Process descriptions as organisational accounting devices: the dual use of workflow technologies
GROUP '01 Proceedings of the 2001 International ACM SIGGROUP Conference on Supporting Group Work
Introduction to the Special Issue on Adaptive WorkflowSystems
Computer Supported Cooperative Work
The Effects of Workflow Systems on Organizations: A Qualitative Study
Business Process Management, Models, Techniques, and Empirical Studies
Augmenting self-controlled work allocation in workflow-management-applications
Proceedings of the HCI International '99 (the 8th International Conference on Human-Computer Interaction) on Human-Computer Interaction: Communication, Cooperation, and Application Design-Volume 2 - Volume 2
The T1-auto inc. production part testing (PPT) process: a workflow automation success story
Annals of cases on information technology
Organizational Management in Workflow Applications – Issues and Perspectives
Information Technology and Management
Workflow from within and without: technology and cooperative work on the print industry shopfloor
ECSCW'95 Proceedings of the fourth conference on European Conference on Computer-Supported Cooperative Work
Work experience in PAIS: concepts, measurements and potentials
CAiSE'12 Proceedings of the 24th international conference on Advanced Information Systems Engineering
Experience breeding in process-aware information systems
CAiSE'13 Proceedings of the 25th international conference on Advanced Information Systems Engineering
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Workflow Management Systems (WfMS's) offer a tremendous potential for organizations. Shorter lead times, less mistakes in work handoffs, and a better insight into process execution are some of the most notable advantages experienced in practice. At the same time, the introduction of these systems on the work floor undoubtedly brings great changes in the way that professionals work. If a WfMS's work coordination is experienced as too rigid or mechanistic, this may negatively affect employees' motivation, performance and satisfaction. In this paper, we propose a set of measures to “tune” functioning workflow systems and minimize such effects. The measures we propose do not require undue cost, time, or organizational changes, as they characteristically lie within the configuration options of a WfMS. We have asked an expert panel to select and validate the 6 most promising measures, which we present in this paper. From our evaluation of three commercial WfMS's, we conclude that it depends on the specific system to what level these general measures can be easily implemented.