Employment & working conditions

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Synopsis: Employment & working conditions:

and techniques in order to conceive friendly and useful applications that aid humans in their work instead of replacing them

She is also an expert for French and European institutions. The Innovation Biosphere Planet and Brains in the Digital Era Eunika Mercier-Laurent www. iste. co. uk Z (7ib8e8-CBFFGG (EARTH SYSTEM †ENVIRONMENTAL SCIENCES

07030 UK USA www. iste. co. uk www. wiley. com  ISTE Ltd 2015 The rights of Eunika Mercier-Laurent to be identified as the author of this work

85 3. 2. 2. Unemployment paradoxes and quick fixes...87 3. 2. 3. Challenge for France...

Today, the unemployment problem is an issue in Europe, but, essentially, all work that can be described as well-defined processes can be robotized or automated,

sooner or later. The â€oehuman work†is something where we are at our best; collaborative work requires creativity.

This includes both physical and nonphysical work. We are facing a major societal challenge here. For example, which are the new jobs we cannot even imagine yet,

such as lower taxes and employment flexibility to help bypass the â€oedeath Valleyâ€. Innovation concerns all fields;

and stimulate job creation. The Phd students and unemployed people are encouraged to create their companies while the conditions for success are provided not.

and useful applications that can really help humans in their work instead of replacing them and switching off their brains.

such as multidisciplinary research results, the innovation fields, social system, culture and motivations, long-and mid-term economic and Educational innovation Landscape and Fields 5 planning and motivation to work.

This way of doing increases also pollution in developing countries and the unemployment in Europe and other developed countries.

Smart city ambition is offering their inhabitants increased comfort, employment and economic development. The Future Internet focuses on new network architectures and more user-oriented services.

Sweden This provides Facebook center local job creation and impacts the regional economy. Concerning the environmental aspects

offers a virtual onboard presence and sends experts detailed information on system behavior, especially along high-risk sections.

Addiction to cell phones CIS 14, games and social networks is rampant in Generations Y and Z. The workers from Generation Y use three screens.

but the miners, including children, work in very bad conditions. Some of the smartphones†companies, such as Nokia and Sony, are collecting obsolete devices from the users.

all AI techniques will be used to help people in their work and activity, and not to replace them MER 11.

CMS works on an alarm-trigger principle. The alarm signal is transmitted to the central monitoring station;

but it only works in one language; the users need to change the settings each time they change the language.

as well as medical research survey for medical staff. Services such as telemedicine, including distance diagnosis and monitoring,

Christophe Bressot, a researcher at Institut National de l'Environnement Industriel et des Risques (Ineris), works on the impact of nanomaterials:

and many individuals do not have any time to play chef due to a multitude of various promptings in addition to their usual work.

the farmers are paid poorly for their work and they grow farms to produce more despite the quality.

After fast food, the fashion of processed dishes and drives was introduced under the pretext that people work more

a specialist contractor in all mechanical and electrical services and an expert in energy performance.

However, many clothes and bags are produced in Italy by Chinese workers in aim to label them â€oemade in Italyâ€.

The physical work is beneficial for health. The individual doing this work is an older Japanese man

and this activity allows him to be useful, get a salary, move and have contact with nature and other people.

and sometimes it does not work. Related barrier is limited the thinking to a given field,

but it should help us in our work and make life easier without deteriorating our conditions and the environment.

Culture is one of the biggest employers in Europe. We moved from factories to offices.

m-learning (mobile) and e-commerce work is becoming e-work and m-work. The first and second industrial revolution paradigm is no longer valid,

It may involve changes in equipment, human resources, working methods or a combination of theseâ€. Many other definitions can be found on the Internet6,

The employment capacity of the tertiary sector is growing in Europe. Regional authorities in France focus on developing personal services,

/Innovation Ecosystems 57 in the development of innovative SMES8, we propose the addition to disclosure requirements of Corporate Social Responsibility of any company of more than 2, 000 employees a criteria or indicator on behaviour towards innovative SMES,

used to capture opportunities and work in collaboration based on complementarity. Today, companies must innovate not only to survive

The impact of education on employment/entrepreneurship is evaluated not. A little feedback from companies is possible via internship at the condition of willing to take this point into account.

They decide the rules, the amount of taxes, laws for employment, public research system and educational program.

Large companies, members of PÃ'les de Compã titivitã or other initiatives aiming at making work together large and small enterprises,

a human resources strategy that is intended to foster and maintain a positive workplace environment and to encourage cooperation among workers with differing backgrounds.

Related norms (ISO 26000) are complex and require verifying a very long list of conditions.

The aim of Convergence, a French national sponsored applied research project, was to help SMES in integrating the environmental aspects into design.

such as collective experience worldwide, diagnosis, customer satisfaction, security, design, e-commerce, documents or human resources management and others.

an adviser and a box of ideas. Equipped with artificial intelligence techniques, computers can â€oethinkâ€, solve problems,

become experts and accumulate a collective experience, under the condition that we transfer to them the relative knowledge and the necessary reasoning and learning techniques.

Human Ressources Manager Managing human resources, training and layoff Talent miner and optimizer, manager of the Intellectual Capital Marketing Manager Market study and customer relation Opportunity

cheaper workers finder Practitioner of the e-co-innovation culture Financial Estimation of ROI (return on investment) Measuring the capacity to innovate and the of tangible and intangible benefits and values Computer user Planning,

Innovation Ecosystems 75 Sometimes, the innovation policy may not work, in particular when the same system is imposed to a population of a different culture.

Why do not ask the local experts to write such reports? 2. 6. Measuring benefits Despite all the mentioned barriers and paradoxes,

and will be adapted to each case. 2. 7. Trends and future innovation In search of economic growth and job creation,

challenges, such as unemployment and exclusion, depletion of natural resources, pollution and its subsequent serious diseases, organized crime and cyber criminality, terrorism, devitalization of regions and overpopulation in megacities,

as well as unemployment and lack of workforce in the services areas such as tourism, hotels and restaurants, agriculture and others?

youth unemployment has reached dangerous proportions, traffic jams and air pollution are strangling cities, $1†1. 6 trillion is paid in bribes,

84 The Innovation Biosphere †How can the global convergence of ICT work for everyone?

†How can the capacity to decide be improved as the nature of work and institutions changes?

Because youth unemployment is growing, more people have more time to do something about this abuse. Unless these elites open the conversation about the future with the rest of their populations,

making the EU the most competitive economy in the world and reaching full employment before 2010.

The above challenges are expressed in the European Work programs. The innovative solutions are expected from funded researchers and companies.

The priority themes of European 7fp Work program 2013 â€oesocio-Economic sciences and Humanity†were: employment and competitiveness in Knowledge Society, combining social, economic and environmental objectives. â€oeresearch and innovation are key drivers of competitiveness, jobs, sustainable growth and social progress†EUR 12.

