FATORES INFLUENCIADORES DE CULTURA DE INTELIGÊNCIA NAS ORGANIZAÇÕES

Souza, Vivian Aguiar de; Janissek-Muniz, Raquel

doi:10.1590/1413-2311.325.107447

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Article • Escola de Administração da UFRGS 27 (2) • May/Aug 2021 • https://doi.org/10.1590/1413-2311.325.107447 copiar

FATORES INFLUENCIADORES DE CULTURA DE INTELIGÊNCIA NAS ORGANIZAÇÕES

Autoria SCIMAGO INSTITUTIONS RANKINGS

Organizações têm reconhecido processos de inteligência para lidar com incertezas, antecipar e melhor encaminhar suas decisões, visando maior competitividade e sustentabilidade. Dentre os fatores influenciadores no êxito desses processos, a cultura, construída por valores, padrões e comportamentos, é fortemente apontada. Para identificar quais características são apresentadas na cultura de inteligência, exploramos diferentes elementos apontados na literatura. Estudos apontam fatores culturais como liderança, comunicação, confiança e colaboração, aprendizado e orientação para o futuro e inovação como capazes de influenciar os processos de inteligência. Com o objetivo de identificar fatores da cultura organizacional que podem influenciar os processos de inteligência nas organizações, foi realizada uma RSL para formar o construto “cultura de inteligência”, com validação por especialistas, via Card Sorting e método Delphi. Como resultado, fatores tais como liderança, comunicação apropriada, e consciência da equipe foram identificados. Em termos de contribuição teórica, o trabalho identifica fatores da cultura organizacional que podem influenciar os processos de inteligência, unindo achados da literatura e opiniões de especialistas em inteligência. Propõe igualmente um instrumento que pode servir de referência para estudos futuros de inteligência e cultura nas organizações. Em termos práticos, as organizações podem diagnosticar e pensar estratégias que desenvolvam a cultura organizacional em seus processos.

Palavras-chave:
Cultura Organizacional; Cultura de Inteligência; Processos de Inteligência; Inteligência

