Supporting knowledge‐intensive work in public administration processes

Abstract

Knowledge management efforts focus much on the strategic applications of knowledge-related initiatives and not so much on their implications at the level of concrete business processes. On the other hand, business process management efforts have not concentrated on leveraging knowledge. In this paper we attempt to fill that gap by developing a tool for proactive, context-sensitive delivery of knowledge. We focus on the modelling of knowledge-intensive business processes and we develop a framework for modelling this type of processes that explicitly considers knowledge-related tasks and knowledge objects. We present a tool that is an implementation of our theoretical meta-model and realises proactive, context-sensitive delivery of knowledge, integrated with the workflow enactment. As an example, we sketch one case study, the process for granting full old-age pension as it is performed in the Greek Social Security Institution, discussing the benefits derived from applying our tool. Finally, we draw the main conclusions of our work and discuss further research directions.

Interactions among factors influencing knowledge management in public-sector organizations: A resource-based view

“…It is believed that KM can also improve the effectiveness of public organizations. Given that many public administration tasks are knowledge intensive in nature (Papavassiliou et al, 2003;Willem & Buelens, 2007), developing a strong KM capability should improve the effectiveness of public organizations. Specifically, KM is seen as valuable in supporting public administration tasks and problems that require public managers to work and share knowledge across multiple agencies, organizations, and citizen groups (Dawes et al, 2009;Weber & Khademian, 2008).…”

“…In line with this, Wiig (2002) suggests that KM can enhance decision making within public services, aid the public to participate effectively in policy decision making, build competitive societal intellectual capital capabilities, and develop a knowledge-competitive work force. With many public administration tasks and services being knowledge-intensive in nature (Papavassiliou, Ntioudis, Abecker, & Mentzas, 2003;Willem & Buelens, 2007), excelling in KM can potentially enhance public organizations' effectiveness.…”

Use of Simulation in a Public Administration Process

“…The aims of using business process modeling are: (1) to help the business process innovation team obtain a holistic view of the process being studied1 (2) to identify areas for improvement1 (3) to visualize the impacts and implications of new processes [2]1 and (4) to describe the rules that underlie the business process.…”

“…In public administrative processes, ontology-based organizational memory systems are especially important. Many existing sources of knowledge, laws, comments on laws, specific regulations, previous similar cases, available case-specific documents and information are stored in different places and in different forms, and are related through many links [1]. In order to make informed, transparent and accountable decisions consistent with the past that are compliant with the law and consistent with similar decisions in other places, all of this knowledge should be located within a coherent framework.…”