Overcoming the crisis remains one of the most important challenges. The ongoing projects 86 The Innovation Biosphere are expected to provide the answers to questions related to growth, employment and competitiveness;

discovering the major trends in the European society and their implications, face social, cultural and educational challenges in an enlarged EU and environmental challenges as well.

Another theme in the same Work program was â€oeresearch for the benefit of SMES€. Both SMES performing research and SMES acquiring research are considered.

and biotechnology as well as space exploration for societal needs, among others. 3. 2. 2. Unemployment paradoxes and quick fixes Growth,

employment and exclusion are related to each other. In reality, many European companies collapse for because of inadequate policies, high taxes, lack of flexibility in the rules for hiring and the lack of orders from large companies and public organizations.

and mobility for work is strengthening. The relocation to Europe creates jobs in various services for expats.

However, the firms in charge of the unemployment survey are playing with numbers †persons on training are removed from the list of jobseekers.

or â€oemaisons d†emploi†(house for employment), are of high cost and remain ineffective. Their information systems are programmed not for effective and relevant matching of offer and demand.

modernized and managed by the motivated staff, paid based on the result. The Europatriates initiative deals with young employment in Europe HAR 12. â€oethe unemployed young people are given opportunities for personal and professional development in a partner country.

A 2†3 year apprenticeship direct placement in one of the partner companies or coaching to establish a company of their own in their respective home countries to further create opportunities for employment in their country of originâ€.

The Europatriates kick-start was on the first European Congress â€oesolutions for Youth unemployment in Europe†which was held at the end of June 2014 in Saarbruecken, Germany.

The best models to help tackle youth unemployment in Europe were supposed to be brought together. â€oethe Congress

and its accompanying fare will provide: concrete solutions against 1 National Agency for employment http://www. pole-emploi. fr. 88 The Innovation Biosphere youth unemployment in Europe†EUR 14.

Once again, they focus on the training while there are a large number of various schools and training centers across the Europe.

They are managed not at the European level. While such opportunities are offered mainly to 18†25 years old,

Figure 3. 1. Youth unemployment in Europe (source: http://www. europatriates. eu/index. php/en/)Jobs creation remains just a desire without providing the appropriate ecosystem and necessary conditions for the development of existing companies and creation of new companies.

and employment The appearance of the first industrial automats and robots in factories and production units has begun the polemical replacement of workers by machines.

as businesses generated more value from their workers, the country as a whole became richer, which fueled more economic activity

but employment suddenly wilts. By 2011, a significant gap appears between the two lines, showing economic growth with no parallel increase in job creation.

Brynjolfsson and Mcafee call it the â€oegreat decouplingâ€. Finally, Brynjolfsson says that he is confident that technology is behind both the healthy growth in productivity and the weak growth in jobs.

The majority of the workforce has to adapt to this to remain relevant. â€oetechnology has disrupted often and even destroyed whole industries and employment sectors.

the mechanization of agriculture vaporized millions of jobs and led workers to eventually move from farms to 90 The Innovation Biosphere factories.

Workers repeatedly adapted by acquiring new skills and migrating to jobs in new industriesâ€. Are workers able to adapt?

According to Ford, computers and machines are increasingly taking on intellectual tasks and, in the long run, all high-end,

as a result, an ever-increasing share of work will become susceptible to automationâ€. Big data will be used to give organizations a competitive advantage in terms of marketing and customer relationships;

One participant plans matching public employment data with those from companies to create a decision support system dedicated to both recruiters and jobseekers.

regional disparities and shortage of staff must be adressed, and the increasingly stringent regulatory framework complied,

IT is supposed to have the biggest potential for job creation. The majority of users are not IT engineers,

Many have elevated an Executive Secretariat/Ministry of Innovation reporting to the President or Prime minister, coupled with Education, Economic Affairs an/or Community Development.

the Appendix on French Policy was elaborated by the UK consultant who gathered available information on the web without checking the real situation in service innovation policy.

and to Member States and regions is a core dimension of our work. We also coordinate the implementation of the Innovation Union actions under the responsibility of General Directory for Enterprise & Industry.

â€oeresource efficient Europe†Employment and skills: â€oean agenda for new skills and jobs†Education: â€oeyouth on the move†Competitiveness:

Inclusive growth aims at raising Europe†s employment rate for women, young people and older workers and in helping people of all ages anticipate

The Commission proposes to launch the necessary work for the development of a new indicator measuring the share of fast-growing innovative companies in the economy.

How can we reform the research system without strikes? Measuring progress is still only a goal

They are adapted not to evaluate the progress in facing the main challenges, such as job creation, employment and economic growth.

3) launching Grand Coalition on Digital Skills and Jobs (in IT) in the face of a critical shortfall of talented ICT experts.

access to capital, removing regulatory barriers, mentoring by business experts and lowering taxes. Access to market is important

Evaluating experts were expected, but, for instance, the European commission practices incremental innovation and the disruptive one is understood not yet by the current evaluation experts.

The science-driven innovation part of the programme supports the growth of new science and technology-based results to be harvested in the other parts of the programme.

and they require mental efforts to work. They believe that innovation can be practiced by many. 112 The Innovation Biosphere There is still much left that needs to be done to establish the appropriate innovation ecosystems in Europe.

In 2012, on demand of new government, Anne Lauvergeon, the former president of AREVA, led a group of experts studying the main ambitions for France to stimulate innovation in companies

and ensure prosperity and employment in the long run. One innovation principle and seven ambitions, mentioned previously (section 3. 2. 3),

scientists, social partners, elected officials and administrations with the aim to elaborate together laws, regulations and administrations with the aim to elaborate together laws,

The ANR Work Program comprises four interlinked components, each with a specific budget and governance:

They are aligned on European strategy †the â€oemajor societal challenges†component of the ANR Work Program takes up the nine challenges,

Moreover, The french ANR works with competitiveness clusters with the aim of making research outcomes more compatible with the activities of business enterprises.

It is urgent to find realistic solutions for unemployment and exclusion. All challenges mentioned in this chapter form a complex system

While local authorities often look for famous experts, they may ignore that they have local people who know the context and capable of dealing with a given challenge.

They need more promotion to let them grow. Contrary to popular beliefs that large companies are sure

or not, should influence growth and job creation from innovation. Among them are the Open Innovation Strategy and Policy Group (OISPG)

and Communication at Stanford university, has the ambition of disrupting unemployment. They try to find a solution for the intersectoral problem of unemployement.

whether such growth will also significantly reduce unemployment...Persistent mismatches between employee skills and job requirements can seriously impede innovative activityâ€.

The United states alone spends $100 billion a year on unemployment benefits. The value of underused people is much bigger.

All people can create value to each other, but how do we connect offer and demand?

