Supporting Organizational Knowledge Creation in Knowledge- Intensive Processes through Process Mining

Knowledge-intensive processes (KIPs) are complex, strategic core processes that drive organizational competitive advantage. These processes rely on explicit and tacit knowledge. While explicit knowledge can be codified and leveraged---often through technologies such as process mining---tacit knowledge remains embedded in individual process participants, limiting knowledge transfer and organizational learning. Process mining, a data-driven approach to analyze process data, works best for standard processes that are managed for consistency, costs, and time but is insufficiently equipped to enhance KIPs, which depend on dynamic, experience-based decision-making. We present findings from a 39-month Action Design Research (ADR) project to conceptualize a new class of IT artifacts that enable process mining for KIPs. This class of IT artifacts integrates richer process-related information, facilitating knowledge transfer by allowing participants to learn from similar process instances and engage in socialization. We propose five theory-ingrained design principles that guide the development of such systems and examine their role in fostering knowledge creation within organizations. Our research bridges critical gaps between business process management and knowledge management, offering theoretical and managerial insights. For practitioners, our findings provide a foundation for improving knowledge-intensive processes, ultimately upgrading strategic decision-making and organizational performance.