Purpose - This paper aims to present research into the improvement of knowledge-intensive business processes. Design/methodology/approach - A 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. Findings - Highlights 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/implications - Practical 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 implications - A 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/value - This 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.
- Knowledge management
- Process management
ASJC Scopus subject areas
- Business and International Management
- Business, Management and Accounting (miscellaneous)