There is also the need for a common language facilitating communication between innovation and social/labor experts.

and how does the Internet of things increase personal heath and job creation? 3 http://www. innovationecologies. com/the-regional-innovation-index/.

and experience sharing on fighting unemployment. Another Stanford initiative is the Triple Helix Association5 which connects the same populations and focuses on academic conferences.

It made it clear that this problem should be addressed using an overall approach †communities needed to be provided with greater educational opportunities for the island†s youth to ensure that young adults were qualified for the new jobs that ought to be there (rather than training young people for the existing job market),

and to work in partnership with neighbors to maintain and improve the †auwai (irrigation ditches)

A conventional scientific approach simply does not work. Open Systems science, on the other hand, offers a way to solve a problem in its real-world context,

TOK 10 The way of thinking, methodology and working environment established at Sony CSL optimizes the efficient and effective use of computers by scientists in their efforts to understand the past,

The leaves, flowers and fruits represent the individual lives that the tree nourishes, with the fruits going on to produce seeds that guarantee sustainability and a healthy future.

flowers and leaves provide the ingredients for many traditional medicines, which reflects QF€ s science

Its objective was to deploy convergent Future Internet platforms and services for the promotion of sustainable lifestyles in and across emergent networks of â€oesmart†peripheral cities in Europe

We can only manage know-how and interpretations that subjects (experts, amateurs) communicate by speaking, 140 The Innovation Biosphere showing

job creation and young employment and has addressed other strategic European challenges. OISPG, which mainly focused on technology,

because it is only digital One another case dealing with young unemployment is the European Young Innovators Forum (EYIF),

It is expected that after experiencing the total innovation and conducting some productive work there with their colleagues

they will reuse the learned methods and values in their today†s work. This model was reproduced in Scandinavia due to its deep participatory culture

and several centers were founded in Japan, following a growing pressure to move from â€oeexcellence in Quality†to â€oeexcellence in Innovation†and the need to try more open and less hierarchical forms of work.

academics and consultants) with the aim to improve the concept of FC through design, observation, exploration of its effectiveness and ways of managing it.

Finally, Futur Centers can be defined as special working environments helping participants to break out patterns and routines, see issues from 10 http://cordis. europa. eu/project/rcn/80168 en. html. 11 http://www. fc-alliance. net. 146 The Innovation Biosphere multiple perspectives

it actively works with a wide range of internal and external collaborators, in multiple networking settings.

†multiple perspectives and multidisciplinary work: a center invites people coming from diverse backgrounds and disciplines to participate in the Experimentations and Results 147 work process,

in order to create richer and more robust visions, strategies and solutions. It encourages and supports users to adopt multiple perspectives and many points of view;

†thinking-dreaming-playing-doing work environment: integration of physical, virtual, emotional and mental spaces in order to create rich environments that contribute to effective group and individual processes;

Prototyping is a work tool actively used to make ideas and intentions tangible. The metaphor of a well-constructed house,

The people building block includes the staff of the FC which is one of its critical success factors.

the team is composed of full-time employees of the center. Typically, this in-house team includes five to six team members (director, facilitator, host, content expert, etc..

In other centers, the team is much leaner, and most of the facilitation work is done by experienced external facilitators.

The staff attempts to use the best of participant†s capacities. The diversity of positions and age, internal/external, gives the better results.

The business model bloc deals with finding the right funding and/or sales the results. Based on the specific opportunities that the center identifies,

and work there for a few days †and once they go back to their regular working environment,

†making the organization a more positive workplace. Employees that come to the FC are recharged with new energy;

†greatly helping to remove internal organizational barriers †as this is a â€oeneutral†zone in

the promotion of alternative test methods, the free circulation of substances on the internal market and enhancing competitiveness and innovation.

†promotion and support of innovation; †accelerator camping which hosts 12 start-ups per 6-month season.

but this is not sufficient because of the long history of the mechanical Industrial Model of the distrustful/devaluing and competitive enterprises and veins that work in exactly the opposite direction,

helping people in their work or improving their life conditions. A few may focus on planet protection,

Many of them do need not electric energy to work. The Saudia Aramco World3 magazine provides information on Arab Science.

For example, unexpected mortality of kudus led to the discovery of some proprieties of leaves they absorbed MIN 13.

Flowers follow the Sun fold their leaves if they lack water and feel the geological disturbances such as faults and underground rivers.

In fact, the acacia leaves protected them from eating leaves by emitting gas and generating tannins †the combination of the two killed the kudus MIN 13.

Plants have the ability to protect themselves from dangers (their leaves being eaten) by generating gas

the EU project, explored how the insect eye works in order to develop miniature eyes. It is hoped that an artificial compound eye could be used in areas where panoramic motion detection is primordial.

The lotus leaves are known to be superhydrophobic and self-cleaning due to the waxy low surface energy material and hierarchical roughness of their leaf surfaces.

As a result, lotus leaves always stay clean and photosynthesis is affected never. The self-cleaning effect of a lotus leaf is caused by contamination being attracted to a rolling drop of water on the leaf†s surface.

medicine and other domains but the impact on solving the current challenges such as employment, social inclusion or pollution is weak.

Should we work less? The french reform on reducing working hours to 35 per week was introduced in 2000 with the aim to share work

and reduce unemployment. Unemployment is still high and 35 h/week is exceeded in many companies.

Carlos Slim†s suggestion in 2014 was to reduce the working week to 3 days.

or national program requires a lot of work and time; the selection system should be simplified to open access to funds for innovative SMES

Rifkin is a very good example of using the Internet for his own promotion but in reality, there are people who talk

†work versus pleasure (interesting work; †big data versus world knowledge base. It is time to switch from â€oequick business,

of work, manage our talents better and share experiences, taking more time for inspiring conversations.

and Irreversibly Transforming Employment and the Economy, Lexington: Digital Frontier Press, 2011. BUL 13 BULL GROUP, Corporate social responsibility and sustainable development 2013-2014, Sustainability by and for IT, available at http://www. bull. com/download/bull/Bull csr report 2013-2014 gri4 en

BYM 13 BYMAN D.,Why drones work. The Case for Washington's Weapon Choice, Foreign affairs, Council of Foreign Relations, July-August 2103, available at http://www. foreignaffairs. com/articles/139453/daniel-byman

/why-drones-work. CAB 14 CABILDO DE TENERIFE, Tenerife an island of agriculture biodiversity, available at http://www. tenerife. es/Casa-vino/agrodiversidading. htm

Making Innovation Policy Work. Learning from Experimentation, OECD & The World bank, 2014. DVI 08 DVIR R.,Openfutures †an operating system for future centers, Innovation Ecology, available at http://innovationecology. com/Publications/open-futures. html, 2008.

