STRATEGIC RECONFIGURATION OF PUBLIC ORDER INSTITUTION MANAGEMENT IN THE ERA OF INTELLIGENCE-LED POLICING
Abstract
This article provides a theoretical foundation and integrated analysis of the convergence among quality management, organizational knowledge dynamics, and the imperative of innovation in the public sector, with a specific focus on public order and national security institutions. In an environment characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), traditional reactive administrative models have demonstrated their structural inefficiency. The study proposes a paradigm shift toward Intelligence-Led Policing (ILP), arguing that modern quality management (Quality 4.0) should not be perceived as a bureaucratic barrier but rather as the critical infrastructure that catalyzes knowledge flows and facilitates the absorption of innovation. Methodologically, the research adopts a conceptual-analytical approach based on systemic modeling of intellectual capital through the lens of bibliography and on a comparative-normative analysis of international standards (ISO 9001:2015) in relation to national regulations (OSGG 600/2018). The findings reveal the existence of profound cultural barriers—such as knowledge hoarding and “mimetic quality”—generated by Weberian hierarchical rigidity. The discussion highlights that institutional performance and citizens’ perceptions of public safety depend directly on an organization’s capacity to transform tacit operational knowledge into codified structural capital. Finally, strategic recommendations are advanced regarding digitalization and the redefinition of leadership toward a Knowledge Manager model..