Acronym	Cultural Factors	General Features	Authors
CL	Culture of Leadership	Conduction of the organizational culture by leaders or senior managers.	Mason (2003)MASON, D. Tailoring scenario planning to the company culture. Strategy & Leadership, v.31, n.2, p.25-28, 2003.; Trim and Lee (2006)TRIM, P. R. J.; LEE, Y. I. Vertically integrated organisational marketing systems: a partnership approach for retailing organisations. Journal of Business & Industrial Marketing, v.21, n.3, p.151-163, 2006.; Cekuls (2015b)CEKULS, A. Leadership Values in Transformation of Organizational Culture to Implement Competitive Intelligence Management. European Integration Studies, n.9, p.244-256, 2015b.; *Hattula et al. (2015)HATTULA, J.D.; SCHMITZ, C.; SCHMIDT, M.; REINECKE, S. Is more always better? An investigation into the relationship between marketing influence and managers' market intelligence dissemination. International Journal of Research in Marketing. v.32, n.2, 2015.; Currey et al.* (2016)CURREY, P.; SOMOGY, S.; ARIYAWARDANA, A. Why Organizations Struggle to Implement a Market Orientation: Insights into beliefs of top management. Journal Food Product Mkt, v.23, p.783-798, 2016.; Kanwal et al. (2017)**KANWAL, S.; SINGH, G.; SAMALIA, H.V. The Role of Organizational Culture and Process-Structure in Marketing Intelligence. Journal of Cases on Information Technology, v.19, n.1, p.60-78, 2017..
CTC	Culture, Trust and Collaboration	Culture with values of trust, cooperation, usefulness and availability for teamwork. Mutual trust and respect create a culture of collaboration and support.	Trim and Lee (2006)TRIM, P. R. J.; LEE, Y. I. Vertically integrated organisational marketing systems: a partnership approach for retailing organisations. Journal of Business & Industrial Marketing, v.21, n.3, p.151-163, 2006.; Meunier-Fitzhugh and Piercy (2010)MEUNIER-FITZHUGH, K.L.; PIERCY, N.F. Improving the relationship between sales and marketing. European Business Review, v. 22, n. 3 p. 287-305, 2010.; Capatina and Bleoju (2012)CAPATINA, A.; BLEOJU, G. Organisational instructional communication as a cultural based competitive intelligence tool. 13th European Conf. on Knowledge Management, 2012.; *Hattula et al. (2015)HATTULA, J.D.; SCHMITZ, C.; SCHMIDT, M.; REINECKE, S. Is more always better? An investigation into the relationship between marketing influence and managers' market intelligence dissemination. International Journal of Research in Marketing. v.32, n.2, 2015.; Cekuls (2015aCEKULS, A. Culture of Knowledge Sharing in Terms of Competitive Intelligence in Organizations. Proceedings of the 2015 International Conference “Economic Science for Rural Development”, 2015a., b); Capatina et al. (2016)CAPATINA, A.; BLEOJU, G.; YAMAZAKI, K.; ROZALIA, N. Cross-cultural strategic intelligence solutions for leveraging open innovation opportunities. Journal of Intelligence Studies Business, v.6, n.3, p.27-38, 2016.; Kanwal et al.* (2017)*KANWAL, S.; SINGH, G.; SAMALIA, H.V. The Role of Organizational Culture and Process-Structure in Marketing Intelligence. Journal of Cases on Information Technology, v.19, n.1, p.60-78, 2017.; Asghari et al*. (2019).
CC	Culture of Communication	Culture of encouragement and appreciation of team communication, with open dialogues and information sharing.	Lim and Klobas (2000)LIM, D.; KLOBAS, J. Knowledge management in small enterprises. The Electronic Library, v.18, n.6, p.420-432, 2000.; Burt and Heijden (2003)BURT, G.; HEIJDEN, K. First steps: towards purposeful activities in scenario thinking and future studies. Futures, v.35, p.1011-1026, 2003.; Capatina and Bleoju (2012)CAPATINA, A.; BLEOJU, G. Organisational instructional communication as a cultural based competitive intelligence tool. 13th European Conf. on Knowledge Management, 2012., Hammoud and Nash (2014)HAMMOUD, M.S.; NASH, D. What corporations do with foresight. European Journal Futures Research, 2014.; *Hattula et al. (2015)*HATTULA, J.D.; SCHMITZ, C.; SCHMIDT, M.; REINECKE, S. Is more always better? An investigation into the relationship between marketing influence and managers' market intelligence dissemination. International Journal of Research in Marketing. v.32, n.2, 2015..
