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Authors
Advisor(s)
Abstract(s)
Como parte de se manterem competitivas num cenário globalizado, as organizações
procuram hoje práticas que lhes permitam apoiar gestores de topo na tomada de decisões
estratégicas, utilizando nesse processo o conhecimento gerado a partir de informação
recolhida na sua envolvente. Nos últimos anos têm emergido vários casos de empresas
que, de entre as práticas possíveis, têm procurado desenvolver equipas que recorrem à
Competitive Intelligence (Cl) enquanto metodologia de suporte a esse objectivo.
No processo de Cl dados e informação são analisados a ponto de apoiar a tomada de
decisão, compreendendo um ciclo de quatro fases: definição das necessidades, recolha de
dados, análise e entrega ao decisor.
Assente no trabalho de recolha de dados junto dos próprios profissionais de Cl, a presente
dissertação centra-se no tema dos recursos humanos envolvidos no trabalho de suporte à
dinamização do ciclo de Cl. É analisada a relação entre a execução das tarefas que
constituem esse trabalho e o perfil e características de analistas que utilizam a Cl
enquanto ferramenta de trabalho.
A metodologia utilizada compreendeu o envio de um questionário aos profissionais que
geram recomendações aos gestores de topo na tomada de decisões estratégicas. A amostra
recolhida envolve especialistas de duas organizações, a Associação Brasileira dos
Analistas de Inteligência Competitiva (ABRAIC) e Society of Competitive Intelligence
Processional (SCIP), enquanto entidade de referência a nível mundial.
A análise aos resultados desta investigação aponta para cinco funções que os analistas
desempenham no ciclo de Cl: analista júnior, analista sénior, analista financeiro, gestor de
projecto e coordenador. Esta tipologia permitiu associar cada um destes elementos-tipo a
cada uma das fases do ciclo, identificando-se de seguida quais as características que
devem predominar para cada um deles.
In order for an organization to remain competitive, it needs support in making strategic decisions with regards to the global marketplace. The concems of the organization in managing internai and externai knowledge which involve it are also relevant. The process of Competitive Intelligence, according to Leonard Fuld, is the analysis of information with the objective of making a decision. This process involves a cycle which is composed of four phases: definition of needs, collection of data, analysis and revelation to the manager. The present study considers the human resources involved in the C.I. cycle, and explores the analysfs effectiveness regarding each of these phases. The methodology used in the study involves a questionnaire delivered to professionals who generate recommendations to top managers regarding the making of strategic decisions. The collected sample involves specialists of two organizations, the Brazilian Association of Analysts of Competitive Intelligence and the Society of Competitive Intelligence Professional, considered as referential entities on the intemational levei. In the study of this investigation appear five functions that analysts exercise along the course of the C.I. cycle. As a result, the study allows one to identiíy an analysfs involvement with any particular cycle phase. These functions are as follows: júnior analyst, sénior analyst, financial analyst, project manager and coordinator. Furthermore, the study distinguishes those characteristics which the professionals indicate as relevant for each stage of the cycle. The conclusions of this study demonstrate that while there is no one formalized pattem of CL, the characteristics of those who support and generate credible recommendations are distinguishable. The conclusions also show that technological development has fed the evolution of economic globalization which, in tum, feeds the necessity for recommendations, which are continuously leamed by the professionals involved. They also illustrate characteristics which support the process, and generate valid and credible recommendations. Technological evolution has been promoting the evolution of economic globalization, and in tum has been promoting the need for recommendations. Therefore, the involved professionals are continuously leaming.
In order for an organization to remain competitive, it needs support in making strategic decisions with regards to the global marketplace. The concems of the organization in managing internai and externai knowledge which involve it are also relevant. The process of Competitive Intelligence, according to Leonard Fuld, is the analysis of information with the objective of making a decision. This process involves a cycle which is composed of four phases: definition of needs, collection of data, analysis and revelation to the manager. The present study considers the human resources involved in the C.I. cycle, and explores the analysfs effectiveness regarding each of these phases. The methodology used in the study involves a questionnaire delivered to professionals who generate recommendations to top managers regarding the making of strategic decisions. The collected sample involves specialists of two organizations, the Brazilian Association of Analysts of Competitive Intelligence and the Society of Competitive Intelligence Professional, considered as referential entities on the intemational levei. In the study of this investigation appear five functions that analysts exercise along the course of the C.I. cycle. As a result, the study allows one to identiíy an analysfs involvement with any particular cycle phase. These functions are as follows: júnior analyst, sénior analyst, financial analyst, project manager and coordinator. Furthermore, the study distinguishes those characteristics which the professionals indicate as relevant for each stage of the cycle. The conclusions of this study demonstrate that while there is no one formalized pattem of CL, the characteristics of those who support and generate credible recommendations are distinguishable. The conclusions also show that technological development has fed the evolution of economic globalization which, in tum, feeds the necessity for recommendations, which are continuously leamed by the professionals involved. They also illustrate characteristics which support the process, and generate valid and credible recommendations. Technological evolution has been promoting the evolution of economic globalization, and in tum has been promoting the need for recommendations. Therefore, the involved professionals are continuously leaming.
Description
Mestrado em Gestão de Sistemas de Informação
Keywords
Competitive Intelligence Características Decisão estratégica Analista Competitive Intelligence Characteristics Strategic decision Analyst
Pedagogical Context
Citation
Costa , Myrian Lúcia (2005). "Análise de perfis do profissional em competitiveintelligence : metodologia de apoio às decisões estratégicas ". Dissertação de Mestrado, Universidade de Lisboa. Instituto Superior de Economia e Gestão.
Publisher
Instituto Superior de Economia e Gestão