[AISWorld] for Seweryn

[Jo Ann Brooks]

On Thu, Jan 25, 2024 at 12:26 PM <aisworld-request at lists.aisnet.org> wrote:

> Send AISWorld mailing list submissions to
>         aisworld at lists.aisnet.org
>
> To subscribe or unsubscribe via the World Wide Web, visit
>         http://lists.aisnet.org/mailman/listinfo/aisworld_lists.aisnet.org
> or, via email, send a message with subject or body 'help' to
>         aisworld-request at lists.aisnet.org
>
> You can reach the person managing the list at
>         aisworld-owner at lists.aisnet.org
>
> [...]
>
> Message: 13
> Date: Thu, 25 Jan 2024 15:46:12 +0000
> From: Rainer Schmidt <rainer.schmidt at live.com>
> To: "aisworld at lists.aisnet.org" <aisworld at lists.aisnet.org>
> Subject: [AISWorld] CfP  The 17th Workshop on Social and Human Aspects
>         of Business Process Management (BPMS2?24)
> Message-ID:
>         <
> PAXPR08MB75996AA98A21D9694AEDA434E27A2 at PAXPR08MB7599.eurprd08.prod.outlook.com
> >
>
> Content-Type: text/plain; charset="Windows-1252"
>
> The 17th Workshop on Social and Human Aspects of Business Process
> Management (BPMS2?24)
> As part of BPM 2024,
>
> 1 September 2024, Krakow, Poland
>
> Call for Papers
>
> Deadline for workshop paper submissions: June 7, 2024
>
> Workshop Theme
> The social and human aspects of Business Process Management (BPM) refer to
> the consideration of people within the framework of BPM practices. This
> encompasses how individuals interact with each other within business
> processes, how they are affected by those processes, and how their behavior
> and social interactions influence the design, management, and improvement
> of business processes. Here are a few key points:
>
> Human-Centric BPM:
> At its core, BPM involves people. While processes can be automated, it's
> essential to design them with the users in mind, ensuring they are
> intuitive, efficient, and improve the work experience. This might involve
> ergonomic considerations, user experience design, and the reduction of
> cognitive load. AI-based assistants like ChatGPT and Alexa offer intuitive
> conversational interfaces, simplifying human interaction with business
> processes. The declarative interface of these assistants allows users to
> state outcomes rather than processes, placing the complexity of business
> process execution on AI, not the user. AI-based assistants consolidate
> multiple services and information sources to fulfil diverse user requests
> efficiently. AI assistants personalize interactions and adapt to user
> preferences, enhancing satisfaction and engagement.
>
> Social Interactions and Platforms
> Processes often require collaboration and communication between different
> stakeholders. Understanding the dynamics of these social interactions can
> help in designing processes that facilitate better teamwork, information
> exchange, and decision-making. Platforms, particularly social platforms,
> play a pivotal role in enabling these interactions by fostering
> environments ripe for value creation. They catalyze weak ties, which
> connect participants in a flexible, dynamic manner, facilitating the flow
> of information and innovation across the network. This can result in the
> organic, bottom-up definition of business processes, as opposed to rigid,
> top-down approaches.
> Social production, encouraged by these platforms, allows for collective
> content creation and problem-solving, harnessing the diverse strengths and
> insights of a wide user base. It empowers individuals to contribute to the
> process design, leading to more robust and widely accepted processes.
> Additionally, the egalitarian nature of social platforms democratizes
> decision-making. Decisions can emerge from the collective rather than being
> handed down from a central authority, which can lead to more equitable and
> effective process outcomes.The incorporation of these value-creating
> interactions opens new avenues for process design, bringing forth a more
> adaptable and innovative approach to BPM. It also signifies a shift in the
> involvement of human beings in BPM, moving towards more participatory,
> inclusive, and collaborative roles. This evolution reflects a broader trend
> in organizational design, where processes are becoming more human-centric
> and aligned with the principles of social business.
>
> Organizational Culture
> The adoption of new processes or the transformation of existing ones often
> requires changes in the organizational culture. Addressing human aspects
> involves managing the change process, including training, support, and
> addressing resistance to change. Effective BPM requires strong leadership
> and engagement at all levels of the organization. Leaders must understand
> the social dynamics of their teams to foster a culture that supports
> continuous process improvement. Understanding what motivates employees and
> designing processes that align with these motivators can improve job
> satisfaction and performance. This includes considering incentives and
> rewards systems. As processes evolve, so must the skills of the people who
> execute them. A focus on training, personal development, and knowledge
> management is crucial.
>
> Ethical Considerations, Diversity and Inclusion
> BPM must be guided by ethical principles, ensuring that processes are
> fair, transparent, and do not exploit or discriminate against any group of
> people. Processes should be designed to be inclusive, considering the needs
> of a diverse workforce and customer base. The natural interaction with