CIK	Culture of Information and Knowledge	Culture of encouraging the dissemination/sharing of information and knowledge between teams. Data-driven culture. Informational culture. Information management culture.	Lee and Trim (2008)LEE, Y-I.; TRIM, P.R.J. Placing the Japanese retail sector in context: issues for marketers in overseas companies. Business Strategy Series, v.9, n.5, p. 243-248, 2008.; Jaharuddin et al. (2016b); *Almeida et al.* (2016)ALMEIDA, F.C.; LESCA, H.; CANTON, A.W.P. Intrinsic motivation for knowledge sharing - competitive intelligence process. Journal Knowledge Management, v.20, n.6, 2016.; Duan et al. (2018)*DUAN, Y.; CAO, G.; EDWARDS, J.S. Understanding the impact of Business Analytics on Innovation. European Journal of Operational Research, 2018.; Garcia-Alsina et al.* (2013); *Casartelli et al. (2010)CASARTELLI, A. O.; RODRIGUES, A.C.M.; BITTENCOURT, H.R.; GARIBOTTI, V. Inteligência estratégica em instituições de ensino superior. Perspectivas em Ciência da Informação, v.15, n.2, p.183-197, 2010.; Viviers et al.* (2005)VIVIERS, W.; SAAYMAN, A.; MULLER, M-L. Enhancing a competitive intelligence culture in South Africa. International Journal of Social Economics, v.32, n.7, p.576-589, 2005.; Pellissier and Kruger (2011)PELLISSIER, R.; KRUGER, J.P. A study of strategic intelligence as a strategic management tool in the long-term insurance industry in South Africa. European Business Review, v.23, n.6, p.609-631, 2011.; Esteban-Navarro and Garcia-Madurga (2019)ESTEBAN-NAVARRO, M. A.; GARCÍA-MADURGA, M. A. Estudio exploratorio sobre la percepción de la gestión de la Inteligencia Competitiva por los directivos en empresas aragonesas sin una práctica sistematizada. Revista Española de Documentación Científica, v. 42, n. 3, ed. 239, p. 1-19, 2019.; Lies (2019)*LIES, Jan. Marketing Intelligence and Big Data: Digital Marketing Techniques on their Way to Becoming Social Engineering Techniques in Marketing. International Journal of Interactive Multimedia and Artificial Intelligence, v. 5, n.5, 2019.; Asghari et al*. (2019).
CLT	Culture of Learning and Training	Culture that supports organizational intelligence, promoting transformation. It involves the ability to learn. Culture focused on the stimulation of intelligence through training, seeking experience and engagement	Murray and Carter (2005)MURRAY, P.; CARTER, L. Improving marketing intelligence through learning systems and knowledge communities in not‐for‐profit workplaces. Journal Workplace Learning, v.17, n.7, p.421-435, 2005.; Korte and Chermack (2007)KORTE, R.F.; CHERMACK, T.J. Changing organizational culture with scenario planning. Futures, v.39, 2007.; Capatina and Bleoju (2012)CAPATINA, A.; BLEOJU, G. Organisational instructional communication as a cultural based competitive intelligence tool. 13th European Conf. on Knowledge Management, 2012.; Chermack and Nimon (2013)CHERMACK, T.; NIMON, K. Drivers and outcomes of scenario planning: a canonical correlation analysis. European Journal of Training and Development, v.37, n.9, 2013.; Kononiuk and Sacio-Szymanska (2016); Sewdass and Du Toit (2014)SEWDASS, N.; DU TOIT, A. Current state of competitive intelligence in South Africa. International Journal of Information Management, v.34, p.185-190, 2014.; Araújo, Costa and Aparício (2017)ARAÚJO, H.; COSTA, C.J.; APARÍCIO, M. Modelo de Competitive Intelligence (CI) Competitive Intelligence (CI) Model. 12th Iberian Conference on Information Systems and Technologies, Portugal, Lisbon, 2017., Asghari et al. (2019).
CoIA	Culture of Intelligence Awareness	Culture of recognition of the importance of intelligence. It also covers the culture of agility, which values quick responses to changes in the environment.	Viviers, Saayman and Muller (2005)VIVIERS, W.; SAAYMAN, A.; MULLER, M-L. Enhancing a competitive intelligence culture in South Africa. International Journal of Social Economics, v.32, n.7, p.576-589, 2005.; Jaharuddin, Mansor and Yakoob (2016b); Kanwal, Singh and Samalia (2017)KANWAL, S.; SINGH, G.; SAMALIA, H.V. The Role of Organizational Culture and Process-Structure in Marketing Intelligence. Journal of Cases on Information Technology, v.19, n.1, p.60-78, 2017., Asghari et al. (2019).
COFI	Culture Oriented to the Future and Innovation	Culture of building future scenarios, with ample visualization of the external environment and enhancement of warning signs. It includes a culture of innovation, valuing new ideas for decision making.	Mason (2003)MASON, D. Tailoring scenario planning to the company culture. Strategy & Leadership, v.31, n.2, p.25-28, 2003.; Lesca (2003)LESCA, H. Veille stratégique: La méthode L.E.SCAnning®. Editions EMS. 180p., 2003.; Burt and Heijden (2003)BURT, G.; HEIJDEN, K. First steps: towards purposeful activities in scenario thinking and future studies. Futures, v.35, p.1011-1026, 2003.; Vishnevskiy, Karasev and Meissner (2015)VISHNEVSKIY, K.; KARASEV, O.; MEISSNER, D. Integrated roadmaps and corporate foresight as tools of innovation management: The case of Russian companies. Foresight, v.17, n.5, p.460-474, 2015.; Kanwal, Singh and Samalia (2017)KANWAL, S.; SINGH, G.; SAMALIA, H.V. The Role of Organizational Culture and Process-Structure in Marketing Intelligence. Journal of Cases on Information Technology, v.19, n.1, p.60-78, 2017..

