| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 1.41 MB | Adobe PDF |
Advisor(s)
Abstract(s)
No presente documento, aborda-se a temática da Gestão da Informação nas Organizações, identificando os seguintes modelos de gestão da informação: Modelo de McGee e Prusak (1994), o Modelo de Davenport (1998) e, por fim, o Modelo de Choo (2003). Relacionam-se os temas Gestão da Informação e Inteligência Competitiva, apresentando a relação entre os termos informação e competitividade, com base na premissa de que a informação gera valor e, consequentemente, vantagem competitiva para as organizações.
Seguidamente, é discutido o valor da informação na tomada de decisão enquanto processo estratégico. Evidencia-se que a informação tem um papel indiscutível na tomada de decisão, pois as organizações só conseguem otimizar as suas opções usando informação adequada e no momento certo para a decisão ser a mais oportuna.
Assim, são apontados e caracterizados os modelos de decisão racional, anárquico, político e processual, que não sendo mutuamente exclusivos, partilham elementos uns dos outros, permitindo um melhor conhecimento de certas características da realidade.
Por outro lado, e tendo em conta que as organizações dependem de sistemas de informação, abordam-se os sistemas de apoio à decisão uma vez que estes fornecem informação relevante para o processo decisório.
Relativamente ao enquadramento metodológico, foi realizado um estudo de caso numa média empresa com base em entrevistas e questionários.
Neste estudo foram identificadas as práticas da Gestão da Informação alinhadas com a Inteligência Competitiva existentes numa média empresa, caracterizaram-se as necessidades dos gestores de topo no que toca à Inteligência Competitiva e identificaram-se os sistemas de apoio à decisão usados nessa empresa, tomada como objeto do estudo de caso. Evidencia-se que a Inteligência Competitiva ainda é uma temática desconhecida, apesar de os gestores terem consciência que é benéfica para a Tomada de Decisão, a implementação da Gestão de Informação alinhada com a Inteligência Competitiva.
Por fim, são identificadas e analisadas as práticas formais e informais de gestão da informação que a administração da empresa concretiza para uma abordagem de Inteligência Competitiva.
This document addresses the theme of Information Management within Organizations. More specifically, it identifies the following information management models: McGee and Prusak Model (1994), Davenport Model (1998) and, finally, Choo Model (2003). Through a comparison between topics of Information Management and Competitive Intelligence, it is possible to establish a relationship between information and competitiveness, based on the premise that information generates value and, consequently, it grants a competitive advantage for organizations. Afterward, it is discussed the value of information in decision making as a strategic process. It is evident that information has an indisputable role in decision-making because organizations can only enhance their options by using the appropriate information and by choosing the most opportune time for the decision to be made. Therefore, rational, anarchic, political and procedural decision models are pointed out and characterized. Although they are not mutually exclusive, they share elements of each other, allowing an improvement in our knowledge about certain characteristics of reality. Furthermore, taking into account that organizations dependent on information systems, it is also addressed the issue underlying the decision support systems, since they provide relevant information for the decision-making process. In regards to the methodological framework, a study about a medium-sized company was conducted based on interviews and a survey. In this study, Information Management practices aligned with Competitive Intelligence in a medium-sized company were identified and characterized, as well as the needs of top managers within the extent of Competitive Intelligence and the decision support systems used in that company, which is taken as the object of the case study. It showed that Competitive Intelligence is still an unknown topic, although managers are aware that it the implementation of Information Management in line with Competitive Intelligence is beneficial for decision-making. Formal and informal information management practices that the company's management implements for a Competitive Intelligence approach are identified and analysed.
This document addresses the theme of Information Management within Organizations. More specifically, it identifies the following information management models: McGee and Prusak Model (1994), Davenport Model (1998) and, finally, Choo Model (2003). Through a comparison between topics of Information Management and Competitive Intelligence, it is possible to establish a relationship between information and competitiveness, based on the premise that information generates value and, consequently, it grants a competitive advantage for organizations. Afterward, it is discussed the value of information in decision making as a strategic process. It is evident that information has an indisputable role in decision-making because organizations can only enhance their options by using the appropriate information and by choosing the most opportune time for the decision to be made. Therefore, rational, anarchic, political and procedural decision models are pointed out and characterized. Although they are not mutually exclusive, they share elements of each other, allowing an improvement in our knowledge about certain characteristics of reality. Furthermore, taking into account that organizations dependent on information systems, it is also addressed the issue underlying the decision support systems, since they provide relevant information for the decision-making process. In regards to the methodological framework, a study about a medium-sized company was conducted based on interviews and a survey. In this study, Information Management practices aligned with Competitive Intelligence in a medium-sized company were identified and characterized, as well as the needs of top managers within the extent of Competitive Intelligence and the decision support systems used in that company, which is taken as the object of the case study. It showed that Competitive Intelligence is still an unknown topic, although managers are aware that it the implementation of Information Management in line with Competitive Intelligence is beneficial for decision-making. Formal and informal information management practices that the company's management implements for a Competitive Intelligence approach are identified and analysed.
Description
Keywords
Gestão da informação Organizações Inteligência competitiva Tomada de decisão Information management Decision-making Organizations Competitive intelligence