A framework for the improvement of knowledge‐intensive business processes

Abstract

PurposeThis paper aims to present research into the improvement of knowledge‐intensive business processes.Design/methodology/approachA literature review is conducted that indicates that a gap exists in the area of knowledge‐based business process improvement (KBPI). Sir Karl Popper's theory of objective knowledge is used as a conceptual basis for the design of a business process improvement (BPI) framework. Case studies are conducted to evaluate and further evolve the improvement framework in two different organisations.FindingsHighlights the gap in the literature. Draws attention to the merits of KBPI. Reports on the design of an improvement framework for knowledge‐intensive business processes, and on the lessons learned from the conducted case studies.Research limitations/implicationsPractical and time constraints limit the scope of the case studies. General applicability can be inferred, but not tested, due to the small number of case studies.Practical implicationsA new practical way to achieve performance improvement, that utilises structured tools on intangible organisational assets. The framework can be applied by organisations that run knowledge‐intensive business processes.Originality/valueThis paper addresses a gap in the area of KBPI. It combines concepts from business process management with a robust theory of knowledge to design a practical improvement framework. The paper also contains interesting argumentation supporting the use of Karl Popper's epistemology in BPI and knowledge management.