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This paper addresses the design problem of providing cognitive support for workflow systems in software development. Software development is demanding knowledge work that requires creativity and adaptability to changing requirements and situations. This type of work involves cognitive actions that require substantial support in several forms in order to address needs such as collaboration, communication, knowledge management, awareness and transparency, and the coordination and structuring of the development processes. The literature and our empirical results show that there is a lack of cognitive support in current workflow models. Hence, we identify the need for a design theory for cognitive workflow systems (CWS). In this paper, such a theory is presented. The proposed design theory for CWS is validated through an action research intervention. This design theory has important implications from both research and practical perspectives. The results will help developers in their daily work, enhance the efficiency of the development processes, and facilitate decision-making activities.

Adaptations of business processes are important in work environments, specifically when process-support needs to be tailored according to changing needs. The creation, management, and adaptation of the process models require typically modeling-experts. While these actors are knowledgeable in formalizing and operationalizing processes end-users who do not necessarily possess sophisticated modeling skills know typically local practices and framing conditions best. In this paper, we present an approach to support users in articulating their needs and to involve them into the (re-)design of process specifications. We explore how end-users reflect upon and articulate about business processes. Based on results of a qualitative study, we present a new, paper-based interaction technique, which enables users with little skills to model processes. The resulting process specifications can be transferred either in paper or in digital form into traditional modeling systems for further elaboration.

This paper examines barriers to adopting competence systems in knowledge work practice. On the basis of a technology review and a user site investigation, the paper relates the technical features of the investigated competence systems to the adoption barriers identified in six user organizations. The multiple-case study shows that the competence systems can be described as merely traditional personnel administration systems complemented by features that passively archive formalized descriptions of competencies. Building on this observation, the general objective of the paper is to provide design suggestions that facilitate successful integration of competence systems in organizations. The main conclusion of this paper is that competence systems need to have features conveying a technology spirit more in line with the knowledge work practice found in organizations. By researching competence systems and their features specifically, this paper contributes technology-specific knowledge within the area of knowledge management systems.