Developing Instruments for Evidence-Based Policy Making: A Case Study in Knowledge Management for the Public Sector

2017 ◽  
pp. 235-252
Author(s):  
Loredana Radu ◽  
Alina Bârgăoanu ◽  
Flavia Durach ◽  
Georgiana Udrea
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Policy Making ◽  
Evidence Based ◽  
The Public ◽  
Evidence Based Policy

scholarly journals Engineering advice in policy making: a new domain of inquiry in evidence and policy

2020 ◽  
Author(s):  
Adam C.G. Cooper ◽  
Lorenzo Marvulli ◽  
Katie Black ◽  
John Holmes ◽  
Harshal Mehta
Keyword(s):  
Policy Making ◽  
Evidence Based ◽  
Science Literature ◽  
The Public ◽  
Policy Practice ◽  
Evidence Based Policy ◽  
Engineering Team ◽  
Related Science ◽  
Engineering Practices

Most, if not all empirical research on evidence-based policy has three features: firstly, it typically focuses on the application of science and scientific expertise on policy; secondly, it is executed by ‘outsider’ researchers who are not part of the public administration or policy-making process but observers of it (for example, Stevens, 2010); and thirdly, the major topical focus is in social policy areas such as health, education and crime (Oliver et al, 2014). This study advances the perspectives on evidence-based policy making by exploring the role of engineering expertise in policy making. We first make the case that, although related, science and engineering represent different epistemic communities in relation to policy practice. This difference, we argue, can give rise to particular styles of interaction that can make the governance of engineering expertise in policy making different to that for science or scientists. We then report on the findings of a study of the relationship between a new engineering team in a UK ministry with a technical portfolio and the policy colleagues they worked with across a range of programme areas. Through 18 interviews with policy officials, we identify a range of interactions that imply a need to consider styles of management and approaches to internal deployment of experts within policy organisations, as well as the implications for policy making and engineering expertise, given the way policy and engineering practices overlap.<br /><br />Key messages<br /><ul><li>Engineering advice has never been properly identified and studied in the academic social science literature to date.</li><br /><li>Engineering advice is an important and potent source of evidence in policy making in topical areas like energy policy.</li><br /><li>In contrast to science advice, engineering advice as a practice significantly overlaps with policy practice meaning important conflict or complementarity is possible, dependent on how the advice is deployed.</li></ul>

scholarly journals Indeks Ketahanan Lingkungan sebagai Bukti Pembuatan Kebijakan: Sebuah Sosialisasi Evidence-based Policy di Desa Lorok, Kecamatan Indralaya Utara, Kabupaten Ogan Ilir

2021 ◽  
Vol 6 (4) ◽  
pp. 382-390
Author(s):  
Faisal Nomaini ◽  
Muhammad Husni Thamrin ◽  
Oemar Madri Bafadhal
Keyword(s):  
Community Service ◽  
Evidence Based ◽  
Policy Recommendations ◽  
The Public ◽  
Policy Success ◽  
Evidence Based Policy ◽  
Resilience Index ◽  
Village Government ◽  
The Village

Practitioners and academics are faced with problems about why public policy fails to achieve its goals and is met with resistance from the public. This then led to the birth of an evidence-based policy (EBP) concept that is trusted and has been proven to increase policy success. Unfortunately, this concept has not yet reached the village government level. Therefore, this community service aims to socialize this concept and put it into practice by taking a case study on the environmental resilience index as one of the compilations of the village developing index (IDM). We took a case study in Desa Lorok, Kecamatan Indralaya Utara, Kabupaten Ogan Ilir for several reasons, such as governance and their readiness to accept this new concept. This community service is a model for implementing EBP by the needs and characteristics of the community because it is formulated jointly between us as academics and the community. Another result is policy recommendations for increasing environmental resilience by focusing on the criteria composing the index.

scholarly journals How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mona Ashok ◽  
Mouza Saeed Mohammed Al Badi Al Dhaheri ◽  
Rohit Madan ◽  
Michael D. Dzandu
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Public Sector ◽  
Organisational Culture ◽  
External Factors ◽  
Leadership Traits ◽  
Content Type ◽  
The Public ◽  
Case Comparison

Purpose Knowledge management (KM) is associated with higher performance and innovative culture; KM can help the public sector to be fiscally lean and meet diverse stakeholders’ needs. However, hierarchical structures, bureaucratic culture and rigid processes inhibit KM adoption and generate inertia. This study aims to explore the nature and causes of this inertia within the context of the United Arab Emirates (UAE) public sector. Design/methodology/approach Using an in-depth case study of a UAE public sector organisation, this study explores how organisational inertia can be countered to enable KM adoption. Semi-structured interviews are conducted with 17 top- and middle-level managers from operational, management and strategic levels. Interview data is triangulated with content analysis from multiple sources, including the UAE Government and case organisation documents. Findings The results show transformation leadership, external factors and organisational culture mediate the negative effect of inertia on KM practices adoption. We find that information technology plays a key role in enabling knowledge creation, access, adoption and sharing. Furthermore, we uncover a virtuous cycle between organisational culture and KM practices adoption in the public sector. In addition, we develop a new model (the relationship between KM practices, organisational inertia, organisational culture, transformational leadership traits and external factors) and four propositions for empirical testing by future researchers. We also present a cross-case comparison of our results with six private/quasi-private sector cases who have implemented KM practices. Research limitations/implications Qualitative data is collected from a single case study. Originality/value Inertia in a public section is a result of bureaucracy and authority bounded by the rules and regulations. Adopting a qualitative methodology and case study method, the research explores the phenomena of how inertia impacts KM adoption in public sector environments. Our findings reveal the underlying mechanisms of how internal and external organisational factors impact inertia. Internally, supportive organisational culture and transformational leadership traits positively effect KM adoption, which, in turn, has a positive effect on organisational culture to counter organisational inertia. Externally, a progressive national culture, strategy and policy can support a knowledge-based organisation that embraces change. This study develops a new model (interactions between internal and external factors impacting KM practices in the public sector), four propositions and a new two-stage process model for KM adoption in the public sector. We present a case-comparison of how the constructs interact in a public sector as compared to six private/quasi-private sector cases from the literature.

