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This research work aims to expose the detailed construction of a framework for translation between Business Process Modeling and Notation (BPMN) and a citizen process language, named GERAL, so that BPMN and modeling non-experts can publicize their procedural information in an understandable and quality manner. The artifact is built in detail through epistemological rigor derived from empirical evidence and best practices related to the topic of understanding business processes, both based on well-established literature on the subject.

In the case of research involving the construction of an artifact, the design science research (DSR) methodology was used to conduct engineering with an emphasis on the scientific method; for evaluation, the authors used the case study methodology. Data collection is based on documentation analysis, questionnaire, interview and observation. The authors also use references associating DSR with case studies, for greater contextual rigor of the research.

This work presents findings and contributions, both new and also reinforcing others already present (1) use of the principles of Citizen/Plain Language improve instructional communication related to process modeling; (2) the citizen process language GERAL itself; (3) the BPMN pra GERAL guide for process translation; (4) qualitative findings from the observation of the use of the artifact in a real case, with non-experts and (5) a well-founded instance of building a notation with an emphasis on understanding, which can be replicated in other cases.

Future perspectives for conducting the research are presented. As a qualitative research instantiated involving a subjective construct, such as understanding, generalization is partially limited and should be interpreted as a transferability criterion. The evaluation involved participants with complete higher education and graduates, even though from areas not dedicated to process modeling or BPMN, being non-experts. The main indicator was understood with limitations in other aspects, such as formal semantics and precise executability.

The formative research showed improvements to the base artifact, the framework first version, which will consequently be reflected in the guide. The GERAL and the guide were very well received, and all participants were able to translate the proposed model effectively, despite small slips in second notation. The guide improved the participants' perception of transparency and understanding of business processes, making them aware of the benefits of this topic.

The output of the built and researched artifact are understandable models by non-experts in technical languages of business processes. It is an alternative for BPMN models and dubious/long texts. Almost unexpectedly, the guide and its principles awaken an appreciation of understandable procedural communication, that is, it builds an intrinsic motivation in the user of the importance of publicizing his processes and assists in compliance with current data disclosure laws. It also builds informational democratic values of better participation and data absorption, from translators to the target audience.

It presents a qualitative approach to deal with business process modeling and understanding; substantiates in detail, using well-established bases in the literature, the construction of a solution aimed at understanding business processes; offers a translation guide for non-experts and experts interested in disclosing and instructing their procedural information modeled in BPMN.

The aspect‐oriented paradigm provides mechanisms to modularize crosscutting concerns. Applying aspect‐oriented concepts in business process modeling raises the possibilities of modularization, but brings out several concerns related both to process and to product. This paper aims to provide an overview of the aspect‐oriented business process modeling area, point out the open issues and analyze possible solutions to such issues.

This paper is based on a research project, where real business process models from a large oil and gas organization were analyzed, re‐modeled and re‐analyzed to put the AO‐BPM approach in practice.

The paper indicates the need for more research on aspect‐orientation applied to business process models, backed by open issues that are faced in this research. The authors categorized the open issues as: aspects identification, elements used in the models, levels used to modularize business process models, assignment of aspects to organizational actors, and ways that an aspectized model can be generated or visualized. The authors listed initial thoughts on possible solutions that they foresee based on previous work in software engineering.

This paper is the first one in analyzing research questions facing AO‐BPM. By now there have just been papers focusing on presenting its understanding on how to apply the aspect‐orientation approach to solve business process models modularity issues as can be seen in the related works section. The paper's main contribution is making explicit the roadblocks that are faced and opening up new avenues of research on BPM modularization, in particular with respect to AO‐BPM.

The purpose of this paper is to propose a representation scheme based on the i* strategic actor model to represent the process owner information and show how to incorporate this approach into the event driven process chain and Business Process Modeling Notation-BPMN meta-models and also into the aspect-oriented business process modeling (BPM) context.

The authors use a case study in a real setting to evaluate the proposal and a controlled experiment to get more evidence about its relevance.

The authors presented evidence both from a case study in a real-world library showing the importance of representing – previously unavailable – process owner information, and from an experiment which involved participants analyzing the same models of the case study, confirming the preliminary evidences. It is important to stress the recognition that the proposed representation provided more transparency, in terms of ownership, than the usual BPM models. These benefits are due to the combination of the aspect-oriented approach and the strategic actor model, providing ownership information in a more transparent way.

The authors not only argue the importance of clearly established process ownership, both of the core process and the aspectual process, but also the authors presented an approach to represent the actor involved in process and aspect ownership as an instantiation of the i* strategic actor. Using this approach, the process owner can be defined in terms of actors instead of the activities performed. It is also possible to define the aspect owner and to include the aspectual process concept in the business process model.

The aspect‐oriented (AO) paradigm is first proposed to deal with programing modularity issues, but different researchers have been exploring AO concepts in the designing and definition of software systems. The goal of this paper is to discuss and present a proposal that addresses the application of AO concepts to the design of business processes (BPs) in order to improve usability and understandability of process models.

The paper departs from previous work on analyzing the application of AO for software design. The observations were backed by a case study, which was used to illustrate the issues by means of examples.