QUESTIONS	Agreemt	KAPPA COEF	DIAGNOSIS
(CL) The intelligence process is conducted based on the values of the leader.	72.73%	Substantial	Good index. Maintain CL.
(CL) The leader has the sensitivity to recognize the existence of different individual cultures.	100.00%	Almost Perfect	Great index. Maintain CL.
(CL) The leader works to engage employees in collecting information.	81.82%	Substantial	Good index. Maintain CL.
(CL) The leader works to engage employees in sharing information.	81.82%	Substantial	Good index. Maintain CL.
(CL) The leader seeks to develop the cultural values necessary to carry out the intelligence process.	81.82%	Substantial	Good index. Maintain CL.
(CTC) The relationship between employees is based on collaboration.	100.00%	Almost Perfect	Great index. Maintain CTC
(CTC) The relationship between employees is based on trust.	100.00%	Almost Perfect	Great index. Maintain CTC
(CTC) The relationship between employees is based on the availability to work as a team.	81.82%	Almost Perfect	Great index. Maintain CTC
(CTC) Information collection is based on the availability of employees to work as a team.	72.73%	Substantial	Good index. Maintain CTC
(CTC) Information sharing is based on the availability of employees to work as a team.	90.91%	Almost Perfect	Great index. Maintain CTC
(CC) Employees believe that the dissemination of information depends on appropriate communication.	81.82%	Almost Perfect	Great index. Maintain CC
(CC) Employees believe that the dissemination of knowledge depends on appropriate communication.	81.82%	Almost Perfect	Great index. Maintain CC
(CC) There are policies to encourage the organization's employees to communicate ideas and knowledge.	72.73%	Substantial	Good index. Maintain CC
(CC) The leader engages employees to discuss ideas in groups.	100.00%	Almost Perfect (CL)	Great CL index. Reposition for CL, for predominating values pertinent to it.
(CC) The organization values the debate of ideas in groups as a driver of success in the intelligence process.	36.36%	Poor	It was excluded, without losses, due to similarities with CTC, CC, CoIA, CLT and COFI.
(CIK) Employees believe that the dissemination of information is an essential value for the success of the intelligence process.	45.45%	Moderate	Although “moderate”, associating it with the CIK2 response, analyzing the understanding between CTC, CC, CIK and CoIA, the item was excluded.
(CIK) Employees believe that the dissemination of knowledge is an essential value for the success of the intelligence process.	36.36%	Poor	Re-analyzing, and verifying the understanding of CTC, CC, CIK and CoIA, the item was excluded.
(CIK) There is a culture that values decision making based on shared information.	45.45%	Moderate	Moderated in CIK, and maintained according to Faria (2010)FARIA, M.M. Card Sorting: noções sobre a técnica para teste e desenvolvimento de categorizações e vocabulários. Revista Digital de Biblioteconomia e Ciência da Informação, v.7, n.2, p.1-9, 2010., for presenting specificity, despite the ambiguity of theory.
(CIK) Employees have a common view that information sharing must be a systematic practice.	45.45%	Moderate	Same as CIK3.
(CIK) Employees have a common view that knowledge sharing must be a systematic practice.	54.55%	Moderate	Same as CIK3.
(CIK) Employees believe that the exploitation of information adds new ideas to the organization.	45.45%	Moderate	Although “moderate”, due to similarities with CC, CIC, CLT and COFI, the item was excluded.
(CIK) There are policies to encourage information sharing.	54.55%	Moderate	Same as CIK3.
(CIK) There is a culture that values the process of obtaining data and information.	45.45%	Moderate	Same as CIK3.
(CoIA) Employees recognize the results of the intelligence process as important to decision making.	72.73%	Substantial	Good index. Maintain CoIA.
(CoIA) Employees recognize the importance of systematized intelligence practices in the organization.	100.00%	Almost perfect	Great index. Maintain CoIA.
(CoIA) Employees are aware that the results of the intelligence process depend on the proper execution of their activities.	81.82%	Almost Perfect	Great index. Maintain CoIA.
(CoIA) Decision making is more agile due to the implemented intelligence process.	72.73%	Substantial	Good index. Maintain CoIA.
(CoIA) The tasks are executed more quickly, due to the implemented intelligence process.	63.64%	Substantial	Good index. Maintain CoIA.
(CoIA) The organization considers the intelligence process as a driver of agility in responding and adapting to environmental changes.	72.73%	Substantial	Good index. Maintain CoIA.
(CLT) Employees recognize the importance of seeking updating and training in intelligence activities.	72.73%	Substantial	Good index. Maintain CLT.
(CLT) Employees believe that training prepares them to face changes in the environment.	81.82%	Almost Perfect	Great index. Maintain CLT.
(CLT) Employees believe that analyzing information in groups helps with learning.	45.45%	Moderate	Although “moderate”, the item was excluded.
(COFI) Employees explore information in search of new ideas.	72.73%	Substantial	Good index. Maintain COFI.
(COFI) Employees are engaged to develop an anticipatory look, with a view to future scenarios.	72.73%	Substantial	Good index. Maintain COFI.
(COFI) Employees observe possible warning signs about the future of their business environment.	81.82%	Almost Perfect	Great index. Maintain COFI.
(COFI) There are policies that encourage the exposure of innovative ideas.	100.00%	Almost Perfect	Great index. Maintain COFI.
(COFI) Employees seek to debate new ideas.	45.45%	Moderate	Although “moderate”, due to ideas dispersed, the item was excluded.

