Jul 2026· International Conference on Control, Decision and Information Technologies· pp. 2909-2914· 0 citations· 26 references
Abstract
Public governance demands increasingly efficient decision support frameworks to address complex institutional challenges and promote sustainable outcomes. This paper proposes a Lean-guided micro-credential model integrated with a digital information system for public governance, aiming to optimize administrative processes, enhance decision-making, and foster continuous professional development. A mixed-method research strategy was adopted, combining document analysis, semi-structured interviews with managerial-level public servants, focus groups, and quantitative metrics extracted from the digital learning platform. The project unfolded in three phases. The first consisted of an exploratory diagnosis using thematic content analysis to map process inefficiencies, training gaps, and institutional bottlenecks. The second involved the design and implementation of a pilot program structured through Lean-guided micro-credentials, each module requiring 20 to 30 hours and delivered via a Learning Management System (LMS) following Universal Design for Learning principles. The platform featured real-time monitoring of module completion, automated generation of micro-credentials, and mobile accessibility, which accounted for over 50% of user access. The third comprised impact evaluation through data triangulation, cross-referencing platform engagement statistics, qualitative findings, and documentary analysis of administrative performance indicators. The study was conducted in a Brazilian federal institution as a case study in sustainable policy implementation, involving 37 public servants across diverse regional and hierarchical profiles. Data analysis relied on descriptive statistics and qualitative triangulation, given the exploratory nature of the study. Results showed higher completion rates and engagement compared to traditional formats, with measurable improvements in workflow efficiency and adoption of digital tools for data-driven decision-making. This provides a replicable decision support framework for public sector training modernization.
The study identifies how SMEs and SME-like environments integrate LSS principles through a lens of critical success factors (CSFs), into DG through a triadic framework comprising: (1) structural role clarity, (2) process control through LSS tools and (3) organizational readiness.
Manal Alduraibi, Chad M. Laux, Dawn Laux et al.· International Journal of Lea...· 0 citations
Higher Education Institutions (HEIs) face increasing challenges in effectively integrating their core functions of Teaching, Research, and Community Engagement (TRCE) while responding to growing demands for quality, accountability, and data-informed governance. This study aimed to design and refine the Integrated Strategic Management and Functional Integration Model (MIGEAS, from its Spanish acronym: Modelo Integral de Gestión Estratégica y Articulación Sustantiva), a Data Analytics (DA)-driven conceptual framework intended to strengthen strategic management and the articulation of core university functions. The framework was developed through a design-oriented process combining theoretical synthesis with exploratory diagnostic evidence obtained from specialized institutional informants, semi-structured interviews, focus-group discussions, documentary analysis, and Force Field Analysis. The diagnostic evidence was used to identify institutional conditions and design requirements rather than to support population-level statistical inference. These findings informed the dimensions, components, relationships, and six implementation phases of MIGEAS. The resulting framework was subsequently refined and evaluated through a three-round modified Delphi procedure involving five purposively selected experts. Expert judgments showed moderate but statistically significant agreement during the first two rounds and strong convergence in the final round (Kendall’s W = 0.921, p < 0.001), following successive modifications based on expert feedback. The findings support MIGEAS as an expert-refined conceptual framework that integrates strategic management, Data Analytics, functional integration, organizational change, and continuous improvement within a unified institutional architecture. The framework provides a structured basis for future implementation and evaluation in diverse higher education contexts.
P. Baldeón-Egas, Giraldo de la Caridad León Rodríguez, R. Toasa· Education sciences· 0 citations
This study explores how LS5.0 can transform credit decision processes in the banking sector, focusing on integrating advanced technologies and Lean principles to address critical operational challenges. The research aims to identify how LS5.0 contributes to improving efficiency, personalising services and promoting agility in a competitive environment and under strict government supervision.
A multiple case study was conducted with five large banks in Brazil, covering all regions of the country, including three multinational institutions, to understand organisational perspectives and identify variability in credit decision processes through the adoption of LS5.0. Data collection involved interviews with bank experts and managers from each institution, all of whom were engaged in credit decision-making, providing comprehensive insights into the implementation of LS5.0.
The results show that LS5.0 speeds up decision-making by automating data processing and eliminating redundant steps, improving analytical accuracy and reducing waste. However, respondents highlighted challenges such as resistance to change and misalignment between credit and technology teams. Continuous training and collaboration were identified as key strategies to mitigate these barriers. The findings also highlight the need for broader performance metrics beyond lead time, incorporating credit risk and operational efficiency.
This research advances academic understanding by demonstrating the strategic potential of LS5.0 to address operational challenges, create customer value and increase organisational competitiveness. The integration of Lean principles with Industry 5.0 technologies offers new perspectives for operational excellence in the banking sector.
