Implicações do Alinhamento Estratégico da Gestão do Conhecimento na Geração de Valor: um Estudo na Indústria de Óleo e Gás

Costa, Roberto George Godinho da; Rezende, José Francisco de Carvalho

doi:10.1016/j.rauspm.2017.11.001

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Original Articles • RAUSP Manag. J. 53 (02) • Apr-Jun 2018 • https://doi.org/10.1016/j.rauspm.2017.11.001 copiar

Implicações do Alinhamento Estratégico da Gestão do Conhecimento na Geração de Valor: um Estudo na Indústria de Óleo e Gás

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo

A pesquisa explora e descreve se e como os padrões de criação de valor de uma corporação estatal brasileira da indústria de óleo e gás refletem a percepção dos sujeitos sobre o Alinhamento Estratégico da Gestão do Conhecimento. O procedimento adota dados obtidos por meio de pesquisa aplicada aos Trabalhadores do Conhecimento — funcionários designados como consultores internos — na Petróleo Brasileiro S.A. (PETROBRAS) e a operacionalização usa estatísticas paramétricas e não-paramétricas e análises multivariadas. Os resultados indicaram que os sujeitos identificam o alinhamento estratégico da gestão do conhecimento de três pontos de vista diferentes, com reflexos na percepção sobre a criação de valor corporativo: o perfil equilibrado — criação corporativa de valor superior —; o perfil ajustado — criação de valor moderado — e o desalinhado — criação de valor insatisfatório.

Palavras-chave
Estratégia; Gestão do Conhecimento; Criação de Valor; Capital Intelectual

Time (years)	Sample allocation
	Organization	Consulting
Under 15	33%	89%
Between 15 and 24	8%	7%
Over 25	59%	4%

Topics	Average	Median	Standard deviation	Kolmogorov-Smirnov
				Statistics	Sig
Strategic thinking
Deliberate strategy	4.05	4	1.070	0.261	0.000
Emerging strategy	4.09	4	1.144	0.255	0.000
Profit orientation	3.42	4	1.235	0.255	0.000
Guidance for additional value	4.41	5	1.151	0.215	0.000
Shareholders' expectations balance	4.17	4	1.131	0.233	0.000
Innovation and capabilities mindset	4.44	5	1.136	0.237	0.000
Knowledge management
Enabling contexts
Informal sharing of knowledge	4.10	4	1.237	0.218	0.000
Physical environments for K sharing	4.52	5	1.121	0.227	0.000
Virtual solutions for K sharing	4.88	5	0.849	0.286	0.000
Mental, cognitive and behavioral approach	4.55	5	1.072	0.209	0.000
Strategy pulls HR development	4.00	4	1.106	0.231	0.000
Resource optimization focus	4.22	4	1.077	0.206	0.000
Goal seeking focus	4.33	4	1.100	0.206	0.000
Knowledge creation focus	4.50	5	1.023	0.219	0.000
Competitive advantages focus	4.25	4	1.138	0.217	0.000
Cognitive surpluses (CS)
Artifacts for CS identification	3.78	4	1.123	0.270	0.000
Artifacts for CS registration	3.70	4	1.055	0.259	0.000
Artifacts for CS mobilization	3.89	4	1.183	0.222	0.000
Artifacts for CS improvement	3.82	4	1.127	0.244	0.000
Knowledge mindset	4.53	5	0.941	0.237	0.000
Volunteer sharing	4.20	4	1.049	0.216	0.000
Recognition of value by peers	4.53	5	1.041	0.244	0.000
Appreciation in the hierarchy	3.91	4	1.140	0.241	0.000
Mobilization by senior management	3.70	4	1.170	0.229	0.000
Value creation
Finance capital	4.06	4	1.247	0.212	0.000
Human capital	4.15	4	1.124	0.227	0.000
Structural capital	4.02	4	1.114	0.215	0.000
Relational capital	3.88	4	1.140	0.202	0.000
Social capital	3.94	4	1.201	0.233	0.000
Environmental capital	4.14	4	1.176	0.207	0.000

Constructs	Items	Average	Standard deviation	Cronbach's alpha	Assessment
Strategic thinking	6	4.10	0.794	0.782	High
Enabling contexts	9	4.38	0.665	0.793	High
Cognitive surpluses	9	4.01	0.810	0.895	High
Strategic alignment knowledge management	3	4.17	0.639	0.795	High
Value creation	6	4.04	0.892	0.855	High

Constructs	Statistics	Enabling contexts	Cognitive surpluses	Value creation
Strategic thinking	Pearson Correlation	0.594	0.534	0.672
	Sig (2-tailed)	0.000	0.000	0.000
Enabling contexts	Pearson Correlation		0.590	0.604
	Sig (2-tailed)			0.000
Cognitive surpluses	Pearson Correlation			0.513
	Sig (2-tailed)			0.000

Strategic alignment of knowledge management	ANOVA		MANOVA
	F	Sig.	Wilks's Lambda	Sig.
Strategic thinking	115.689	0.000	0.217	0.000
Enabling contexts	125.096	0.000
Cognitive surpluses	157.630	0.000

Framework constructs strategic alignment of knowledge management	"B" Balanced # 69				"A" Adjusted # 86				"M"Misaligned #58
	X	s	Min	Max	X	s	Min	Max	X	s	Min	Max
Strategic thinking	4.84	0.37	4.17	6.00	4.03	0.61	2.00	5.50	3.35	0.64	1.00	4.33
Enabling contexts	4.91	0.41	4.00	5.67	4.45	0.38	3.56	6.00	3.64	0.57	2.22	4.89
Cognitive surpluses	4.73	0.48	3.78	6.00	4.05	0.47	2.78	5.11	3.11	0.61	1.11	4.22
Value creation	4.71	0.79	2.33	6.00	3.95	0.60	2.00	5.00	3.37	0.81	1.33	5.33