2009†2011.190 The Innovation Biosphere EUR 12 EUROPEAN COMMISSION, Cooperation, Theme 8 Socioeconomic Sciences and Humanities, Work Programme 2013 (revision), C (2012) 9371

Inclusive, Innovative and Reflective Societies, Horizon 2020 Work Programme 2014-2015, C (2013) December 2013, http://ec. europa. eu/programmes/horizon2020

â€oecould artificial intelligence create an unemployment crisis? â€, Communications of the Association for Computing Machinery (ACM), vol. 56, no. 7, pp 37†39,2013, available at http://cacm. acm. org/.

and techniques in order to conceive friendly and useful applications that aid humans in their work instead of replacing them

She is also an expert for French and European institutions. The Innovation Biosphere Planet and Brains in the Digital Era Eunika Mercier-Laurent www. iste. co. uk Z (7ib8e8-CBFFGG (EARTH SYSTEM †ENVIRONMENTAL SCIENCES

global, European and French perspectives 3. 2. 1. Challenges for Europe 3. 2. 2. Unemployment paradoxes and quick fixes 3. 2. 2. 1. Technological

progress and employment 3. 2. 3. Challenge for France 3. 2. 4. Best practices in matching offer and demand 3. 3. Innovation policy 3

2015933009 Springer Cham Heidelberg New york Dordrecht London#Springer International Publishing Switzerland 2015 This work is subject to copyright.

The first European BPM Round table took place in Eindhoven in 2012 with the objective to broadly exchange knowledge and experience between experts from business, administration, and science.

as well as v the whole team of the Institute of Information systems for their excellent work in preparing the conference and making every guest feel comfortable during their visit at our University.

We would like to cordially thank all contributors for their efforts in bringing their work, experience,

and privilege to work with all the people involved and we hope that a lot of positive developments will emerge from this work.

Vaduz, Liechtenstein Jan vom Brocke Theresa Schmiedel vi Foreword Preface Innovation can be regarded as the idea-to-execution process, i e.,

we can observe that large parts of modern societies are experts in using IT in their daily business.

implementing, and monitoring creative and administrative work to enable overall smooth procedures and to maintain operational excellence.

for example, meanwhile allow for real-time mining of business processes based on the digital traces that single process steps leave or based on text mining possibilities (Guâ nther, Rinderle-Ma, Reichert, Van der

and analytical technologies initiate change in the nature of work and what the implications of intelligent processes are.

They outline how informing employees about strategic corporate goals during workflow execution increases strategic alignment and offers innovative possibilities for the implementation of strategic change.

These work packages (WPS) and their coordination are illustrated in the following Fig. 1 (Manufacturing Academy of Denmark, 2014:

The aim of work package 5 is to provide Danish industries with methodologies and approaches to transform advanced business process technologies into proactive value

Retrieved from http://www. amazon com/Building-Real-time-Enterprise-Executive-Briefing/dp/0471678295 Hugos, M. H. 2009.

, value-stream architecture (Whittle & Myrick, 2004) and a substantial refinement and extension of the â€oethink Service†Act Process†work of Welke (2005.

& analysis Promotions Advertising Customer requirements Market test Property tracking/accounting Assembly Customer self-service Materials procurement Proposal preparation Asset management Customer/product

management Recruitment Budget control Facilities management Organizational learning Returns & depot repair Build to order Financial planning Payroll processing Returns management Call center service Financial

Of the numerous available process model frameworks, we adopt the work by Osterwalder, et al. Osterwalder, Pigneur,

how might we be able to solve more of their problem or complete more of their work?

What must they then do after using it to complete their work or solve their problem?

Alternatively, external providers now do many employee services that were provided once internally, by the organization.

, employee benefits, legal services, small item purchasing, employee travel) fail to adequately solve the employee or employers PTBS.

Work system, value chain, and life cycle. IBM Systems Journal, 47 (1), 71†85.46 R. J. Welke Anthony, R. N. 1965.

How adaptive case management will revolutionize the way that knowledge workers get things done. Tampa, FL:

including knowledge work, transparency, and customer-orientation. Many emerging technologies are being integrated into BPM in order to account for these new aspects.

those that change the way people and organizations work, and those that create more intelligent processes.

different styles of work, such as dynamic, goal-driven knowledge work; collabora-tion with remote and mobile participants, including those outside an organization;

greater transparency and insights into processes for both internal workers and external customers or business partners;

those innovations and technologies that change the way that people and organizations work, and those S. Kemsley(*)Kemsley Design Ltd.,

but is also making inroads with remote and mobile enterprise workers. A healthcare worker working with patients in their homes can gather patient information on a mobile device

removing the need to re-enter data when they return to their office, and receive immediate feedback on potential drug interactions and suggested next steps.

employees from home or remote corporate offices, or business partners and customers from their own 52 S. Kemsley location.

many people, in different locations and with a variety of skills, working together to create content or other work product.

Emerging Technologies in BPM 53 3 The Changing Nature of Work The nature of work is changing:

routine work is becoming highly automated, leaving the complex and unpredictable knowledge work for people.

These knowledge workers apply their skills not just to perform individual tasks assigned to them,

today†s workers expect to be able to configure their own environment to suit their working style,

Furthermore, management experts recognized the benefits of distributing co-creation across the value chain, so that ideas from workers at all levels are captured to provide a more accurate picture.

This led to the development of social business applications that allow for emergent structure and processes rather than imposing predetermined taxonomies and procedures

For example, an internal social network that allows employees to create profile pages can be used for locating others with specific skills

For example, a wiki used to document internal operational procedures can be updated directly by any worker with information on specific areas of the procedures.

Increasingly, these functions are integrated directly into the line of business applications that workers use every day and BPM systems are proving to be an ideal platform for this integration:

social in the flow of work, rather than in an ancillary collaboration application. Social functionality manifests in a number of ways in BPM systems:

and workers from different areas will more easily lend their expertise to projects that bear some similarity to their own.

As well as completing the work more effectively, this captures a record of the collaboration, including who was involved in decision-making on each process instance. •Activity stream user interfaces,

Collaboration has always been present in how work is done: the difference now is that systems now support

making it a measurable contributor to work improvement rather than a hidden factor. 3. 2 Dynamic Processes Dynamic processes allow the worker to modify a process,

dynamic processes can also be created by a worker purely for their own use. In routine work, process models are predefined

and the focus is on making processes more efficient. Each step in a process is automated either or assigned to a person as a specific task,

Conversely, knowledge work is required for non-repeatable processes, where only the goals and general guidelines may be set in advance,

and the worker dynamically decides the tasks required to complete the goals in response to current conditions.

Most organizations have both routine work and knowledge work, often within the same processes. In the spectrum between routine and unpredictable work, a business process may be predefined

but allow the participants to modify the process during execution on Emerging Technologies in BPM 55 a case-by-case basis

management no longer dictates every action that employees take, but everyone is given an appropriate level of control required to complete their tasks.