The paper presents findings on important issues related to the integration of AO paradigm and BP modeling, such as crosscutting representation, crosscutting composition, quantification, and join point exposure.

The paper explores a new frontier: the application of AO concepts to the design of BPs. As of now, few works have explored this new view on process modularity. The paper claims that application of AO concepts to the design of BPs is important in the consideration of usability and understandability. Its contributions are also backed by a prototype process editor, CrossOryx, a web‐based editor for modeling process using AO concepts.

Although the importance of social media in the HRM literature is well established, little is known about their potential role in bringing the “human component” at the center of the organization. The purpose of this chapter is to conceptually investigate if and how the use of social media in HRM can support (or counteract) a more humanistic approach within organizations. To this aim, we looked into how the e-HRM literature on social media could match the principles posed by the Humanistic Management literature. After having delineated Humanistic Management principles, we frame our analysis focusing on four main topics related to HRM: organizational culture, leadership, job design, and HR practices (i.e., recruitment and selection, learning and training, and performance appraisal and compensation). We develop research propositions connecting humanistic principles with these organizational and HR areas, and conclude with research and managerial implications.

This research analyzed the existing academic and grey literature concerning the technologies and practices of people analytics (PA), to understand how ethical considerations are being discussed by researchers, industry experts and practitioners, and to identify gaps, priorities and recommendations for ethical practice.

An iterative “scoping review” method was used to capture and synthesize relevant academic and grey literature. This is suited to emerging areas of innovation where formal research lags behind evidence from professional or technical sources.

Although the grey literature contains a growing stream of publications aimed at helping PA practitioners to “be ethical,” overall, research on ethical issues in PA is still at an early stage. Optimistic and technocentric perspectives dominate the PA discourse, although key themes seen in the wider literature on digital/data ethics are also evident. Risks and recommendations for PA projects concerned transparency and diverse stakeholder inclusion, respecting privacy rights, fair and proportionate use of data, fostering a systemic culture of ethical practice, delivering benefits for employees, including ethical outcomes in business models, ensuring legal compliance and using ethical charters.

This research adds to current debates over the future of work and employment in a digitized, algorithm-driven society.

The research provides an accessible summary of the risks, opportunities, trade-offs and regulatory issues for PA, as well as a framework for integrating ethical strategies and practices.

By using a scoping methodology to surface and analyze diverse literatures, this study fills a gap in existing knowledge on ethical aspects of PA. The findings can inform future academic research, organizations using or considering PA products, professional associations developing relevant guidelines and policymakers adapting regulations. It is also timely, given the increase in digital monitoring of employees working from home during the Covid-19 pandemic.

As I have reflected upon the last thirty years, since it was precisely thirty years ago that I started as a student at Stanford, I have wondered if there is an overall theme to how my professional career has unfolded and the role Stanford played in it. I believe Albert Bandura's (1982) paper, The Psychology of Chance Encounters and Life Paths, provides a good descriptive framework to work with. I am persuaded that at various points of time as I stood at the proverbial fork in the road, due to one chance factor or another, my decision was tipped one way. This is not to suggest that my career has been a sequence of random events; quite the contrary. While the specific fortuitous events occurred largely outside my control, my responses to them were quite systematic; some fortuitous events had lasting influence, and some even changed my life trajectory. But, what I am struck by, ex post, is that in 1973, as I was just finishing my undergraduate education in India, the ex ante probability of my ending up some years later as a professor at an Ivy League university was essentially zero. Yet, this did eventually happen.

Contemporary labor economics has a ready explanation for the role of job training in the labor market. The human capital framework pioneered by Becker (1962, 1993) and Mincer (1962) and now extended by many, many others sees training as an investment in productive capacity that benefits both workers and employers. Employers enhance the productivity of their firms by investing in the skills of their workers, and these productivity gains are passed on to workers in the form of higher wages. Key to all of this is the distinction between general and specific skill. According to the theory, employers will not pay for or provide general skills (i.e. those that are transferable and hence valuable to other employers), because they are averse to being “poached” by more high-wage employers. They will, however, invest in workplace-specific skills, which assure them a return on their training investments.

This paper aims to provide a comprehensive vision of the formation of intra-metropolitan clusters triggered by the deindustrialization of an urban area, namely, the district of Porto Marghera in the metropolitan area of Venice and propose possible regeneration scenarios based on intra-metropolitan clustering.

This paper adopts a multi-disciplinary approach and relies on both descriptive and qualitative evidence to show the economic transition occurred in the area of Porto Marghera in recent years.

Evidence shows the rise of two potential clusters in the KIBS and the creative industries in a well-delimited fringe area placed at the boundary between the urban centre and the core of the deindustrialized zone. Such clustering processes have been, however, characterized by two different and in some way alternative paths. The former stems from the combination of two autonomous entrepreneurial ideas that complemented one to each other. The latter relies on university-industry collaboration and on the presence of places of informal exchanges that proved to support personal networking, knowledge exchange and business opportunities.

This paper suggests that local development policies could leverage on the presence of social entrepreneurs to substitute the creation of amenities and the provision of public goods in fragile territories.

This paper shows that, in presence of specific spatial conditions, deindustrialization can stimulate the formation of new intra-metropolitan through both top-down and bottom-up agglomeration process.