	*Question - Delphi* Method - Round I**	%	Agreemt	*Question - Delphi* Method - Round II**	%	Agreemt
CL1	The intelligence process is conducted based on the values of the leader.	72	N	The intelligence processmust be conducted based on the values of the leader,which are in line with the objectives of the organization, the market and the intelligence.	93	Y
CL2	The leader has the sensitivity to recognize the existence of different individual cultures.	76	N	The leaderwho has the sensitivity to recognize the existence of different cultures of her/his team becomesmore capable of working with the intelligence process and its results.	93	Y
CL3	The leader works to engage employees in collecting information.	80	Y	-	-	-
CL4	The leader works to engage employees in sharing information.	76	N	The leader must work to engage employees in sharing information.	93	Y
CL5	The leader seeks to develop, in her/his the cultural values necessary to carry out the intelligence process.	72	N	The leader must seek to develop, in her/his team, the values, beliefs and behaviors (cultural components) necessary to carry out the intelligence process.	85	Y
CL6	The leader engages employees to discuss ideas in groups.	83	Y	-	-	-

	*Delphi* Method - Round I	%	Agreemt	*Delphi* Method - Round I	%	Agreemt
CTC1	The relationship between employees is based on collaboration.	78	N	The relationship between employees must be based on collaboration.	100	Y
CTC2	The relationship between employees is based on trust.	80	Y	-	-	-
CTC3	The relationship between employees is based on the availability to work as a team.	70	N	The relationship between employees must be based on the availability to work as a team.	96	Y
CTC4	The collection of information is based on the availability of employees to work as a team.	63	N	The collection of information must be based on the availability of employees to work as a team.	67	N
CTC5	Information sharing is based on the availability of employees to work as a team.	76	N	Information sharing must be based on the availability of employees to work as a team.	74	N
CTC6	-	-	-	Information analysis must be based on the availability of employees to work as a team.	70	N

	*Delphi* Method - Round I	%	Agreemt	*Delphi* Method - Round I	%	Agreemt
CC1	Employees believe that the dissemination of information depends on appropriate communication.	94	Y	-	-	-
CC2	Employees believe that the dissemination of knowledge depends on appropriate communication.	94	Y	-	-	-
CC3	There are policies to encourage the organization's employees to communicate ideas and knowledge.	57	N	A culture propitious to the intelligence process must consider the importance of the existence and dissemination of policies to encourage the communication of ideas and knowledge by the organization's employees.	89	Y

	*Delphi* Method - Round I	%	Agreemt	*Delphi* Method - Round I	%	Agreemt
CIK1	There is a culture that values decision making based on shared information.	61	N	A culture propitious to the intelligence process must value decision making based on shared information.	93	Y
CIK2	Employees have a common view that information sharing must be a systematic practice.	63	N	A culture propitious to the intelligence process must consider the importance of employees having a common vision that information sharing must be a systematic practice.	93	Y
CIK3	Employees have a common view that knowledge sharing must be a systematic practice.	70	N	A culture propitious to the intelligence process must consider the importance of employees having a common vision that knowledge sharing must be a systematic practice.	96	Y
CIK4	There are policies to encourage information sharing.	46	N	A culture propitious to the intelligence process must consider the importance of the existence and dissemination of policies to encourage the sharing of Information in the Organization.	96	Y
CIK5	There is a culture that values the process of obtaining data and information.	61	N	A culture propitious to the intelligence process must value the process of searching for data and information.	96	Y

	*Delphi* Method – Round I	%	Agreemt	*Delphi* Method – Round I	%	Agreemt
CoIA1	Employees recognize the results of the intelligence process as important to decision making.	74	N	A culture propitious to the intelligence process must consider the importance that employees recognize the results of this intelligence process as important to decision making.	100	Y
CoIA2	Employees recognize the importance of systematized intelligence practices in the organization.	69	N	A culture propitious to the intelligence process must consider that employees must recognize the importance of systematized intelligence practices in the organization.	96	Y
CoIA3	Employees are aware that the results of the intelligence process depend on the proper execution of their activities.	70	N	A culture propitious to the intelligence process must consider the importance that employees must be aware that the results of the intelligence process depend on a proper execution of their activities.	93	Y
CoIA4	Decision making is more agile due to the implemented intelligence process.	80	Y	-	-	-
CoIA5	The tasks are executed more quickly, due to the implemented intelligence process.	72	N	It is believed that the intelligence process speeds upthe execution of tasks of the organization in general.	67	N
CoIA6	The organization considers the intelligence process as a driver of agility in responding and adapting to environmental changes.	70	N	The organization must consider the intelligence process as a driver of agility in responding and adapting to environmental changes.	96	Y