> digital assistants makes business processes more accessible to all users,
> promoting inclusivity.
>
> Human-Centric BPM Design: Exploring ergonomic considerations, user
> experience, and cognitive load reduction in process automation.
> AI in BPM: The role of AI-based assistants in simplifying interactions and
> personalizing user experience within BPM.
> Social Interaction in BPM: Analyzing how social dynamics influence process
> design for improved teamwork and decision-making.
> Platform-Facilitated Collaboration: The impact of social platforms on
> creating flexible, dynamic networks for BPM.
> Social Production and Process Design: Investigating collective content
> creation and bottom-up process definition through participatory platforms.
> Democratic Process Management: The effects of egalitarian decision-making
> in BPM facilitated by social platforms.
> Organizational Culture and Change Management: Strategies for managing
> cultural transformation in the context of BPM.
> Leadership and Engagement: The role of leadership in fostering a culture
> supportive of BPM and continuous improvement.
> Employee Motivation in BPM: How incentives and rewards systems can align
> with BPM to improve job satisfaction and performance.
> Skills Development in BPM: Addressing the evolving training and
> development needs within BPM practice.
> Ethical BPM Practices: Ensuring fairness, transparency, and
> non-discrimination in BPM.
> Diversity and Inclusion in BPM: Designing inclusive BPM practices that
> cater to diverse workforces and customer bases.
>
> Workshop paper format
> Position papers of up to 2500 words are sought. Position papers that raise
> relevant questions, or describe successful or unsuccessful practice, or
> describe experience will all be welcome. Position papers will be assigned a
> 20-minute presentation. Short papers of up to 1000 words can also be
> submitted and will be assigned a 10-minute presentation. Short papers will
> be published in separate CEUR proceedings.
>
> Submission
> Prospective authors are invited to submit papers for presentation in any
> of the areas listed above. Only papers in English will be accepted. The
> length of full papers must not exceed 12 pages (There is no possibility to
> buy additional pages). Position papers and tool reports should be no longer
> than 6 pages. Papers should be submitted in the new LNBIP format (
> http://www.springer.com/computer/lncs?SGWID=0-164-7-487211-0). Papers
> must present original research contributions not concurrently submitted
> elsewhere. The title page must contain a short abstract, a classification
> of the topics covered, preferably using the list of topics above, and an
> indication of the submission category (regular paper/position paper/tool
> report).
>
> Please use Easychair for submitting your paper:
> https://www.easychair.org/conferences/submissions?a=32035953
>
> The paper selection will be based on the relevance of a paper to the main
> topics, as well as upon its quality and potential to generate relevant
> discussion. All the workshop papers will be published by Springer as a
> post-proceeding volume (to be sent around 4 months after the workshop) in
> their Lecture Notes in Business Information Processing (LNBIP) series.
> Activities
>
> All papers will be published on workshop wiki (www.bpms2.org) before the
> workshop, so that everybody can learn about the problems that are important
> for other participants. A blog will be used to encourage and support
> discussions. The workshop will consist of long and short paper
> presentations, brainstorming sessions and discussions. The workshop report
> will be created collaboratively using a wiki. A special issue over all
> workshops will be published in a journal (decision in progress).
>
> Important dates
>
> Deadline for workshop paper submissions:
> June 7, 2024
>
> Notification of Acceptance:
> July 5, 2024
>
> Camera-ready papers deadline:
> July 19, 2024
>
> Workshop:
> September 1, 2024
>
>
> Primary Contact
> Rainer Schmidt
> Munich University of Applied Sciences
> Rainer.Schmidt at hm.edu
> Phone:  +49 89 1265 3740
> Fax:     + 49 89 1265 3780
>
> Selmin Nurcan
> Sorbonne Management School - University Paris 1
> Panth?on-Sorbonne
> Centre de Recherche en Informatique (CRI)
> France
> Selmin.Nurcan at univ-paris1.fr
>
> Workshop Program Committee
> Some invitations are still pending, and more people are expected:
>
> Adriano Augusto, University of Melbourne
> Marco Brambilla, Politecnico die Milano
> Lars Brehm, Munich University of Applied Science
> Norbert Gronau, University of Potsdam
> Barbara Keller, Munich University of Applied Sciences
> Kathrin Kirchner, Technical University of Denmark, Denmark
> Ralf Klamma, RWTH Aachen University
> Michael M?hring, Munich University of Applied Sciences
> Mohammad Ehson Rangiha, City University
> Gustavo Rossi, LIFIA-F. Informatica. UNLP
> Flavia Santoro, UERJ
> Miguel-Angel Sicilia, University of Alcala
> Pnina Soffer, University of Haifa
> Johannes Tenschert, FAU, Erlangen, Germany
> Irene Vanderfeesten, Open University of the Netherlands
> Moe Thandar Wynn, Queensland University of Technology
> Alfred Zimmermann, Reutlingen University
> ------------------------------
> Subject: Digest Footer
> _______________________________________________
> AISWorld mailing list
> AISWorld at lists.aisnet.org
> ------------------------------
> End of AISWorld Digest, Vol 4175, Issue 1
> *****************************************
>