A maturidade dos fatores críticos do alinhamento estratégico: estudo de caso em uma instituição governamental

Abstract

For Moore (2002), the importance of strategic management for the contemporary public administration is focused on how organizations create value of what they are producing , and guarantee the effectiveness of resources and internal processes. In this context, the integration of organizational elements became part of the central nervous system of organizations, making it essential to their incorporation in the formulation of content and implementation of organizational strategies (PRAHALAD; RAMASWAMY, 2004). Moreover, it is recognized that these elements are integrated into the formal systems (strategy, structure and technology) and informal (leaders, led and values) internal, thus prescribing the lead role to identify and control these critical success factors that can influence organizational alignment, and consequently the implementation of the strategy (BEER, et al., 2007). In this sense, the present study aims to analyze the degree of maturity of the critical factors of strategic alignment in the Legislative Assembly of the State of Amazonas. This is a quantitative and qualitative research of descriptive nature, with data collected through survey, using a structured questionnaire administered to a sample extract of one hundred and seven participants, distributed among the three organizational levels (strategic, tactical and functional) from different areas of ALE/AM. The questionnaire was organized in ten claims, based on the critical factors identified in the literature: coordination; competence; commitment; communication; conflict management; innovation; resource management; control; governance; adaptation. Respondents attributed notes on a scale of one to five (Likert scale) indicating the level of agreement with the statement. In the final phase, we used the study Labovitz and Rosansky (1997), Beer et al. (2005), Kaplan and Norton (2006), for the description and interpretation of results, and complementing, the assessment of the maturity of the critical factors considered Luftman scale (2000). In general, the classification of the maturity of the critical factors is positioned in the "low" level (Luftman, 2000), taking as reference the total average of the responses of the participants (2.46). In this sense, highlighted criteria point to an alignment initial process, considering the representation of fractionation of the critical factors involving the strategic alignment of ALE/AM. Results framework found in ALE/AM, it appears that a priori should focus efforts on integration between the strategic priorities and critical factors evaluated; promoting upward communication and downward, however, especially in understanding the process by servers in general, primarily at the lower levels; as well as the provision of effective control system, including performance indicators for the organization.