*Delphi* Method - Round I	%	Agreemt	*Delphi* Method - Round I	%	Agreement
Employees recognize the importance of seeking updating and training in intelligence activities.	69	N	A culture propitious to the intelligence process must consider the importance of employees recognizing the importance of seeking updating and training in intelligence activities.	85	Y
Employees believe that training prepares them to face changes in the environment.	85	Y	-	-	-

	*Delphi* Method - Round I	%	Agreemt	*Delphi* Method - Round I	%	Agreemt
COFI1	Employees explore information in search of new ideas.	74	N	A culture propitious to the intelligence process must consider the importance that employees explore information in search of new ideas.	93	Y
COFI2	Employees are engaged to develop an anticipatory look, with a view to future scenarios.	61	N	A culture that is conducive to the intelligence process must consider the importance of employees being engaged in developing an anticipatory look, with a view to future scenarios.	96	Y
COFI3	Employees observe possible warning signs about the future of their business environment.	65	N	A culture propitious to the intelligence process must consider the importance that employees observe possible warning signs about the future of their business environment.	100	Y
COFI4	There are policies that encourage the exposure of innovative ideas.	65	N	A culture propitious to the intelligence process must consider the importance of the existence of policies that foster the exposure of innovative ideas.	96	Y

Culture	Culture of Intelligence Factors in Organizations
Leadership	1) The intelligence process must be conducted based on the values of the leader, which are in line with the objectives of the organization, the market and the intelligence.
	2) The leader with sensitivity to recognize the existence of different team cultures, becomes more capable of working with the intelligence process.
	3) The leader must engage employees in collecting information.
	4) The leader must engage employees in sharing information.
	5) The leader must seek to develop, in her/his team, the values, beliefs and behaviors necessary to carry out the intelligence process.
	6) The leader must engage employees to brainstorm in groups.
Culture and Collaboration	7) The relationship between employees must be based on collaboration.
	8) The relationship between employees must be based on trust.
	9) The relationship between employees must be based on the availability to work as a team.
Communication	10) The dissemination of information depends on appropriate communication.
	11) The dissemination of knowledge depends on appropriate communication.
	12) A culture propitious to the intelligence process must consider the importance of the existence and dissemination of policies to encourage the communication of ideas and knowledge by the organization's employees.
Information and Knowledge	13) A culture propitious to the intelligence process must value the process of searching for data and information.
	14) A culture propitious to the intelligence process must value decision making based on shared information.
	15) A culture conducive to the intelligence process must consider the importance of employees having a common vision that information sharing must be a systematic practice.
	16) A culture conducive to the intelligence process must consider the importance of employees having a common vision that knowledge sharing must be a systematic practice.
	17) A culture propitious to the intelligence process must consider the existence and dissemination of policies to encourage the sharing of information in the organization.
Intelligence Awareness	18) A culture propitious to the intelligence process must consider that employees recognize the results of the intelligence process as important to decision-making.
	19) A culture propitious to the intelligence process must consider that employees recognize the importance of systematized intelligence practices in the organization.
	20) A culture propitious to the intelligence process must consider that employees must be aware that the results of the intelligence process depend on a proper execution of their activities.
	21) The organization must consider the intelligence process as a driver of agility in responding and adapting to environmental changes.
Learning and Training	22) A culture propitious to the Intelligence process must consider that employees recognize the importance of seeking updating and training in intelligence activities.
Learning and Training	27) In a culture propitious to the intelligence process, employees must believe that the training prepares them to face environmental changes.
Orientation to the Future and Innovation	23) A culture propitious to the intelligence process must consider that employees explore information in search of new ideas.
	24) A culture propitious to the intelligence process must consider that employees are engaged in developing an anticipatory look, with vision of future scenarios.
	25) A culture conducive to the intelligence process must consider it important that employees observe possible warning signs about the future of their business environment.
	26) A culture propitious to the intelligence process must consider the existence of policies that foster the exposure of innovative ideas.

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Recebido em 11/9/2020, aceito 30/6/2021.