The Internet-of-Behavior as Organizational Transformation Space with Choreographic Intelligence
The next generation Internet-of-Things (IoT) is touted Internet-of-Behavior (IoB). Its topping quality is the dynamic generation of behavior (prescriptions), based on extensive data analytics. Although this can be of benefit for timely adaptation, it requ
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Abstract. The next generation Internet-of-Things (IoT) is touted Internet-ofBehavior (IoB). Its topping quality is the dynamic generation of behavior (prescriptions), based on extensive data analytics. Although this can be of benefit for timely adaptation, it requires qualified representation and informed design capabilities to understand its impact on individuals and the embodiment in organizational structures. This paper instantiates the concept of IoB as continuous transformation space. Its baseline are behavior encapsulations representing organizational intelligence through choreographic interactions. Transformation is based on describing role- or task-specific behavior as part of mutual interaction patterns to achieve a common objective. Refinements of behavior encapsulations and interactions to executable processes follow value-based analysis of interactions. The selected level of granularity determines the extent to which the operational intelligence of an organization can be de- or reconstructed and enriched with further intelligence. The presented design-science model could be institutionalized for continuous transformation due to its design-integrated engineering nature. Keywords: Internet-of-Things · Behavior-Driven software development · (digital) transformation · Subject orientation · Value engineering · Design-integrated engineering · Design science
1 Introduction Organizations increasingly shift to agile forms of work, pushing for fully digitized workplaces. ‘The average work day is becoming filled with employee-facing technologies that are transforming how work gets done. Organizations that help their employees become more agile, inclusive and engaged are in an excellent position to use emerging technologies to drive competitive advantage. Competitive advantage for 30% of organizations will come from the workforce’s ability to creatively exploit emerging technologies.’ ([9], p. 1). Recognizing the engagement of operational stakeholders as nucleus of continuous change and evolution means to push them into the role of (re-)designers and development engineers, once emerging technologies, such as the Internet of Things (IoT), algorithmic decision making, and deep learning become integral part of their work. Binding © Springer Nature Switzerland AG 2020 M. Freitag et al. (Eds.): S-BPM ONE 2020, CCIS 1278, pp. 113–132, 2020. https://doi.org/10.1007/978-3-030-64351-5_8
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individual activities increasingly to digital actions through these technologies leads to an “Internet of Behavior” (IoB) ([28], p. 1) as follow-up to the Internet-of-Things (IoT) ([21], p. 2). Consequently, behavior data direct activities of socio-technical systems in real time, encouraging or discouraging human behavior. For instance, a home healthcare support system can adapt its behavior to the situation at hand based on received sensor data, and trigger specific actuator behavior based on algorithmic processing and data analytics. This trigger could lead to adjustments of human behavior, e.g., taking care of a certain
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