Applying Social Technology to Business Process Lifecycle Management

Mathiesen, Paul; Watson, Jason; Bandara, Wasana; Rosemann, Michael

doi:10.1007/978-3-642-28108-2_23

Cited by 17 publications

(8 citation statements)

References 11 publications

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“…First, the studies of social BPM are conducted in a number of 'trial-and-error' attempts [29], which are designoriented with a focus on proposing technical approaches for social BPM. Given the fact that social BPM is a new research area, it is not surprising that most approaches found in the literature survey are focusing on the early stage of BPM lifecycle: the process design and configuration [28] and not on the execution.…”

Section: Discussionmentioning

confidence: 99%

“…In the literature, the use of social media in BPM can bring a number of benefits to organizations as listed in Table 2. [5,6,8,26,28,29] B6: Better coping with incidents [25] B7: Enhancing suggestions for process improvement [5,25,31,32] Individual B8: Reduce learning curves for business users and increase productivity [32] A list of benefits of social BPM ranging from the strategic to the individual was found in the literature survey. We also found that most benefits are deduced from the conceptualization of social BPM or from other literature.…”

Section: Benefits Of Social Bpmmentioning

confidence: 99%

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The Impact of Social Business Process Management on Policy-making in e-Government

Gong

Janssen

2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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Section: Discussionmentioning

confidence: 99%

Section: Benefits Of Social Bpmmentioning

confidence: 99%

The Impact of Social Business Process Management on Policy-making in e-Government

Gong

Janssen

2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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“…Dabbagh and Kitsantas 2012), social technologies integrated in BPM lifecycle support systems (cf. Matthiesen et al 2011), and agility support features (Bruno et al 2011).…”

Section: Process-based Organizational Developmentmentioning

confidence: 91%

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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“…Most BPMS already include social and collaboration features and there is a tendency that they will keep on focusing on such features [15]. Some common Social BPM features include collaborative process modeling, process recommendation, process knowledge management, social media integration (wiki, blog, forum), timeline of process execution, mobile integration, and others [3,15,16,18,19].…”

Section: Social Bpmmentioning

confidence: 99%

A Survey on the use of Social BPM in Practice in Brazilian Organizations

Batista

Magdaleno

Kalinowski

2017

Anais Do Simpósio Brasileiro De Sistemas De Informação (SBSI)

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Social BPM is the combination of Business Process Management (BPM) with social and collaborative techniques for the purpose of exploring collaboration among stakeholders throughout the BPM lifecycle. Its goals are to reduce common problems in BPM by ensuring collaboration and transparency. To the best of our knowledge, there is no information on how Social BPM is being used in organizational environments and on its impacts. This study aims at showing how Brazilian organizations are using Social BPM practices and technologies. Therefore, a survey was conducted with employees from different companies in order to collect data on their usage of BPM collaborative practices. The survey received 31 replies and 3 of the respondents were also interviewed in order to provide depth to their answers and to enhance the overall understanding. The results show that collaboration happens predominantly in design, modeling, and improvement phases. Collaboration still happens mainly without formal planning and without tool support. CCS Concepts• Human-centered computing➝Empirical studies in collaborative and social computing • Applied computing➝Business process management General TermsManagement.

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Applying Social Technology to Business Process Lifecycle Management

Cited by 17 publications

References 11 publications

The Impact of Social Business Process Management on Policy-making in e-Government

The Impact of Social Business Process Management on Policy-making in e-Government

S-BPM’s Industrial Capabilities

A Survey on the use of Social BPM in Practice in Brazilian Organizations

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