Andrei Bonamigo, Enzo de Almeida Santana Rocha, Arielle da Silva Barbosa et al.· International Journal of Qua...· 0 citations
The 2030 Agenda has transformed sustainability from a planning and reporting agenda into a demanding public-administration challenge. Governments are expected not only to align policies with the Sustainable Development Goals (SDGs), but also to coordinate across administrative silos, manage goal interactions and trade-offs, support local implementation, engage stakeholders, monitor progress, and sustain public trust in long-term transformation. This article asks under what conditions Portuguese sustainability governance can move from formal SDG alignment to transformative implementation. The article develops a theory-derived framework centred on five governance requirements: policy coherence, horizontal coordination, vertical coordination, collaborative participation and publicvalue protection, and monitoring-driven learning. Empirically, it adopts a theory-guided diagnostic case-study design combining a structured synthesis of secondary evidence on Portuguese SDG governance with comparative survey analysis using European Social Survey Round 11 (ESS-11) data. The survey component assesses institutional trust, democratic legitimacy, social trust, civic participation, and an author-constructed publicvalue/sustainability orientation index. The Portuguese case shows the development of relevant instruments for strategic planning, SDG reporting, coordination, and local mobilisation, but also reveals uneven implementation capacity across the five governance requirements. Weighted descriptive estimates from ESS-11 indicate that Portugal is close to the ESS-11 average in institutional trust and democratic legitimacy, lower in social trust and civic participation, and higher in the public-value/sustainability orientation index. These descriptive differences are not interpreted as statistically significant unless supported by inferential testing. The findings suggest that effective SDG implementation depends less on the proliferation of first-generation SDG planning and reporting instruments than on the institutional and social capacity to translate formal alignment into coordinated, accountable, participatory, learningoriented, and trusted administrative practice. The Portuguese case therefore illustrates a broader transition from SDG-aligned to SDG-ready public administration, in which transformative implementation depends on governance capacity as much as on formal commitment to the 2030 Agenda.
M. Asensio, Alexandra Ribeiro, Ricardo Dias· Frontiers in Political Scien...· 0 citations
In increasingly data-intensive organizational environments, decision-making processes require analytical frameworks capable of integrating data governance, advanced analytics, and strategic interpretation under a unified structure. This study proposes a holistic advanced analytics model designed to optimize organizational decision-making through the integration of data quality, data integration, analytical capabilities, and data-driven storytelling within a continuous decision-support lifecycle. The proposed model was developed using the Design Science Research (DSR) methodology and structured according to the intelligence, design, and choice phases of the classical decision-making process. The framework incorporates internationally recognized standards and methodologies, including ISO/IEC 25012, ISO/IEC 11179, CRISP-DM, DataOps, and analytics value chain principles, enabling methodological interoperability and adaptive analytical governance. The resulting artifact was conceptually validated through expert judgment involving seven specialists in analytics, business intelligence, and organizational decision-making. The evaluation produced average scores ranging from 3.29 to 4.57 on a five-point Likert scale, with agreement levels reaching 85.71% in the highest-rated dimension. The results indicate favorable perceptions regarding the model’s consistency, interpretability, usefulness, and organizational applicability. The proposed model contributes an integrative and adaptive framework that bridges fragmented analytical practices and supports more informed, scalable, and context-aware organizational decisions.
Juan Carlos Morales-Arevalo, Ciro Rodríguez· International Journal of Adv...· 0 citations
Result-Based Monitoring and Evaluation (RBME) systems mark a shift in public sector management toward outcome-focused accountability and evidence-based decision-making. However, implementing them often faces major challenges in resource-constrained, decentralized settings like Ethiopia's zonal administrations. This study examines the key barriers to effective RBME adoption in the public sector of Yem Zone, Central Ethiopia—a rural, ethnically diverse area with significant infrastructural and capacity limitations. Drawing on New Public Management, Institutional Theory, and Theory of Change, it investigates why local units struggle to progress beyond activity-based tracking despite national reforms. The research used a convergent parallel mixed-methods design, combining quantitative data from a structured survey of 230 randomly selected employees (5-point Likert scale) with qualitative insights from semi-structured interviews with 30 purposively selected managers, plus analysis of institutional documents (e.g., BPR manuals, Balanced Scorecard reports, and performance appraisals). Findings show moderate RBME practice (Grand Mean = 2.82) but a generally positive view of its value (Grand Mean = 2.13). Five main barriers emerged: limited technical capacity and staffing shortages, financial and technological constraints, organizational resistance to change, political interference undermining data integrity, and inconsistent stakeholder engagement. By examining an understudied zonal-level case, the study fills a gap in literature focused mainly on national or regional levels. It reveals how isomorphic pressures frequently lead to superficial adoption, resulting in a "broken causal chain" between data collection and performance improvement. The findings provide practical recommendations: protective legislation, institutionalized capacity-building, digital data infrastructure, and stronger stakeholder involvement to foster sustainable, results-oriented governance in comparable contexts.
Habtamu Bulgu, Tesmamu Jobir· American Journal of Operatio...· 0 citations