Knowledge-intensive process management: a case study from the public sector

Abstract

Purpose – There is very little literature about improving and managing knowledge-intensive business processes (KIBPs). Since innovation plays an important role in knowledge work, these processes are different from traditional business processes, for which most business process management (BPM) methods have been developed, and therefore KIBPs should be improved differently. The purpose of this paper is to contribute to the understanding of BPM in the case of KIBPs by describing some methods that can be applied to manage and improve KIBPs. Design/methodology/approach – The paper presents a case study of a BPM project in the public sector, where most processes are knowledge-intensive. In conducting the longitudinal case study, established guidelines for interpretive case study research were followed. Both qualitative and quantitative data were collected. Findings – The paper presents some findings about the methods that can be applied for BPM in the case of KIBPs. It shows that the main phases of a BPM project can be the same as in a typical project; however, within each project phase different methods have to be applied. Appropriate methods for modelling the existing processes were workshops and interviews. Qualitative methods were suitable for the analysis phase, while it was not necessary to develop detailed to-be models in the business process redesign phase. Originality/value – The paper contributes to the body of knowledge on BPM in the case of KIBPs. Previous findings from the literature claiming that participative, incremental and continuous methods are suitable for improving KIBPs were confirmed. The case study also showed that proper project management, communication, the active role of top management and the involvement of external consultants during BPM projects are very important.

Challenges in Knowledge Intensive Process Management

“…Whereas ACM proposes some solutions that address knowledge-intensity "by design" [51], BPM solutions require an extension [35].…”

“…Manfreda et al [35] perform a case study to find which BPM methods can be reused in the case of KIP. Globally, the main BPM phases are compatible with KIP, but, local adaptations are required to support innovation and collaboration between the great number of participants.…”

Contributions of business process management promotion techniques to knowledge management: empirical evidence

“…Making tacit knowledge accessible requires the use of individual-oriented strategies such as encouraging collaboration, building trust, and exchanging knowledge among people (Lee and Choi, 2003;Tsoukas and Vladimirou, 2001). Some strategies used to stimulate interpersonal relationships include communities of practice (Bollinger and Smith, 2001), workshops (Manfreda et al, 2015), and brainstorming sessions (Pathirage et al, 2006). Encouraging socialization means facilitating the acquisition of tacit knowledge through sharing in informal and formal meetings (Nonaka et al, 2000).…”

Progressions In Corporate Sustainable Development: Knowledge Management Capabilities In Process Management Practices

“…A growing quantity of companies have started transforming into more maintainable ones (Manfreda et al, 2015). Investments in sustainable observes are probable to raise both company effectiveness and operational superiority (Iasevoli & Massi, 2012;Schmid & Kern, 2014).…”