A role model-based approach for modelling collaborative processes. Issue 4 (1st July 2014)

• Record Type: Journal Article
• Authors: Bögel, Stephan; Stieglitz, Stefan; Meske, Christian
• Editors: Thomas Kohlborn, Dr Oliver Mueller, Professor Jens Poeppelbuss and Dr Maximilian Roeglinger, Dr
• Is Part Of: Business process management journal. Volume 20:Issue 4(2014)
• Page Start: 598
• Page End: 614
• Publication Date: 2014-07-01
• Subjects: Knowledge -- Social media -- Challenge -- BPM -- Social business process modelling -- Subject-oriented business process modelling -- Role model -- Conceptual modelling -- Collaborative process -- intensive process -- ad-hoc process; Industrial management -- Periodicals; Reengineering (Management) -- Periodicals; Total quality management -- Periodicals; 658.4063
• DOI: 10.1108/BPMJ-07-2013-0094
• Languages: English
• ISSNs: 1463-7154

Abstract

Abstract : Purpose: – The purpose of this paper is to introduce a novel role model-based approach for modelling collaborative business processes. The authors present an architecture for subject-oriented business process modelling relying on the role concept and the demonstration of collaboration patterns expressed by role models. Design/methodology/approach: – The authors present a literature review and they identify requirements for collaborative business process modelling. Moreover, roles are introduced as the enabling concept for collaborative business process modelling. The concept of roles offers a dynamic type aspect as a linking element to business process modelling as well as the ability to model collaboration aspects as they are central elements of social software. Findings: – The authors propose a role-based approach to use the potential of social media for business process modelling of collaborative processes. The approach helps to overcome traditional business process modelling drawbacks like "model-reality divide" and "lost innovations." Research limitations/implications: – The proposed approach and derived prototype architecture have not been tested yet and therefore still need to be empirically proved and verified. However, the conceptual work will help other researchers as well as practitioners to further elaborate the model and to develop prototypes. Practical implications: – The paper includes implications for the improvement of business process modelling in team-based and knowledge-centric organizations, which strive for an optimization of collaboration management. Originality/value: – This work is the first to introduce a role model-based approach to overcome traditional drawbacks of business process modelling.