Intelligence in public management: an analysis from an institutional perspective

Abstract

Abstract Recent studies point out that the barriers to transition and structuring a smart government seem less technological and more institutional. Against this backdrop, this article provides an original contribution to the literature by analyzing the dimensions of intelligence in public management under the lens of institutional theory. Also, from the theoretical debate, the research develops a model of institutionalization of intelligence in public management. The card sorting technique was used to validate the four categories defined from the theoretical analysis (organizational structure, technological structure, human capital, and social engagement). These categories were defined considering the respective dimensions of intelligence: use of data and external information; organizational culture for intelligence; effective use of technologies (Big Data; Business Intelligence); evidence-based decision-making; inter-departmental and inter-organizational collaboration; database organization and unification; government agility; management efficiency and effectiveness; social engagement; innovation, co-creation, intelligence collective. The results point to the importance of incorporating elements from the institutional perspective to legitimize intelligence in government. Also, from the analysis of the card sorting stage, the results demonstrate agreement in classifying items by proposed construct, presenting itself as a future opportunity for the model to be quantitatively tested.