Choosing a Sensitive Business Process Modeling Formalism for Knowledge Identification

Hassen, Mariam Ben; Turki, Mohamed; Gargouri, Faïez

doi:10.1016/j.procs.2016.09.272

Cited by 17 publications

(9 citation statements)

References 19 publications

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“…In addition, SBP involves activities that require the achievement, storage, sharing, and (re)use of individual and organizational knowledge, that contains a large amount of very important heterogeneous and sensitive knowledge. The execution of sensitive processes involves a large number of business units that have different experiences and levels of competence [7]. Therefore, a SBP possesses a high degree of dynamism in the realization of its objectives, and high complexity [34].…”

Section: Sensitive Business Processesmentioning

confidence: 99%

“…produce different types of knowledge: First, SBP produces "imperfect individual and collective knowledge (tacit and/or explicit) (i.e., missing, poorly mastered, incomplete, uncertain, etc.) necessary for solving critical, crucial problems" [7]. Further, "a large amount of heterogeneous knowledge stored in various knowledge sources (scattered and sometimes inaccessible)" [7], "expertise and/or rare knowledge held by a very small number of experts; flexible knowledge held by experts" [7], and "very important tacit organizational knowledge (such as competencies, skills, and practical experience)" [7] are produced by SBP.…”

Section: Hassan Et Al (2016) Define Sbps As Activities Thatmentioning

confidence: 99%

“…These nursing processes are immensely important and are the prerequisite for the treatment of a patient. Since these nursing processes represent the main working time of nurses in hospitals, they can be defined as the core supportive processes of hospitals and therefore considered as so called sensitive business processes (SBP), as they are defined as "the heart of the activities of the organization" [7]. In the light of increasing complexity and gaining requirements in healthcare, digitization is very important in the provision of healthcare services and administrative processes.…”

Section: Introductionmentioning

confidence: 99%

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The Fear of Losing Control - What Prevents the Automation of Business Processes in Sensitive Areas

Koch¹,

Vollenberg²,

Plattfaut³

et al. 2022

Proceedings of the Annual Hawaii International Conference on System Sciences

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This article explores the potential barriers and drivers of end-user adoption of robotic process automation (RPA) technology in particularly sensitive process areas. For this purpose, the grounded theory method was used within a health authority to determine which factors influence the intention to use and the benefits of such solutions. RPA enables the automation of repetitive and rule-based processes. The development and usage experiences of the respective employees as users of the technology were recorded and used for conceptualization. These found constructs were then compared with those from the established scientific literature. The results show that the obvious drivers can be described in terms of "transparency" and "explainability" and that these are novelty factors compared to established RPA-specific success factors from the relevant literature.

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Section: Sensitive Business Processesmentioning

confidence: 99%

Section: Hassan Et Al (2016) Define Sbps As Activities Thatmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The Fear of Losing Control - What Prevents the Automation of Business Processes in Sensitive Areas

Koch¹,

Vollenberg²,

Plattfaut³

et al. 2022

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

show abstract

“…From industrial processes to current service processes, automation encountered the "knowledgeintensive economy" [14]. Since a few decades, knowledge is considered as one of the most important competitive advantage for companies [15][16] [17]. The knowledge management (KM) discipline studies "how knowledge is created, developed, retained and applied in the workplace and how it enables organizational learning and innovation" [18].…”

Section: B Knowledge Intensive Processesmentioning

confidence: 99%

Challenges in Knowledge Intensive Process Management

Boissier

Rychkova

Grand

2019

2019 IEEE 23rd International Enterprise Distributed Object Computing Workshop (EDOCW)

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Processes where knowledge is a key characteristic are called knowledge intensive processes (KIP). A successful KIP has to adapt for the situation and to treat each customer's request as unique rather than to follow some predefined sequence of actions. The discipline of Business Process Management (BPM) defines solutions for modeling, development, analysis and improvement of processes with a predefined flow of activities. From the traditional, activity-centered point of view, KIP are challenging to automate, to control and to test for compliance.In this article we present the overview of recent works that address the challenges and explore different ideas, including extension of BPM, theoretical foundations for KIP management and execution support for KIP. We also outline some research perspectives in KIP management and discuss one particular idea that exploits the data-centered point of view on KIP.

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“…Thus, in the KE the management of an organization should lead to the most effective acquisition, storage, distribution and, first and foremost, the creation and use of knowledge, with the aim of creating value and building competitive advantage (Davenport and Prusak, 1998; Davenport, 2015; Wu and Hu, 2018). Consequently, organizations are becoming increasingly conscious of the necessity to formalize and capitalize on the knowledge produced and used by their business processes (BPs) in order to improve their competitive advantage (Ben Hassen et al , 2016), as the more knowledge intensive the resources, the less imitable they are and the greater the opportunities for development they generate (Autio et al , 2000).…”

Section: Introductionmentioning

confidence: 99%

Towards the assessment of business process knowledge intensity – a systematic literature review

Berniak-Woźny

Szelągowski

2021

BPMJ

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PurposeThe aim of the article is to propose an integrated definition of knowledge-intensive business processes (kiBPs) and a model of business process (BP) knowledge intensity and develop holistic criteria and measures for the assessment of BP knowledge intensity.Design/methodology/approachA qualitative systematic literature review (SLR) was carried out as a means of evaluating and interpreting all available research relevant to the research topic, in this case, BP knowledge intensity. The SLR is based on the resources of the ProQuest, Springer Nature and ScienceDirect full-text databases. Regarding inclusion criteria, the authors considered peer-reviewed journals and conference proceedings published in English in the last 10 years. The results were summarized and synthesized narratively.FindingsBased on the review, the authors classified existing knowledge intensity definitions, starting with knowledge-intensive economy or country, sectors and services, through knowledge-intensive organizations, BPs, to tasks. Then, an integrated definition of kiBPs was proposed and the business process knowledge intensity model encompassing three domains developed. Finally, 12 knowledge intensity criteria with measures were proposed.Originality/valueThe major value of this research is that it presents a novel approach to understanding BP knowledge intensity and kiBPs. By creating the BP knowledge intensity model, supplemented by the assessment criteria and measures, the authors contribute to the more effective management of kiBP, help find similarities and differences between various knowledge-intensive processes, as well as provide important implications for their effective management and research.

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Choosing a Sensitive Business Process Modeling Formalism for Knowledge Identification

Cited by 17 publications

References 19 publications

The Fear of Losing Control - What Prevents the Automation of Business Processes in Sensitive Areas

The Fear of Losing Control - What Prevents the Automation of Business Processes in Sensitive Areas

Challenges in Knowledge Intensive Process Management

Towards the assessment of business process knowledge intensity – a systematic literature review

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