soc

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Although many organizations operate in a process-driven way, few members are skilled in specifying and developing business processes-a skill that has become crucial for organization development, in particular to establish agile enterprises. This paper shows, on the basis of natural language constructs (subject, predicate, object) and communication patterns between actors (subjects), how individual members of an organization could contribute to coherent and intelligible process specifications. A language and tool supporting Subject-oriented Business Process Management (S-BPM) are introduced, allowing organizations to cope with strategic and operational challenges dynamically. As many organizations already work with BPM concepts and technologies, existing approaches to process modelling are also revisited with respect to representing natural language constructs and standard sentence syntax. Since most of them refer either to subjects, predicates, objects or to a respective combination, a roadmap can be developed for enriching existing modelling approaches. In doing so, organizations can benefit from stakeholder inputs for effective business process engineering re-using existing specifications.

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Section: Introductionmentioning

confidence: 99%

Whom to talk to? A stakeholder perspective on business process development

Fleischmann¹,

Stary

2011

Univ Access Inf Soc

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“…Influenced by the interdisciplinary research fields of human-computer interaction and computer-supported cooperative work (e.g., Herrmann et al 2004;Millen 2000), an ethnographically informed method was adopted to construct adequate understanding of the working environment, discover exceptional and beneficial user behavior and provide additional insights into social and organizational phenomena.…”

Section: Methodsmentioning

confidence: 99%

Toward quantifying metrics for rail-system resilience: identification and analysis of performance weak resilience signals

2015

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This paper aims to enhance tangibility of the resilience engineering concept by facilitating understanding and operationalization of weak resilience signals (WRSs) in the rail sector. Within complex socio-technical systems, accidents can be seen as unwanted outcomes emerging from uncontrolled sources of entropy (functional resonance). Various theoretical models exist to determine the variability of system interactions, the resilience state and the organization's intrinsic abilities to reorganize and manage their functioning and adaptive capacity to cope with unexpected and unforeseen disruptions. However, operationalizing and measuring concrete and reliable manifestations of resilience and assessing their impact at a system level have proved to be a challenge. A multimethod, ethnographic observation and resilience questionnaire, were used to determine resilience baseline conditions at an operational rail traffic control post. This paper describes the development, implementation and initial validation of WRSs identified and modeled around a 'performance system boundary.' In addition, a WRS analysis function is introduced to interpret underlying factors of the performance WRSs and serves as a method to reveal potential sources of future resonance that could comprise system resilience. Results indicate that performance WRSs can successfully be implemented to accentuate relative deviations from resilience baseline conditions. A WRS analysis function can help to interpret these divergences and could be used to reveal (creeping) change processes and unnoticed initiating events that facilitate emergence that degrades rail-system resilience. Establishing relevant change signals in advance can contribute to anticipation and awareness, enhance organizational learning and stimulate resilient courses of action and adaptive behavior that ensures rail operation reliability.

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“…As indicated also above, openness for content generation and sharing seems to be crucial for stakeholder-driven organizational development: "Incremental innovations and organizational learning processes are of growing importance for the competitiveness of firms" (Strambach 2001, p. 56). For flexible operation, stakeholders have to work on their work processes (Herrmann 2000;Herrmann et al 2004), rather than being qualified to adapt (cf. Pütz and Lüger 2003).…”

Section: Process-based Organizational Developmentmentioning

confidence: 99%

S-BPM’s Industrial Capabilities

Neubauer

Stary

Kannengiesser³

et al. 2016

S-BPM in the Production Industry

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S-BPM targets Business Process Management and has been applied in various business domains to model business processes and implement workflow support. This chapter investigates S-BPM's capabilities to support workplace and process design as well as process execution in production companies. Thereby, industrial capabilities of S-BPM are structured along the three dimensions of socio-technical systems which need to be considered for Industry 4.0 developments. Technological capabilities address the ability to integrate processes on different automation levels (planning, monitoring, real-time execution, etc.). Organizational capabilities discuss the potential of subject orientation for organizational development, and human capability development investigates how humans in production companies could be supported when involving them in workplace (re)design.

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A modelling method for the development of groupware applications as socio-technical systems

Cited by 56 publications

References 28 publications

Whom to talk to? A stakeholder perspective on business process development

Whom to talk to? A stakeholder perspective on business process development

Toward quantifying metrics for rail-system resilience: identification and analysis of performance weak resilience signals

S-BPM’s Industrial Capabilities

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