Abstract
ABSTRACT Context: in recent years, studies have sought to analyze how intelligence and knowledge management processes are understood and applied in the context of public management, environments in which processes appear as a point to be explored to enhance decision-making quality. Objective: to analyze how public managers apply intelligence and knowledge management aiming at a higher decision quality. Method: based on a defined and validated research protocol, interviews were conducted with seventeen public managers in southern Brazil. For the analysis, the qualitative comparative analysis technique using fuzzy sets was applied. Results: the results suggest the importance of effective data, information, and knowledge management for the decision-making quality of public managers, demonstrating that the absence of decision-making quality is directly related to the absence or little use of knowledge management and intelligence elements in the public management. Conclusion: in addition to analyzing conditions and proposing ways to lead to greater quality in decision making by public managers, it was possible to contribute to the theme of knowledge management and intelligence in public management, as well as to benefit the government with paths to be consolidated and better explored.
Highlights
The intensive use of information and communication technology (ITC) in public management led to a considerable increase in the flow of data and information both from society to governmental organizations and vice-versa
The literature review presented relevant aspects regarding the use of intelligence and knowledge management (KM) in the public sector
These aspects allowed identifying issues related to the support of top management, the use of ICT, and people’s participation as elements that approximate the concepts of intelligence and KM and public management
Summary
The intensive use of information and communication technology (ITC) in public management led to a considerable increase in the flow of data and information both from society to governmental organizations and vice-versa. Research shows that governments at different levels are adopting tools and applications to improve service delivery, increasing coordination, and quickly responding to the rapid changes in the environment (Gil-Garcia, Helbig, & Ojo, 2014; Paula & Rover, 2012; Ribeiro, Pereira, & Benedicto, 2013). One of these management tools is the government’s intelligence activity, which despite being in the early stages of development, contributes to a new model of public service delivery (Schedler, Guenduez, & Frischknecht, 2019)
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