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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.
Which event happened first?
(2021)
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.
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.
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.
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.
Die Dissertation befasst sich mit der Organisation von humanitären Lufttransporten bei internationalen Katastrophen. Diese Flüge finden immer dann statt, wenn die eigene Hilfeleistungsfähigkeit der von Katastrophen betroffenen Regionen überfordert ist und Hilfe aus dem Ausland angefordert wird. Bei jedem der darauffolgenden Hilfseinsätze stehen Hilfsorganisationen und weitere mit der Katastrophenhilfe beteiligte Akteure erneut vor der Herausforderung, in kürzester Zeit eine logistische Kette aufzubauen, damit die Güter zum richtigen Zeitpunkt in der richtigen Menge am richtigen Ort eintreffen.
Humanitäre Lufttransporte werden in der Regel als Charterflüge organisiert und finden auf langen Strecken zu Zielen statt, die nicht selten abseits der hochfrequentierten Warenströme liegen. Am Markt ist das Angebot für derartige Transportdienstleistungen nicht gesichert verfügbar und unter Umständen müssen Hilfsorganisationen warten bis Kapazitäten mit geeigneten Flugzeugen zur Verfügung stehen. Auch qualitativ sind die Anforderungen von Hilfsorganisationen an die Hilfsgütertransporte höher als im regulären Linientransport.
Im Rahmen der Dissertation wird ein alternatives Organisationsmodell für die Beschaffung und den Betrieb sowie die Finanzierung von humanitären Lufttransporten aufgebaut. Dabei wird die gesicherte Verfügbarkeit von besonders flexibel einsetzbaren Flugzeugen in Betracht gezogen, mit deren Hilfe die Qualität und insbesondere die Planbarkeit der Hilfeleistung verbessert werden könnte.
Ein idealtypisches Modell wird hier durch die Kopplung der Kollektivgütertheorie, die der Finanzwissenschaft zuzuordnen ist, mit der Vertragstheorie als Bestandteil der Neuen Institutionenökonomik erarbeitet.
Empirische Beiträge zur Vertragstheorie bemängeln, dass es bei der Beschaffung von transaktionsspezifischen Investitionsgütern, wie etwa Flugzeugen mit besonderen Eigenschaften, aufgrund von Risiken und Umweltunsicherheiten zu ineffizienten Lösungen zwischen Vertragspartnern kommt. Die vorliegende Dissertation zeigt eine Möglichkeit auf, wie durch Aufbau einer gemeinsamen Informationsbasis ex-ante, also vor Vertragsschluss, Risiken und Umweltunsicherheiten reduziert werden können. Dies geschieht durch eine temporale Erweiterung eines empirischen Modells zur Bestimmung der Organisationsform bei transaktionsspezifischen Investitionsgütern aus der Regulierungsökonomik.
Die Arbeitet leistet darüber hinaus einen Beitrag zur Steigerung der Effizienz in der humanitären Logistik durch die fallspezifische Betrachtung von horizontalen Kooperationen und Professionalisierung der Hilfeleistung im Bereich der humanitären Luftfahrt.
Traditionally, business process management systems only execute and monitor business process instances based on events that originate from the process engine itself or from connected client applications. However, environmental events may also influence business process execution. Recent research shows how the technological improvements in both areas, business process management and complex event processing, can be combined and harmonized. The series of technical reports included in this collection provides insights in that combination with respect to technical feasibility and improvements based on real-world use cases originating from the EU-funded GET Service project – a project targeting transport optimization and green-house gas reduction in the logistics domain. Each report is complemented by a working prototype.
This collection introduces six use cases from the logistics domain. Multiple transports – each being a single process instance – may be affected by the same events at the same point in time because of (partly) using the same transportation route, transportation vehicle or transportation mode (e.g. containers from multiple process instances on the same ship) such that these instances can be (partly) treated as batch. Thus, the first use case shows the influence of events to process instances processed in a batch. The case of sharing the entire route may be, for instance, due to origin from the same business process (e.g. transport three containers, where each is treated as single process instance because of being transported on three trucks) resulting in multi-instance process executions. The second use case shows how to handle monitoring and progress calculation in this context. Crucial to transportation processes are frequent changes of deadlines. The third use case shows how to deal with such frequent process changes in terms of propagating the changes along and beyond the process scope to identify probable deadline violations. While monitoring transport processes, disruptions may be detected which introduce some delay. Use case four shows how to propagate such delay in a non-linear fashion along the process instance to predict the end time of the instance. Non-linearity is crucial in logistics because of buffer times and missed connection on intermodal transports (a one-hour delay may result in a missed ship which is not going every hour). Finally, use cases five and six show the utilization of location-based process monitoring. Use case five enriches transport processes with real-time route and traffic event information to improve monitoring and planning capabilities. Use case six shows the inclusion of spatio-temporal events on the example of unexpected weather events.