(and unmonitored) methods if overly-strict management control does not allow knowledge worker flexibility within the line of business systems.

Providing flexibility allows knowledge workers to improve the quality of the work completed, based on their skills and experience.

More flexible work styles can also be challenging to less confident workers, who may not collaborate

This can be overcome by a work environment where creative solutions are rewarded encouraging workers to offer their own ideas.

In many cases, organizations can benefit from collaborate, dynamic business processes, but may have corporate cultures

It may be necessary to shift employee metrics from pure efficiency measures to those that capture contributions to problem-solving and social collaboration,

and change extrinsic incentives and reward systems in order to guide worker behavior. 4 Smarter Processes Improved intelligence in business processes is achieved through the combination of many different technologies,

or to alert a worker to take manual actions. Finally, predictive process analytics can be used to dynamically optimize the process model relative to the process goals.

either through human collaboration and knowledge work, or via automated responses to changing conditions. References Hammer, M. 2010.

Yet, it is still not well researched how companies can harness the various benefits for using social media to better involve both employees and customers in various phases of the business process life cycle.

We here understand SM to be a service that facilitates networking among employees and stakeholders,

Additionally the SM enable locating experts on a particular topic within the organization (Stieglitz, Schallenmuâ ller,

With SM, employees and stakeholders are given much more freedom of choice to collaborate and connect.

(3) enable inclusion of more employees than just a few selected experts in the modeling group.

Typically processes are modeled by a closed group of business analysts, employees and process owners; in our experience often the individuals most in favor of process view

and M. Klun coordination reasons, excluded employees, if not involved at a later stage, can develop negative predispositions towards the process approach (Rosemann, 2006).

but by using SM all employees, not just a handful, are given insight into the model creation.

Employees are involved actively in preparing the process model by contributing the needed data or knowledge,

which enable communication and collaboration among all employees by providing job-specific tools and applications on the intranet IBM-News, 2006).

Obviously, just being given the possibility to use SM for process modeling does not mean employees will indeed do so;

most of the employees have 5%of their work hours explicitly reserved for modeling processes.

Table 1 A framework for classification of SM inclusion in business process life cycle Internal participants External participants Process modeling phase Involving the employees in process modeling Gathering data

or providing feedback on process models from external stakeholders Process execution phase Supporting employees in process execution Outsourcing process activities or providing users†support during execution Process

and feedback on process performance to employees Enabling real time visibility and feedback on process performance to customers or suppliers Process improvement phase Gathering and evaluating ideas for process improvement from employees Gathering

One possible example is employees using Yammer to get advice from colleagues when additional information about a process (or an activity in the process) is required.

All employees have access and contributing rights, the most affluent contributors being ranked as top users.

where companies no longer have employees, but partners, and the goal is not profit, but creating value. 4. 4 Execution Phase for External Participants In the execution phase,

Some companies also include SM in some internal processes, such as recruitment. One way of using SM in the recruitment efforts is for companies to inspect popular sites

such as Facebook, for additional information about the candidate. In such processes SM are applied as an evaluation device,

Further examples of using SM in the recruitment process are connections and referrals through existing employees or other stakeholders. 4. 5 Monitoring Phase for Internal Participants In the monitoring phase,

Employees that are more aware of the processes can have a more holistic view of the workflow and a wider understanding of the interdependency of process activities.

SM allow employees to help improve the processes by contributing their opinions and suggestions for adaptation.

where a large number of improvement suggestions from employees was be gathered, but due to an 68 P. Trkman and M. Klun overwhelming amount and unclear procedures for â€oeprocessing†the ideas, it resulted in little improvement and a very high level of employee dissatisfaction.

By connecting all employees on a common platform, companies can find potential experts who might not have been known to them before

or had participated not previously due to a high information-pass on threshold. Such individuals provide insightful recommendations that can prove valuable in the improvement phase.

Incorporating SM into BPM provides flexibility by enabling communication and collaboration among a widespread net of employees and external stakeholders.

not only lead to some marginal gains in a company†s reputation but to real improvement in business processes as well as employee and stakeholder satisfaction.

How to use social media to tap the collective genius of your customers and employees. Boston, MA:

Why organisational charts don†t work. Retrieved from http://unboss. com/2013/why-organisational-charts-dont-work/Kolind, L,

. & Bøtter, J. 2012). Unboss. JP/Politikens Forlagshus. Koschmider, A.,Song, M, . & Reijers, H. A. 2010).

making employees feel uncomfortable†as their routines can be subject to change anytime. Innovation initiatives have to consider

The process innovation and redesign work was done by means of an iterative approach Movelo prototyped the smartphone solution

, If P & C employees and project members, and external test groups, e g.,, existing customers as well as potential customers.

Or Insurer makes an outbound call to recruit new customer Consumer makes insurance request through †Smartphone App New customers recruitments are made by word-of-mouth, e g. inviting friends, social communities

but also other perspectives such as the data-flow, work distribution, etc.),•to find bottlenecks and understand the factors causing these bottlenecks,

Section 7 discusses related work and Sect. 8 concludes this paper. 2 Process Mining Process mining aims to discover,

Prom is intended for process-mining experts. Non-experts may have difficulties using the tool due to its extensive functionality.

Commercial process-mining tools such as Disco, Perceptive Process Mining, ARIS Process Performance Manager, Celonis Process Mining, QPR Processanalyzer, Fujitsu Interstage

employees are not deleted†they are fired, etc. GL12: Ensure privacy without losing meaningful correlations. Sensitive or private data should be removed as early as possible (i e.,

employees are not deleted†they are fired, etc. Extracting Event Data from Databases to Unleash Process Mining 113 Definition 1 (Unconstrained Class Model) Assume V to be some universe of values (strings

Future work aims at providing support for the semiautomatic creation of event models and further investigating the relation with the redo/transaction logs in concrete systems like Oracle.

and classify†approach allows for the transformation of database updates into events populating process cubes that can be used for a variety of process-mining analyses. 7 Related Work The reader is referred to (Aalst, 2011) for an introduction

We are not aware of any work systematically transforming database updates into event logs. Probably, there are process-mining case-studies using redo/transaction logs from database management systems like Oracle RDBMS, Microsoft SQL SERVER, IBM DB2,

Acknowledgements This work was supported by the Basic Research Program of the National Research University Higher School of economics (HSE) in Moscow.

and executes its work procedures. The connection between process innovation and process management is by no means new.

