@misc{KlugeGronau2018,
  author    = {Kluge, Annette and Gronau, Norbert},
  title     = {Intentional forgetting in organizations},
  series = {Frontiers in psychology},
  volume    = {9},
  journal   = {Frontiers in psychology},
  publisher = {Frontiers Research Foundation},
  address   = {Lausanne},
  issn      = {1664-1078},
  doi       = {10.3389/fpsyg.2018.00051},
  pages     = {17},
  year      = {2018},
  abstract  = {To cope with the already large, and ever increasing, amount of information stored in organizational memory, "forgetting," as an important human memory process, might be transferred to the organizational context. Especially in intentionally planned change processes (e.g., change management), forgetting is an important precondition to impede the recall of obsolete routines and adapt to new strategic objectives accompanied by new organizational routines. We first comprehensively review the literature on the need for organizational forgetting and particularly on accidental vs. intentional forgetting. We discuss the current state of the art of theory and empirical evidence on forgetting from cognitive psychology in order to infer mechanisms applicable to the organizational context. In this respect, we emphasize retrieval theories and the relevance of retrieval cues important for forgetting. Subsequently, we transfer the empirical evidence that the elimination of retrieval cues leads to faster forgetting to the forgetting of organizational routines, as routines are part of organizational memory. We then propose a classification of cues (context, sensory, business process-related cues) that are relevant in the forgetting of routines, and discuss a meta-cue called the "situational strength" cue, which is relevant if cues of an old and a new routine are present simultaneously. Based on the classification as business process-related cues (information, team, task, object cues), we propose mechanisms to accelerate forgetting by eliminating specific cues based on the empirical and theoretical state of the art. We conclude that in intentional organizational change processes, the elimination of cues to accelerate forgetting should be used in change management practices.},
  language  = {en}
}
@article{LadleifWeske2021,
  author    = {Ladleif, Jan and Weske, Mathias},
  title     = {Which event happened first?},
  series = {Frontiers in blockchain},
  volume    = {4},
  journal   = {Frontiers in blockchain},
  publisher = {Frontiers in Blockchain},
  address   = {Lausanne, Schweiz},
  issn      = {2624-7852},
  doi       = {10.3389/fbloc.2021.758169},
  pages     = {1 -- 16},
  year      = {2021},
  abstract  = {First come, first served: Critical choices between alternative actions are often made based on events external to an organization, and reacting promptly to their occurrence can be a major advantage over the competition. In Business Process Management (BPM), such deferred choices can be expressed in process models, and they are an important aspect of process engines. Blockchain-based process execution approaches are no exception to this, but are severely limited by the inherent properties of the platform: The isolated environment prevents direct access to external entities and data, and the non-continual runtime based entirely on atomic transactions impedes the monitoring and detection of events. In this paper we provide an in-depth examination of the semantics of deferred choice, and transfer them to environments such as the blockchain. We introduce and compare several oracle architectures able to satisfy certain requirements, and show that they can be implemented using state-of-the-art blockchain technology.},
  language  = {en}
}
@incollection{ThimGronauHaaseetal.2023,
  author    = {Thim, Christof and Gronau, Norbert and Haase, Jennifer and Grum, Marcus and Sch{\"u}ffler, Arnulf and Roling, Wiebke and Kluge, Annette},
  title     = {Modeling change in business processes},
  series = {Business modeling and software design},
  booktitle = {Business modeling and software design},
  editor    = {Shishkov, Boris},
  publisher = {Springer Nature},
  address   = {Cham},
  isbn      = {978-3-031-36756-4},
  doi       = {10.1007/978-3-031-36757-1_1},
  pages     = {3 -- 17},
  year      = {2023},
  abstract  = {Business processes are regularly modified either to capture requirements from the organization's environment or due to internal optimization and restructuring. Implementing the changes into the individual work routines is aided by change management tools. These tools aim at the acceptance of the process by and empowerment of the process executor. They cover a wide range of general factors and seldom accurately address the changes in task execution and sequence. Furthermore, change is only framed as a learning activity, while most obstacles to change arise from the inability to unlearn or forget behavioural patterns one is acquainted with. Therefore, this paper aims to develop and demonstrate a notation to capture changes in business processes and identify elements that are likely to present obstacles during change. It connects existing research from changes in work routines and psychological insights from unlearning and intentional forgetting to the BPM domain. The results contribute to more transparency in business process models regarding knowledge changes. They provide better means to understand the dynamics and barriers of change processes.},
  language  = {en}
}