Strategic alignment of knowledge management	Significance of differences between clusters
	B - A	B - M	A - M
Strategic thinking	0.000	0.000	0.000
Enabling contexts	0.000	0.000	0.000
Cognitive surpluses	0.000	0.000	0.000
Value creation	0.000	0.000	0.000

Statistics			[V₃₁]	[V₃₂]	[V₃₃]	[V₃₄]	[V₃₅]	[V₃₆]
"B" Balanced	N	X	4.68	4.90	4.87	4.62	4.52	4.68
	69	s	0.947	0.843	0.954	1.030	1.119	1.169
	Topics	[V₃₂]	0.100^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-	-	-	-	-
		[V₃₃]	0.183^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.707^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-	-	-	-
		[V₃₄]	0.512^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.010^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.018^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-	-	-
		[V₃₅]	0.282^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.004^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.005^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.431^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-	-
		[V₃₆]	0.952^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.060^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.112^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.486^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.012^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-
"A" Adjusted	N	X	4.01	4.09	3.81	3.79	3.93	4.08
	86	s	1.111	0.821	0.833	0.935	1.08	0.997
	Topics	[V₃₂]	0.492^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-	-	-	-	-
		[V₃₃]	0.200^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.015^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-	-	-	-
		[V₃₄]	0.187^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.018^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.882^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-	-	-
		[V₃₅]	0.626^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.234^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.410^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.242^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-	-
		[V₃₆]	0.490^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.937^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.044^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.015^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.077^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-
"M" Misaligned	N	X	3.43	3.36	3.34	3.17	3.29	3.62
	58	s	1.428	1.252	1.069	1.062	1.155	1.197
	Topics	[V₃₂]	0.695^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-	-	-	-	-
		[V₃₃]	0.751^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.795^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-	-	-	-
		[V₃₄]	0.152^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.154^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.311^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-	-	-
		[V₃₅]	0.468^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.704^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.796^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.302^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-	-
		[V₃₆]	0.421^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.252^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.126^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.005^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	0.047^b b - Wilcoxon-signed ranks. [V31] finance, [V32] human, [V33] structural, [V34] relational, [V35] social and [V36] environmental.	-
B - M	0.000^a a -Mann-Whitney U Test.	0.000^a a -Mann-Whitney U Test.	0.000^a a -Mann-Whitney U Test.	0.000^a a -Mann-Whitney U Test.	0.000^a a -Mann-Whitney U Test.	0.000^a a -Mann-Whitney U Test.
B - A	0.000^a a -Mann-Whitney U Test.	0.000^a a -Mann-Whitney U Test.	0.000^a a -Mann-Whitney U Test.	0.000^a a -Mann-Whitney U Test.	0.000^a a -Mann-Whitney U Test.	0.000^a a -Mann-Whitney U Test.
A -	0.016^a a -Mann-Whitney U Test.	0.000^a a -Mann-Whitney U Test.	0.005^a a -Mann-Whitney U Test.	0.001^a a -Mann-Whitney U Test.	0.001^a a -Mann-Whitney U Test.	0.018^a a -Mann-Whitney U Test.

Constructs	"B" Balanced		"A" Adjusted		"M" Misaligned
Strategic thinking	4.84	>	4.03	>	3.35
Enabling contexts	4.91	>	4.45	>	3.64
Cognitive surpluses	4.73	>	4.05	>	3.11
Value creation	4.71	>	3.95	>	3.37

	Strategic alignment of knowledge management	Value creation
Balanced	More fitness between strategy and knowledge management	The value creation happens simultaneously in all dimensions, with emphasis on Human Capital The company fully achieves the expected results
Adjusted	Reasonable alignment between strategy and knowledge management	Value creation with alternation among dimensions Partial achievement of expected results
Misaligned	Less alignment between strategy and knowledge management	Creation of value below desired Need for review of objectives and/or expected support means

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[1] * Corresponding author at: Rua da Lapa, 86, CEP 20021-180 Rio de Janeiro, RJ, Brazil. E-mail:godinho5224@gmail.com (R.G. Costa).

SUPPOSITION	[S₁]	Strategic thinking, enabling contexts and cognitive surpluses, constitutive elements of the strategic alignment of knowledge management, and value creation are reliable (internally consistent) and correlate significantly so that the score of one influences directly those of others.
HYPOTHESIS	[H_0,1]	It is not possible to characterize distinctly the subjects of the research regarding the existence of significant interdependence relations among strategic thinking, enabling contexts and cognitive surpluses and the value creation.
SUPPOSITION	[S₂]	The strategic alignment of knowledge management is determined by the interdependence relations among strategic thinking, enabling contexts and cognitive surpluses.
HYPOTHESIS	[H_0,2]	It is not possible to characterize distinctly the perception of the subjects regarding to the existence of different strategic alignments possible arrangements.
SUPPOSITION	[S₃]	The patterns (form and intensity) of value creation derive from the possibilities and types of strategic alignment of knowledge management — interdependence relations among strategic thinking, the management of enabling contexts and the use of cognitive surpluses.
HYPOTHESIS	[H_0,3]	It is not possible to characterize distinctly the perception of the subjects on the existence of distinct patterns of value creation from the hierarchical clusters of the strategic alignment of the knowledge management.