Solutions to a lack of innovation need to address various aspects of primarily cultural and strategic nature at an organization†s executive and board level (Leavy, 2005), characterizing innovation as an essential multilevel

For example, many innovation workshops involve experts about the field, the product, the method, and so forth, whose opinions are valued typically highly.

whether whatever works in one case or context will actually work in another. This problem is called lack of external validity†we don†t know

Moving to reliable, valid and ultimately credible decisions about innovations through evidence-based decision-making requires an ability to work with data

In turn, project teams are reinforced by experts who expand the overall bandwidth of resources and provide the knowledge needed for innovation. •Unbiased observation:

which are based on collaborative work we have conducted over recent years with organizations in the retail sector in Australia. 6. 1 Positive Deviance Traditionally, process improvement focuses on processes

in that creative staff were finding new solutions for products, display and service, and sometimes†where appro-priate†willingly deviated from the standardized process.

and relaxing regulatory requirements for process execution, empowering bakery staff to make their own decisions.

¢A new forecasting method for promotion planning. Marketing Science, 18 (3), 301†316. Curtis, B. 2005.

and support environments that leave considerable freedom so that process workers can readily deviate from preestablished paths.

At the same time, consistent management of these processes requires workers and process owners to understand the implications of their actions and decisions on the performance of the process.

We present two emerging techniques†deviance mining and predictive moni-toring†that leverage information hidden in business process execution logs

where process workers and analysts continuously receive guidance to achieve more consistent and compliant process outcomes and a higher performance.

as process workers are expected in essence to follow a scripted process that tells them what to do,

so that process workers have the freedom to perform tasks in various ways, at almost any point in time,

However, while these approaches provide flexibility to process workers and allow managers to scope this flexibility,

they do not per se support managers and workers in deciding what to do and when. In this paper, we outline two emerging techniques that complement flexible process management approaches by identifying patterns of activities associated with positive

Predictive monitoring on the other hand produces recommendations for process workers during the execution of a case. These recommendations refer to a specific (uncompleted) case of the process

Business Process Suport System Predictive Monitoring Deviance Mining Business Process Execution Log Business Goals Uncompleted Case Process Worker Process Analyst

Analysis of these rules by business experts revealed characteristic situations where control points in the procurement process were being bypassed

or workers that are associated with positive deviance in a business process. The method assumes that the analyst is interested in understanding positive deviance with respect to a given set of process performance measures.

the method uses the notion of Pareto frontier to identify cases that strike the best tradeoffs between these multiple measures.

and Predictive Monitoring 149 process workers to determine which process workers perform better for different types of activities.

The outcome is a characterization of the best cases of the process with respect to process workers

In a previous work (Maggi et al. 2013), we have put forward a specific framework for predictive monitoring aimed at generating predictions at runtime based on user-defined business goals.

business process support systems are required increasingly to provide process workers with sufficient autonomy to enable continuous adaptation and innovation.

and process workers, helping them to recognize actions and decisions that typically drive a process towards desired outcomes and higher performance.

Acknowledgments This work is supported by ERDF via the Estonian Centre of Excellence in Computer science. References Birukou

Prediction of remaining service execution time using stochastic petri nets with arbitrary firing delays. In Proceedings of international conference on service-oriented computing (ICSOC)( pp. 389†403.

How adaptive case management will revolutionize the way that knowledge workers get things done. Tampa, FL:

Rather the opposite seems to be true as, in these works, the exact development steps are not very detailed or not explicitly described.

Against this background, the present work aims at a contribution to closing the identified gap in research.

The research approach of this work stands in the tradition of German design science oriented research in the modelling of enterprise information systems (Frank, 2006:

Finally, Sect. 6 closes the article with a conclusion and an outlook on future work.

This work is extended an version of Fettke (2014 in particular, different techniques, software tools and application scenarios are described in greater detail in Sects. 3†5. 2 Related Work Several authors describe a procedure model for reference modelling

development (Ahlemann & Gastl, 2007; Becker, Delfmann, Knackstedt, & Kuropka, 2002; Delfmann, 2006; Fettke & Loos, 2004;

However, these works do not provide general inductive methods for the development of reference models.

these works focus mainly on the process control view and do not consider the modelling of business information systems in general.

In addition to the works specific to the development of reference models, various approaches are known that have a certain similarity to the inductive development of reference models, e g. approaches for model comparison (Dijkman, Dumas, Van dongen, Kaâ aâ rik,

Interviews with domain experts or potential model users can give guidance concerning the requirements that the reference model should fulfil. •Literature review:

and Future Work Reference modelling offers several advantages for the practice of enterprise modelling (see also chapters by Becker (2015) and Malinova and Mendling (2015)).

this work presents the possibilities and challenges of an inductive Fig. 4 Architecture of the reference model miner 170 P. Loos et al. approach,

The initial starting point for this ongoing work is the reference model catalogue provided by Fettke & Loos (2002)( rmk. iwi. uni-sb. de/.

Identification of Business Process Models in a Digital World 171 Further needs for future work are mentioned in the following:

large parts of the work have become digital, with complex sociotechnical systems driving the business.

As a result, a process landscape documented by a huge team can easily be heterogeneous enough to make major consolidation efforts necessary before productive work

Individual work results may appear to be of inferior quality and hammered into a framework that does not fit to the case at hand.

assuming that the kind of work they refer to is self-explanatory. Such descriptions should always be avoided.

so that models are easy to work with. Although we also know that modeling expertise can compensate for the negative effects of complexity (Reijers & Mendling, 2011

Non-experts hire experts to create models, yet the non-experts nevertheless need to understand these models.

For this reason, the need to reduce model complexity is even more pressing. To reduce the complexity of a process model,

A huge challenge with variants is that there is danger of redundancy. If you fully embrace the concept of variants (i e.,

and avoiding redundancy (Hallerbach, Bauer, & Reichert, 2010). Another implementa-tion of a similar variants concept is based on Eclipse (Weber, Reichert, Mendling,

187 includes both standardized attributes with predefined domains (working time, IT systems, organizational units, etc. and any kind of free form attribute,

Haraldson & Lind, 2011a, 2011b) using assignment structures as a basis to identify interaction patterns is inspired by the work of Goldkuhl and Roâ stlinger (2002) and adapted to multi-organizational settings.

Founded on a pragmatic conception of business processes, reflecting both transformative and coordinative dimensions of organizational work

Fig. 4 Key values and innovations addressed in future airports as a basis for future work 206 M. Lind and S. Haraldson 3. 7 Innovation 1:

In this way, the measurement system also works as a decision support system and thereby has an advisory function regarding actions to take in the continuous efforts to optimize the door-to-door processes.

but also for ecosystems covering other work practices. In the maritime domain there are similar challenges. In the MONALISA project (www. monalisaproject. eu) information sharing environments are being set up to achieve safer, more efficient,

Reengineering work: Don†t automate, obliterate. Harvard Business Review, 68 (4), 104†112. Hammer, M,

but by all employees of the organization, thus, all those that are directly or indirectly involved in the process execution.

