The purpose of this paper is to demonstrate that the integration of intelligences plays a great role in changing the organisational and national culture and, in consequence, in changing governmental intelligence (GI). This paper investigates the impact of national culture (NC) and knowledge management (KM) on GI.
This paper explores the development of a culture knowledge intelligence model (CKI) to test a number of propositions through web-based survey methodology administered to 101 civil servants of two national public administrations, Brazil’s Planning Ministry and Germany’s Bundesanstalt. The data were analysed quantitatively through SPSS and SmartPLS (CFA and SEM). In this paper, the relationships between the variables (hypotheses) were empirically tested using structure equation modelling (SEM).
The high correlation between organisational/national culture on GI raises the discussion of these relationships in the academic community. The impact of organisational/national culture on GI is much higher in Brazil than in Germany. In opposition to Germany, in Brazil, the GI is more influenced by culture than by knowledge. This is related to the fact that German culture, in opposition to Brazil, is future- and performance-orientated, getting information from facts, books and statistics, instead of being people-oriented, getting the first-hand (oral) information. The major practical implication is to demonstrate the importance of integration of intelligences to improve GI.
The influence of NC on decisions of governments is paramount to understand failures in government decisions, mainly because of the difficulty of public leaders to learn by comparison and collaboration from a global, participative and integrative vision and action. Despite the importance of the relationship between NC and GI, this intuitive juxtaposition has not received attention in the literature.
De Angelis, C.T. (2016), "The impact of national culture and knowledge management on governmental intelligence", Journal of Modelling in Management, Vol. 11 No. 1, pp. 240-268. https://doi.org/10.1108/JM2-08-2014-0069
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