Design of a Knowledge Management Model for Leveraging Evaluative Data Generated by Regulatory Bodies Overseeing Public Policies in Iran

Abstract

The complexity of evaluation in the public sector is posed as a significant challenge in policy decision-making and implementation processes. This complexity stems from the multidimensional nature of policy objectives and their social, economic, and environmental implications. In this context, policy evaluations must consider both short-term and long-term impacts, as well as the unintended side effects that may influence the original goals. In Iran’s governance system, efforts have been made to reduce the complexities of evaluations. Each branch of government has its own specialized oversight institutions, which evaluate the performance of the government and attempt to mitigate these complexities. However, the excessive specialization of evaluations in Iran has introduced new challenges. Due to the isolated nature of oversight actions and the lack of proper coordination, the information generated from evaluations remains fragmented, making it difficult to access multi-dimensional results and form a comprehensive and deeper insight. This issue has led to unproductive competition and a lack of data sharing.

This research examines the requirements and necessities of knowledge management in the evaluation of public policies in Iran. Knowledge management, as a key approach, can help improve the quality of evaluations and facilitate information sharing. The study aims to identify the needs and prerequisites for implementing knowledge management in the evaluation of public policies in Iran. This could lead to improved inter-organizational interactions, reduced evaluation costs, and enhanced decision-making quality. Therefore, attention to the emergence of knowledge management in this field is not only necessary but also critical. This research employs a qualitative thematic analysis method, seeking to achieve its objectives by extracting insights from interviews with individuals who have experienced the organizational challenges and gaps firsthand.

Through the analysis of 17 thematic questionnaires, the initial coding produced 27 concepts, while secondary coding revealed 8 main concepts, which are as follows: (1) Creation, acquisition, and organization of knowledge, (2) Utilization, sharing, and transfer of knowledge, (3) Knowledge retention and feedback, (4) Required infrastructure, (5) Participation and synergy, (6) Interaction with knowledge centers, (7) Key factors, and (8) Protective principles.

This research has extended knowledge management beyond the traditional knowledge cycle (from creation to feedback). Considering the complex policymaking environment and the legal and security limitations in knowledge interactions between oversight bodies, it identifies organizational, structural, external factors, and essential standards and principles for establishing a successful and implementable knowledge management model.

Based on the research findings and experiences from other countries in implementing their localized and successful models, it seems that creating specialized knowledge management units within oversight institutions and developing technical infrastructure can provide the foundation for sharing and utilizing evaluation knowledge. Additionally, collaboration with universities and research centers can enhance the depth and quality of evaluations. Ultimately, developing a national knowledge management strategy that includes knowledge sharing among government institutions and organizing specialized forums can fully implement the model, leading to improved quality in public policymaking and increased transparency and efficiency at the national level.