The main objective of the European insurance company is to achieve transparency of its work processes,

in order to create the basis for increasing efficiency †Achieve common understanding over all processes †Enable easier updates of process-relevant information †Use process models as work manuals for employees †Reduce process-related

This is crucial considering that one of the BPM goals of this company is to use the process models as a work manual for employees.

when an employee (new or existing) views the process map, he or she should gain a basic understanding of how the company operates as a whole.

If the employee requires some additional in depth information about a particular process then the process model details from the lower levels of the corresponding process architecture have to be inspected.

Facilitating cross-functional thinking will in return lead to increased employee communication and collaboration. Moreover, a process map is used as a foundation for the subsequent detailed modeling.

which a manager could ensure that employees are aligned with the company†s strategy? This chapter describes a design approach

while employees are guided through the execution of the workflow, they are informed also about the company†s strategic goals and how these affect the execution of their activities.

while employees are guided through the execution of the workflow, they are informed also about the company†s strategic goals and how these affect the execution of their activities.

and an application scenario that illustrates its usefulness. 2 Related Work The concept of line of sight (LOS)( Boswell,

Buller & Mcevoy, 2012) in management research explains that human resources play a considerable part in the achievement of a firm†s strategy.

However, to fully benefit from their human potential, organizations need to ensure that their employees understand their own role in the strategy of the organization.

and performance targets from top managers to employees (Boswell et al.,2006). ) The alignment between business processes and strategic goals has been approached by information systems literature in different ways.

Due to the popularity of the BSC methodology among executives, many packaged solutions offer standard business process models that are mapped already into BSC metrics (Brignall & Ballantine, 2003.

Despite the fact that these works have approached the link between business processes and strategic goals, it can be noticed that current studies do not approach the fact that the strategy of the organization may affect the way business process models are designed

and the way employees execute the processes. According to Lepmets et al. 2012), the literature is lacking studies on how process improvement methodologies can be used to align the goals of a process with the business goals of an organization.

Therefore, the approaches used by related work to connect business processes and strategic goals have been superficial

and strategic requirements and to improve employee understanding of their role in the success of the strategy. 3. 1 Basic Concepts

When employees know the expected outcomes of their activities, they are able to improve their job to meet the expectations of the organization (Buller & Mcevoy,

offering much more automation opportunities for making employees aware of their role in the company†s strategy.

We define strategy awareness as an information system†s capacity to influence users to work towards the strategic priorities of the organization.

not only define how employees should conduct their work, but are used also to inform these employees about the relationship between what they do and

what is needed for the success of the company†s strategy. To explain how this relationship is expressed

Finally, we use the concept of strategic recommendations to inform the employee about the connection between their tasks

This capacity is explored in this work to clarify the relationship between the activities executed by a process participant

and their relevance to the strategy of the organization. 3. 1. 2 Work Products Employees in an organization execute activities to produce some output that is valuable to the company.

Through the products of the employees†work organizations perform their daily operations and implement the actions necessary to meet their strategic objectives.

A work product is defined as the output of a single operation executed by an employee.

To connect the concept of work products to the results-chain, we propose a results-chain model in

which the lowest level is the level of the work products. These work products are

then, connected to the â€oeactions levelâ€, to express the relationship between these and the actions that require their execution to be completed.

it generates a work product Level 1 Level 2 Level 3 Level 4 Fig. 1 Example of the graphical representation of a results-chain Implementing a Digital Strategy through Business Process

the work product concept is useful to describe the relationship between what an employee does

and Recommended Work Products For any given operation executed by the company, strategic requirements may affect the way the employee performs his job.

We call a strategic recommendation any information that helps the user take decisions and perform activities in align-ment with the strategic priorities of the organization.

If the employee finishes an operation generating an output that is in accordance with its strategic recommendations,

then we say that he generated the recommended work product. Decision-making algorithms can be used to compile

Then, the output of their work can be monitored and compared to the recommended work products

in order to measure the fit between an employee†s work and strategic requirements. 3. 2 Architecture SA-BPM differs from regular BPM both at design

and run-time At design time, business process models are decomposed into separate modules according to their strategic purpose.

and strategic recommendations are compiled to inform the user about the strategic requirements of his work.

while another adapter may warn the employee that the order is delayed and should have processing priority to avoid customer complaints.

The information shown to the user includes also the connections between the work products generated by the activity

the employee must take the decision about whether the process is being executed to schedule a delivery with the company†s fleet

the process will finish with the generation of either one of two work products: Analyze pending orders Arrange carrier Need to contract carrier?

At this point, the employee is actually facing a difficult decision. Is it an advantage to the company to contract a carrier?

The decision taken by the employee at this point has a direct impact on the strategic performance of the company.

to determine which is recommended the work product of each process instance. This adapter is implemented in ROSAS

As soon as the employee has gathered this information and input into the system a decision algorithm is employed automatically to determine the recommended path to be followed by the user.

when the employee reaches the decision point in the process flow, the SA-BPM system will display the recommendations computed by the adapter in a textual form,

yes no Fig. 5 Distribution department†s adapter for reducing cost of delivery per product unity Implementing a Digital Strategy through Business Process Management 241 •Recommended work product:

if our company†s truck are used. †•Recommended work product: External carrier contracted to perform shipment Text shown to the user:

because this will reduce the cost of delivery per product unity. †The results-chain that is linked to this activity is illustrated in Fig. 6. The work product contributes to the implementation of the â€oemake use of external transport services†action,

when this reduces the cost of delivery per product unity External carrier contracted Fig. 6 Results-chain linked to the work product â€oeexternal carrier contracted†242 C a. L. Oliveira et al. 5. 2 Finance

The recommended work product here is assigned the â€oetruck to shipment scheduleâ€. After the addition of the Finance†s adapter, the employee that is executing the Shipment Planning process will also be informed that his decision affects the FCF of the organization and that, in certain instances,

what appears to be a good decision from the cost effectiveness perspective has, indeed, other undesirable impacts to the organization.

We propose in our work two main criteria to be taken into consideration when ranking recommendations:

Aligning employees through â€oeline of sightâ€. Business Horizons, 49, 499†509. Brews, P, . & Purohit, D. 2007).

Academy of Management Executive, 18 (4), 44†59. Implementing a Digital Strategy through Business Process Management 245 Flexible Workflows and Compliance:

, approval to pay an invoice given by a supervisor), every change within the workflows should be validated against several management goals and requirements.

While the identification of possible integration points works on a general level, this selection is only a first heuristic.

the prototype implementation also works for any custom Workflow Client imple-mentation. Thus, Kitcom is seen as a promising next step in automating compliance, that is,

and work redundancies with high costs (Hammer & Champy, 2003). Hence, BPR promotes the use of IT to redesign end-to-end business processes from a clean slate (instead of merely automating existing departmental processes) in order to increase organizational performance.

