An Interactional View of Context in Business Processes

Kannengiesser, Udo; Totter, Alexandra; Bonaldi, David

doi:10.1007/978-3-319-06191-7_3

Cited by 6 publications

(6 citation statements)

References 15 publications

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“…In a broad perspective, this problem resonates with a long tradition of research about the relationships between the social and technological facets of organizations, which we can find in preeminent theories developed in the social sciences such as actor-network theory [13], situated action [46] and frames theory [32]. It also resonates with notable research in computer science, which has been developing techniques to increase system flexibility [37], coordination [12] and context support [22,23].…”

Section: Introductionmentioning

confidence: 85%

“…2, organizations move away from bureaucracy, adhocracy and chaos towards flexible organizations by removing constraints imposed by model and context; and then evolve towards knowledge organizations by fully integrating model and context. As suggested by research, contemporary organizations are compelled to take this journey because they are facing more interactive and dynamic business environments [22,23,33,39]. The integration of model-based and context-based behaviors can be either static or dynamic [22].…”

Section: Research Frameworkmentioning

confidence: 99%

“…Examples include models that use context variables such as location, time and resources [41]. Dynamic integration considers the interactional [23] and performative [22] facets of the process. The interactional facet recognizes that actions performed by actors involved in business activities can cause opportunistic contextual changes, while the performative facet addresses issues such as local availability of time, effort and expertise, which can only be committed at the exact time they are required [38].…”

Section: Research Frameworkmentioning

confidence: 99%

See 2 more Smart Citations

Method for Eliciting and Analyzing Business Processes Based on Storytelling Theory

Antunes¹,

Pino²,

Tate³

2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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In this paper we suggest that storytelling theory can be used to analyze business processes in two behavioral dimensions, model and context, which concern predefined and improvised behavior, respectively. We develop a method to elicit stories about business processes from process participants. By applying the method in two cases, we provide some evidence on what type of analysis can be done and how it can impact the design of business processes. This research contributes with an innovative method to analyze integrated context/model behavior in business processes.

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Section: Introductionmentioning

confidence: 85%

Section: Research Frameworkmentioning

confidence: 99%

Section: Research Frameworkmentioning

confidence: 99%

See 1 more Smart Citation

Method for Eliciting and Analyzing Business Processes Based on Storytelling Theory

Antunes¹,

Pino²,

Tate³

2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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show abstract

“…Based on Dourish (2004), Kannengiesser et al (2014) define interactional context as "a process that generates subjective views of a workplace. The workplace is the environment a process participant interacts with; it can include the technophysical environment (tools, business objects, physical layout, etc.)…”

Section: The Vital Role Of Humans In Production Industriesmentioning

confidence: 99%

Industrial Challenges

Stary

Neubauer

2016

S-BPM in the Production Industry

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Recently, the German "Industry 4.0" initiative gained momentum, and sketches a vision for future production industries. This chapter reviews industrial challenges in the area of "Industry 4.0". The findings are structured along the fundamental understanding of production companies as socio-technical systems. Socio-technical systems consist of three important aspects-(i) human, (ii) organizational structures and technology-and, most importantly their mutual relations, and thus, the interdependencies of these aspects. The review reveals that humans need to remain a vital element of future production and need to drive organizational development efforts and continuous workplace improvement. Organizational structures are challenged by changing business models of production companies. Enabling organizational change requires an open organizational culture (e.g., in terms of digital readiness), learning support and digital literacy of all involved stakeholders. In order to create value from Industry 4.0 developments, still technical challenges, in particular vertical and horizontal process integration need be resolved. IntroductionToday's industry needs to survive in a volatile environment. Changing customer demands, high degree of product individualization, increasing digitalization and system integration, effective and efficient manufacturing operations to meet high quality at low cost, well-being of employees, etc., are just some factors that challenge daily work in industry. In general, an industry refers to the production of certain goods or services within an economy (e.g., automotive industry in Germany). Different Industry classification systems like the ISIC (2008), NAICS (2012) or NACE exist that organize companies with respect to production processes or similar products. (cf. https://en.wikipedia.org/wiki/Industry_classification). According to the NAICS (2012) Manufacturing "comprises establishments primarily engaged in the chemical, mechanical or physical transformation of materials or substances into new products. These products may be finished, in the sense that they are ready to be used or consumed, or semi-finished, in the sense of becoming a raw material for an establishment to use in further manufacturing. Related activities, such as the assembly of the component parts of manufactured goods; the blending of materials; and the finishing of manufactured products by dyeing, heat-treating, plating and similar operations are also treated as manufacturing activities. Manufacturing establishments are known by a variety of trade designations, such as plants, factories or mills". Compared to the definition of manufacturing, the understanding of "Production" is more generic in terms of any conversion from input to output. This also includes intangible products like the delivery of services in areas as government and health care or even knowledge production.In this book, production companies are understood as complex, socio-technical systems of people, processes and machines that flexibly interact within ...

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“…This allows gathering ongoing experience about the people's work, how processes are managed and systems are used, rather than relying on abstract information. While contextual observation or inquiry aims at capturing the workers' subjective views of their context (Kannengiesser et al 2014), this method uses an external consultant who observes and asks questions related to the reasoning behind some of their actions. The consultant documents these observations using notes, sketches and sometimes photos to facilitate the identification and documentation of problems or "disturbances" from the perspective of the worker.…”

Section: Designing Industrial Workplaces In a Subject-oriented Waymentioning

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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An Interactional View of Context in Business Processes

Cited by 6 publications

References 15 publications

Method for Eliciting and Analyzing Business Processes Based on Storytelling Theory

Method for Eliciting and Analyzing Business Processes Based on Storytelling Theory

Industrial Challenges

S-BPM’s Industrial Capabilities

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