scholarly journals The role of epidemiology in evidence-based policy making: a case study of tobacco use in youth

2015 ◽  
Vol 25 (5) ◽  
pp. 360-365 ◽  
Author(s):  
Melinda C. Aldrich ◽  
Bertha Hidalgo ◽  
Rachel Widome ◽  
Peter Briss ◽  
Ross C. Brownson ◽  
...  
Keyword(s):  
Tobacco Use ◽  
Policy Making ◽  
Evidence Based ◽  
Evidence Based Policy

Knowledge Management in the Public Service

2012 ◽  
pp. 41-54
Author(s):  
Hak Seng Ang ◽  
Pak Tee Ng
Keyword(s):  
Health Promotion ◽  
Knowledge Management ◽  
Public Sector ◽  
Public Service ◽  
Knowledge Economy ◽  
Service Industries ◽  
Bottom Line ◽  
The Public ◽  
Tools And Techniques

In the knowledge economy, Knowledge Management (KM) has gained strategic importance in management agenda in many organizations, including those in the service industries. This chapter presents the case study of the Singapore Health Promotion Board (HPB), as a study of how KM can be harnessed to improve public sector performance in an area where bottom-line performance is hard to define. By analysing the development of the HPB’s “Healthier Hawker Programme,” the case study examines the HPB’s journey in using increasingly sophisticated KM processes, tools, and techniques. The experiences and lessons learnt during the HPB’s KM journey are analysed and presented using the Learning with Knowledge (LK) Cycle, a model that is useful to the formation of an ontology for analytic discussion and the implementation of KM.

scholarly journals Framework for Participatory Quantitative Health Impact Assessment in Low- and Middle-Income Countries

2020 ◽  
Vol 17 (20) ◽  
pp. 7688
Author(s):  
Meelan Thondoo ◽  
Daniel De Vries ◽  
David Rojas-Rueda ◽  
Yashila Ramkalam ◽  
Ersilia Verlinghieri ◽  
...  
Keyword(s):  
Policy Making ◽  
Good Governance ◽  
Health Impact ◽  
Evidence Based ◽  
Participatory Approaches ◽  
Middle Income ◽  
Middle Income Countries ◽  
Factors Influencing ◽  
Evidence Based Policy

Background: Conducting health impact assessments (HIAs) is a growing practice in various organizations and countries, yet scholarly interest in HIAs has primarily focused on the synergies between exposure and health outcomes. This limits our understanding of what factors influence HIAs and the uptake of their outcomes. This paper presents a framework for conducting participatory quantitative HIA (PQHIA) in low- and middle-income countries (LMICs), including integrating the outcomes back into society after an HIA is conducted. The study responds to the question: what are the different components of a participatory quantitative model that can influence HIA implementation in LMICs? Methods: To build the framework, we used a case study from a PQHIA fieldwork model developed in Port Louis (Mauritius). To explore thinking on the participatory components of the framework, we extract and analyze data from ethnographic material including fieldnotes, interviews, focus group discussions and feedback exercises with 14 stakeholders from the same case study. We confirm the validity of the ethnographic data using five quality criteria: credibility, transferability, dependability, confirmability, and authenticity. We build the PQHIA framework connecting the main HIA steps with factors influencing HIAs. Results: The final framework depicts the five standard HIA stages and summarizes participatory activities and outcomes. It also reflects key factors influencing PQHIA practice and uptake of HIA outcomes: costs for participation, HIA knowledge and interest of stakeholders, social responsibility of policymakers, existing policies, data availability, citizen participation, multi-level stakeholder engagement and multisectoral coordination. The framework suggests that factors necessary to complete a participatory HIA are the same needed to re-integrate HIA results back into the society. There are three different areas that can act as facilitators to PQHIAs: good governance, evidence-based policy making, and access to resources. Conclusions: The framework has several implications for research and practice. It underlines the importance of applying participatory approaches critically while providing a blueprint for methods to engage local stakeholders. Participatory approaches in quantitative HIAs are complex and demand a nuanced understanding of the context. Therefore, the political and cultural contexts in which HIA is conducted will define how the framework is applied. Finally, the framework underlines that participation in HIA does not need to be expensive or time consuming for the assessor or the participant. Yet, participatory quantitative models need to be contextually developed and integrated if they are to provide health benefits and be beneficial for the participants. This integration can be facilitated by investing in opportunities that fuel good governance and evidence-based policy making.

Crisis knowledge management: Reconfiguring the behavioural science community for rapid responding in the Covid-19 crisis

2020 ◽  
Author(s):  
Ulrike Hahn ◽  
David Lagnado ◽  
Stephan Lewandowsky ◽  
Nick Chater
Keyword(s):  
Knowledge Management ◽  
Evidence Based ◽  
Behavioural Science ◽  
High Stakes ◽  
Evidence Based Policy ◽  
Science Community ◽  
Minimal Damage ◽  
Support Evidence

The present crisis demands an all-out response if it is to be mastered with minimal damage. This means we, as the behavioural science community, need to think about how we can adapt to best support evidence-based policy in a rapidly changing, high-stakes environment. This piece is an attempt to initiate this process. The ‘recommendations’ made are first stabs that will hopefully be critiqued, debated and improved.

Sign in / Sign up

Export Citation Format

Share Document