Business process innovation also encompasses new work strategies and the implementation of change, with its technological, human and organizational dimensions.

when external IT consultants suggested generic best practices without really differentiating between organizations (Chang, 2006).

and (2) innovate. •The four digital transformation goals that a digital enterprise must pursue are (1) customer centricity,(2) effective knowledge worker,(3) operational excel-lence,

and human resources, like training and appraisals. They are considered in contemporary maturity models which focus on gradually improving specific business processes (Ahern, Clouse and Turner, 2004;

as well as (3) the use of a process architecture or hierarchy of layered process models to help orient (new) employees or estimate the impact of risks and changes.

Another way to stimulate digital innovations might be to include process performance metrics in the appraisals of all employees (instead of only departmental or individual metrics),

the human resources appraisals and rewards can support a certain way of doing business and the concretization of process-oriented values among business processes.

i e. limited to tools for tracking human resources activities or knowledge sharing databases. 4. 1 Learnings The process capability framework and the underlying maturity models illustrate that BPM can be approached from a technical perspective

etc. •The nontechnical perspective gives a broader interpretation of BPM by also focusing on process roles and responsibilities, human resources rewards, organizational values, organization chart,

other BPM researchers can relate their work to the discussed process capability framework (Fig. 1). For instance,

The Disciplinary Responsibility defines what an employee is supposed to do. This comprises signing legal contracts and issuing the power of attorney whereby Disciplinary Responsibility also bears the risk of possible organizational fault.

In contrast, Process Responsibility defines how an employee is supposed to perform an activity within a business process.

This includes budget fulfillment as well as the leading of employees (e g.,, role assignment to employees, target agreement, personnel development) within the organizational unit.

Roles of the Process Responsibility: •The Process Domain Owner is accountable for the strategic direction of a process domain.

, definition of trainings for process employees, specification of IT tools. •The Process Manager is responsible for cross-unit coordination of a process instance.

Each organizational unit is headed by a Resource Responsible who leads the employees from a disciplinary perspective.

The employees perform the process according to the formal process description issued by the Process Owner,

This maximizes the contact of the Process Manager to the employees and Resource Responsibles of the process instance,

but the contact to employees may also decrease. Due to the clustering of process instances this person can work fulltime as a Process Manager and the profession-alism (i e.,

Similar to Process Review, coordination between Process Domain Owner and Resource Responsibles on senior management level facilitates the alignment of process domain strategy and corporate strategy.

Table 1 Overview of FAR+application Person A •Process owner •Employee within quality management •Head of management system team •Resource

Person C •Process architect •Employee within management system team Person D to P •Process manager •Mainly quality managers of the subsidiaries

resource responsibles of employees perform core roles of the process Table 2 Overview of FAR+communication flows Process coordination •On demand communication between

Finally, the proposal is presented to the senior management and confirmed within the Strategy Review meeting. Based on this proposal

Due to the fact that the approach provides both a top-down as well as a bottom-up procedure, typical challenges like management resistance or staff rejection (Laumer & Eckhardt, 2010;

The process experts (i e.,, process architects and process managers) are involved in every phase of the process lifecycle

and they are connected very well with the employees performing the process. Thus, ideas and claims of the employees can be considered early

and help to improve the process to fit the needs of the business. Furthermore, process improvement is connected closely to corporate strategy by the †process strategy†and †strategy review†communication flows, enabling top management support (Muâ nstermann, Moâ derer,

2012), which are both key success factors to raise employee motivation and avoid rejection on their part.

Due to involvement of process experts and management at different levels, decisions are made at the right level

MIS Quarterly Executive, 11 (1), 25†36. Weill, P, . & Ross, J. W. 2004). IT governance:

Supervisor of the International Laboratory of Process-Aware Information systems of the National Research University in Moscow.

His work is cited highly (highest H-index among European computer scientists, 115 according to Google Scholar. In 2012, he received the doctor honoris causa from Hasselt University, Belgium.

His work has appeared in several journals (e g.,, Communications of the AIS, Information systems Journal, and Business Process Management Journal) and was presented on international conferences (e g.

She is an expert on issues of user acceptance and evaluation of mobile services. Her research interests include social/mobile services, business process management, business-IT alignment, IT Governance, e-government,

Her work focus Business Process Modelling on Multi-Organizational foundations. Sandra has experience from ICT-related transport

Besides her research, she works as an external consultant at Lufthansa Technik AG. Kai Kittel Baur Fulfillment Solutions Gmbh, Germany Kai Kittel is a business process specialist at Baur Fulfillment Solutions Gmbh.

In the Ph d. thesis she will research how to improve employee involvement in business process management (†BPM€

focusing on the conceptual behaviour of employees during BPM projects as well as the possibilities (tools) that increase involvement and collaboration of employees within organizations.

He has worked also as a Consultant for the Inter-American Development Bank and the United nations Development Program on the subjects of strategic monitoring and business intelligence.

His work has received funding in excess of $2 million, from government and several large organizations

Bernd has worked as a consultant for different companies in the area of ERP systems and E-commerce.

After his study he worked as a Business intelligence Consultant at SAP. Since 2012 he coordinates the information systems study at Saarland University

He is sponsored by the German Federal Ministry of Education and Research (BMBF) and currently works on his Ph d. thesis. Peter Trkman University of Ljubljana,

Before entering academia, Amy worked as an IT consultant (i e.,, mainly business and functional analyst) for large e-government projects.

and CEO of the Premier Insurance company of Massachusetts where he served 20 years as a senior executive.

, 257 N Naming conventions, 160, 182†184 Natural language processing, 178 Nature of work, 12,54 Nontechnical, 14,54, 259†272 Nontechnical capabilities, 14,263, 268,272

, 187,232, 236,238, 247†257, 261†263,271, 281,287, 293,300 management, 122,248, 250,253, 261,263, 293 Work product, 53, 234†236,238, 240†243

and Distributed Co-creation 2. 3 Events, Big data and Analytics 3 The Changing Nature of Work 3. 1 Social BPM 3. 2 Dynamic Processes

Relate Process Instances to Processes 7 Related Work 8 Conclusion References Evidence-Based Business Process Management:

of Business Process Models in a Digital World 1 Introduction 2 Related Work 3 Towards a Seven Phase Method for Inductive Reference Modelling 4 Particular Techniques

Scenario 7 Conclusion and Future Work References Part IV: Driving Innovation Through New Generation Process Modeling Designing Process Modeling Tools to Facilitate Semantic Standardization:

Driving Innovation Through Organizational Capabilities Implementing a Digital Strategy through Business Process Management 1 Introduction 2 Related Work 3 Strategy-Aware BPM 3. 1

Basic Concepts 3. 1. 1 Results-Chain 3. 1. 2 Work Products 3. 1. 3 Strategic Recommendations and Recommended Work Products

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