Planejamento estratégico e cultura de inovação no setor público : uma análise do PDI no IFRS, campus Bento Gonçalves

Abstract

Building a culture of innovation in the public sector requires alignment between strategic guidelines, shared values and everyday organisational practices. This dissertation examines the extent to which the Institutional Development Plan (PDI) 2024?2028 of the Instituto Federal do Rio Grande do Sul (IFRS), Bento Gonçalves campus, fosters an innovation-oriented organisational culture, and identifies the mechanisms through which strategic planning connects with institutional values, norms and practices. The study proceeds from the premise that the PDI's capacity to drive change does not arise automatically from the formalisation of its guidelines, but is mediated by leadership, communication, organisational structure and incentive mechanisms. Three specific objectives were established: to identify the main obstacles to consolidating a culture of innovation; to examine how innovation is addressed within the PDI, assessing the alignment between guidelines and targets; and to analyse staff perceptions of the PDI's role in promoting innovative practices and in consolidating institutional values conducive to transformation and organisational learning. The focus on the Bento Gonçalves campus is justified by its having the largest workforce within IFRS and by its encompassing the four educational modalities established by Law Nº11.892/2008, which makes it analytically representative of the challenges of managing innovation. The research adopts a qualitative approach, with a single-case study design, combining documentary analysis of the PDI 2024?2028, the 2024 Management Report, the 2024 Actions and Results Report (RAR) and the Internal Evaluation Committee (CPA) Reports (2024 and 2025) with ten semi-structured interviews conducted with academic and administrative staff. Data were analysed using Discursive Textual Analysis (Análise Textual Discursiva, ATD), supported by NVivo 15, yielding 512 units of meaning distributed across nine analytical categories. The findings indicate that the PDI relates to organisational culture in differentiated ways: at the structural level the relationship is moderate, since innovation appears formally in the strategic axes and in monitoring through indicators, although these do not capture cultural aspects; in the symbolic and behavioural dimensions the relationship is still nascent, as innovation has yet to function as a shared value and innovative initiatives remain sporadic and dependent on individual motivation. The main obstacles include bureaucratic rigidity, the absence of formal mechanisms for recognising innovation, and top-down communication. It is concluded that the PDI fulfils its normative role and part of its symbolic role, but does not yet operate as a driver of deeper cultural transformation, pointing to the need to incorporate cultural indicators, rethink incentive mechanisms and broaden staff participation in the next planning cycle. [resumo fornecido pelo autor]