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Barriers and strategies of process knowledge sharing in public sector organizations

Nowadays business process management (BPM) is integral part of many organizations in the private sector. Considering the implementation and maturity of BPM in public authorities, this does not hold true to the same degree. In particular, the willingness to share knowledge about business processes is very limited. This represents a severe problem since authorities have huge overlaps with regard to the services they provide. Hence, the exchange of process knowledge could efficiently support authorities with lower maturity in identifying optimization opportunities. This research paper investigates the circumstances as well as drivers and inhibitors of process knowledge sharing in public organizations. We conduct 15 interviews and use the Grounded Theory method in order to derive a conceptual framework that provides important insights into how process knowledge sharing can be improved in public organizations.