Acceptance of AI for delegating emotional intelligence: Results from an experiment

Detecting emotions of other humans is challenging for us humans. It is however important in many social contexts so that many individuals seek help in this regard. As technology is evolving, more and more AI-based options emerge that promise to detect human emotions and support decision making. We focus on the full delegation of detecting emotions to AI to contribute to our understanding how such AI is perceived and why it is accepted. For this, we conduct an online scenario-based experiment in which participants have the choice to delegate emotion detection to another human in one group and to an AI tool in the other group. Our results show that the delegation rates are higher for a human, but surprisingly high for AI. The results provide insights that should be considered when designing AI-based emotion-detection tools to build trustworthy and accepted designs

Elements of Blockchain-based Circular Business Models in Manufacturing: A Synthesis of the Literature

The manufacturing industry faces barriers to transitioning to a circular economy. Blockchain technology can help manufacturing supply chains overcome barriers and achieve core principles of circular economy, for example, through increased traceability of materials among network partners. However, the current literature lacks an overview of the contribution of blockchain to circular business models (CBMs) that can be used as a reference to facilitate the implementation of blockchain-based circularity solutions in manufacturing. In this study, we performed a systematic literature review to identify the studies that provide blockchain applications and use cases for CBMs in the manufacturing industry. We classified the selected articles according to the elements of networked business models, as such solutions involve multiple businesses that collaborate tightly. Our results show traceability and transparency as the central value propositions of CBM networks. We provide a classification of network actors and roles, their coproduction activities, and common benefits they gain and costs they incur to achieve the value propositions. Our results provide a better understanding of the body of knowledge on the use of blockchain for CBMs and highlight understudied points. Manufacturing companies can leverage our comprehensive classification and enumeration of CBM elements to inform and optimize the design of their own CBMs. In future work, we aim to provide more assistance to companies by developing reference blockchain CBM blueprints and applying them to CBM design to evaluate their effectiveness and utility

A Reflection on the Interrelations Between Business Process Management and Requirements Engineering with an Agility Perspective

The paper points out some aspects of the interrelations between business process management, agility, flexibility, and requirements engineering. It shows some possibilities for agile development of business processes and for the development of flexible processes for changing requirements

Experiment Results Data Set for the Study: Animation as a Dynamic Visualization Technique for Improving Process Model Comprehension

This data set includes the data of the results of the experiments performed in the process model animation experiment reported in the paper titled: Animation as a Dynamic Visualization Technique for Improving Process Model Comprehension that can be found at: https://doi.org/10.1016/j.im.2021.10347

Experiment Results Data Set for the Study: Animation as a Dynamic Visualization Technique for Improving Process Model Comprehension

This data set includes the data of the results of the experiments performed in the process model animation experiment reported in the paper titled: Animation as a Dynamic Visualization Technique for Improving Process Model Comprehension that can be found at: https://doi.org/10.1016/j.im.2021.10347

Examining and Comparing the Critical Success Factors Between Business Process Management and Business Process Automation

Organizations constantly seek for means of improving their business processes to remain competitive. Recently, much effort has been devoted to business process automation (BPA) projects. However, it has been unclear how these projects differ from traditional business process management (BPM) projects and which critical success factors (CSFs) play a crucial role. This study comparatively assesses how CSFs change for BPA with respect to BPM. Using a survey sample of 139 BPM and BPA experts, the study shows that top management support as a CSF warrants attention for BPM than BPA, while the importance of choosing project methodology significantly differs for BPM and BPA. The comparison between lightweight and heavyweight BPA types indicates that the top management support is relatively less critical for lightweight BPA. The explorative and fsQCA analyses provide insights about the patterns for industries with different IT strategic roles, expert perspectives, and among CSFs. Overall, the findings may help project managers assess the role of key CSFs better based on project focus