This document proposes a knowledge management approach to citizen relationship management in e-government. It presents a conceptual framework linking key knowledge management elements like knowledge characteristics, strategy, culture, processes and technology to effective citizen relationship management practices. The framework posits that emphasizing explicit and tacit citizen knowledge, implementing knowledge management strategies and cultures, and utilizing knowledge processes and technologies can help government agencies improve citizen relationship management. The document concludes by outlining propositions between these knowledge management factors and citizen relationship management practices for future research.

1. A KNOWLEDGE MANAGEMENT APPROACH
TO CITIZEN RELATIONSHIP MANAGEMENT
IN E-GOVERNMENT CONTEXT
Norshidah Mohamed (Presenter)
International Business School Universiti Teknologi Malaysia
http://www.ibs.utm.my
Nor Shahriza Abdul Karim
Prince Sultan University, Kingdom of Saudi Arabia
Mohamed Jalaldeen Mohamed Razi
Department Information Systems, International Islamic University Malaysia
International Conference on Ebusiness and Egovernment
Izmir, Turkey 27-28 April 2013

2. 2
OUTLINE
• Introduction
• Literature review & related theories
• Propositions & conceptual framework
• Conclusion

3. 3
INTRODUCTION
• Customer Relationship Management (CRM) is
the practice of creating and maintaining
relationships with customers that result in
increasing companies’ market share and
reducing costs in private organizations.
• The concept of CRM applied in government
organization – Citizen Relationship
Management (CzRM).

4. 4
DRIVERS OF CzRM
• Globalization
• Internet
• Single view of citizens
• Demands from citizens – less bureaucracy,
more agility, networked, interconnected, less
focused on structure, no silos, one-stop,
quality.

5. LITERATURE REVIEW & RELATED THEORIES

6. 6
CzRM DEFINITION & FEATURES
• “a cluster of management practices, channel
and technological solutions that apply private
sector Customer Relationship Management
(CRM) in the public sector” (Schellong, 2006)
• a one-stop channel that is capable of
providing all government services via their
preferred channel.

7. 7
APPLYING BSC IN CzRM
• Balanced Scorecard (BSC) (Kaplan and Norton,
1996) is a solution for monitoring actual
performance against set targets.
• 4 perspectives when used in private
organizations – financial, customer, internal
business processes, and learning and growth.
• 4 perspectives when used in government
organizations – financial, citizen, internal
business processes, and learning and growth.

8. 8
MEASURES
• Financial perspective – concerns with how the
government should look to citizens and other
stakeholders e.g. return-on-investment and
economic-value-added of CzRM projects.
• Citizen perspective – addresses issues regarding
how citizens view the government e.g. citizens’
satisfaction with government services including
at governments’ Websites

9. 9
MEASURES .. cont’
• Internal business process perspective –
concerns with the processes the government
must institute to excel in its service delivery
e.g. turnaround time for conceptualizing
improvements in service delivery and actual
delivery of services to citizens and citizens’
problems solved.

10. 10
MEASURES .. cont’
• Learning and growth perspective – addresses
issues concerning with how the government
continues to improve and create value for
citizens. Measures concern with government’s
human capital development programs for its
employees e.g. employees’ satisfaction,
training and skills.

11. 11
KNOWLEDGE & KM
• Knowledge is an asset
• Need to manage it like any other asset
• Knowledge Management (KM) –
“development, storage, retrieval, and
dissemination of information and expertise
within an organization to support its business
performance” (Gupta et al., 2000).

12. 12
KNOWLEDGE
CHARACTERISTICS
• Explicit knowledge
– knowledge that can be codified in a tangible
form (Nonaka and Takeuchi, 1995).
– transmittable in formal and systematic
language

13. 13
KNOWLEDGE
CHARACTERISTICS .. cont’
• Knowledge – explicit & tacit (Polyani, 1962) .
• Explicit and tacit knowledge – essential for the
success of any organization (Nonaka, 1991;
Nonaka and Takeuchi, 1995).
• Tacit knowledge
–people possess
–hard to formalize and communicate
(Nonaka, 1994).

14. 14
KM STRATEGY
• Overall approach an organization intends to
take to align its knowledge resources and
capabilities to the intellectual requirements of
its business strategy (Meron˜o-Cerdan et
al., 2007)

15. 15
KM STRATEGY .. cont’
• Two types : personalization (human) (for tacit) &
codification (system) (for explicit)
Person-to-person approach, e.g. brain
storming, where knowledge is shared not only
face-to-face, but also by electronic
communications, thus building networks of
people (Meron˜o-Cerdan et al., 2007).
Knowledge is stored in documents, manuals,
databases and electronic repositories.
Personalization Codification

16. 16
KM CULTURE
• Should support people to create & share
knowledge.
Collaboration
Interpersonal trust
Learning corporate
culture
Organizational strategy
aligned with KM
Management support

17. 17
KM PROCESS
• Alavi and Leindner (2001) defined four basic
KM processes : creating, storing/retrieving,
transferring, and applying knowledge.
• Lee and Choi (2003) defined KM processes :
knowledge creation and knowledge sharing.

18. 18
KM PROCESS .. cont’
• Menguc et al. (2013) defined knowledge
creation as the collective ability of team
members to gather, analyze, interpret, and
reconfigure customer-related knowledge.
• Ipe (2003) refers knowledge sharing as the act
of making knowledge available to others
within the team

19. 19
KM TECHNOLOGICAL
INFRASTRUCTURE
• IT is enabler of KM (Kuo and Ye, 2010)
Government
Portal
Learning
systems
Groupware
IT support
Call Center

20. PROPOSITIONS & CONCEPTUAL FRAMEWORK

21. 21
PROPOSITIONS
• P1: Government agencies that emphasize on
knowledge characteristics (explicit and tacit)
have extensive citizen relationship management
practices.
• P2: Government agencies with knowledge
management strategy have extensive citizen
relationship management practices.
• P3: Government agencies with knowledge
management culture have extensive citizen
relationship management practices.

22. 22
PROPOSITIONS .. cont’
• P4: Government agencies with KM processes
have extensive citizen relationship
management practices.
• P5: Government agencies with knowledge
management technological infrastructure
have extensive citizen relationship
management practices.

23. 23
CONCEPTUAL FRAMEWORK

24. 24
CONCLUSION
• A conceptual framework is proposed to link to
CzRM using KM approach
• For researchers, this clarifies the relationships
between KM & CzRM.
• For government practitioners, this provides
insights into KM elements that may be considered
when managing citizen relations.
• The paper presents an initial conceptualization of
association between KM & CzRM.

25. 25
CONCLUSION .. cont’
• Future studies to consider exploration, test and
validation of propositions.

26. THANK YOU