O produto é a representação final das capacidades e competências de uma empresa na tentativa de converter ideias, conceitos e percepções em algo concreto. Desenvolver produtos, portanto, constitui-se em uma tarefa complexa e decisiva para as empresas e requer definição de objetivos estratégicos e uso intensivo de tecnologias principalmente da tecnologia de informação. Esta tese tem por objetivo analisar as relações dos elementos de alinhamento estratégico nas diversas fases do processo de desenvolvimento de produto. Para tanto, foi utilizada a metodologia de estudo de caso múltiplo em três empresas do setor industrial situadas no sul do país. A coleta de dados baseou-se em um protocolo de pesquisa constituindo um roteiro de entrevistas semiestruturadas onde foram elencados todos os elementos pertinentes as duas dimensões pesquisadas e em análise de documentos. A validação do protocolo ocorreu através de uma aplicação piloto com especialistas da área de desenvolvimento de produto, de estratégia de negócio e de tecnologia da informação. A partir dos dados coletados foi iniciada a análise das relações entre os elementos de Alinhamento Estratégico entre negócio e tecnologia da informação com as fases do processo crítico de negócio Desenvolvimento de Produto. As relações entre os elementos de cada dimensão (Alinhamento Estratégico e Processo de Desenvolvimento de Produto) foram codificadas com a ajuda do software QSR NVivo 7®. Os resultados encontrados permitiram identificar a existência e as intensidades variadas de relacionamento entre os elementos de alinhamento estratégico e desenvolvimento de produto. As principais fases do PDP resultantes da observação foram: Pré-desenvolvimento, Desenvolvimento e Pós-desenvolvimento. Os principais elementos de AE encontrados às fases do PDP foram: Habilidades e Competências. Também, foi possível observar que as relações são dependentes da escolha estratégica da empresa de ser líder ou seguidora; e, perceber que o caráter estratégico ou operacional do processo de desenvolvimento de produto é direcionado pelos elementos de alinhamento tais como elementos de tecnologia da informação. A variação da intensidade das relações entre os elementos de alinhamento com as fases do processo de desenvolvimento de produto, indica que ocorrem alinhamentos e também desalinhamentos no processo de desenvolvimento de produto para as empresas estudadas. / The product is a final representation of the capacities and competences of a company in the attempt of converting ideas, concepts and perceptions into something tangible. Developing products, therefore, consists in a complex and decisive task for the company and requires definition of the strategic objectives and the intensive use of technologies. The objective of this work is to analyze the relationship of the strategic alignment elements in its diverse phases of the development process of the product. Therefore, the methodology of multiple case studies was applied to 3 companies from the industrial area located in the South of the country. The collect of the data was based on a road map of half structured interviews based on the protocol research where ali the elements pertinent to this research were listed. The protocol validation occurred through a test application with experts from the product development area, form the business strategy area and from the information technology area. From the collected data, the analyses of the relation between the elements of the Strategic Alignment (SA) and the Process ofthe Product Development (PPD) phases were started. This allowed codifying the relations according to the context of occurrence with the help of the QSR NVIVO 7® software. The analysis of the found relations made possible to identify the existence and the variation in the intensity of the relationship between the element of the strategic alignment and the product development. The main phases of PPD observed were: Pre-development, Development, and Post-development. The main SA elements found associated to PPD phases were: Abilities and Competences. Also, It was possible to observe that the relations are dependent of the company's strategic choice: to be the líder or the follower; and understand that the strategic or operational nature of the PPD is pointed by the alignment elements. The variation of intensity in the relations between alignment elements with the PPD phases indicates that alignments and misalignments into the PPD on the studied compantes occur.

Em um ambiente competitivo, dinâmico e altamente regulado corno o setor financeiro brasileiro, as orientações estratégicas das empresas devem estar alinhadas com o ambiente. Embora a literatura de alinhamento estratégico seja muito rica, existe um reduzido número de estudos envolvendo elementos de alinhamento estratégico e orientações estratégicas de unidades de negocio, mais especificamente, envolvendo os tipos de orientação Defensora e Prospectora segundo a tipologia de Miles e Snow. Esses estudos, ao levar em conta a variável orientação estratégica, passaram a explicar resultados que ate então se mostravam inconsistentes ou que não eram detectados. Sendo assim, este estudo foi guiado pela seguinte questão de pesquisa: distintas orientações estratégicas atribuem diferentes importâncias para os elementos do modelo de Maturidade do Alinhamento Estratégico (Strategic Alignment Maturity - SAM)? Deste modo os seis componentes de SAM denominados Comunicação, Parcerias. Políticas de Recursos Humanos e Habilidades, Mensuração de Valor, Governança de Tecnologia da Informação (TI) e Escopo e Arquitetura são analisados, utilizando o setor financeiro, que se caracteriza pelo use intensivo de informações, como área de estudo. Foram estudadas, a partir de uma pesquisa survey, 165 unidades de negocio da indústria bancaria, de seguros e de corretagem de valores mobiliários Os resultados obtidos revelaram que 10 dos 42 elementos analisados mostraram-se mais importantes para as instituições com orientação estratégica Defensora. Estes são respectivamente: compreensão dos processos, sistemas e capacidades potenciais da área de TI pela sua unidade; reputação da área de TI; medidas para mensurar a contribuição da TI e para contribuição do Negócio; avaliações e revisões dos investimentos em TI relacionados com sua unidade; sistemas de informação mercadológicos e de suporte operacional; padrões e conformidades nos sistemas de TI; integração da arquitetura de TI; e instrumentos, processos e estruturas organizacionais para lidar com interrupções causadas por mudanças de negocio e de TI. Em nenhuma situação os elementos de SAM se mostraram significativos para os Prospectores, o que pode ser atribuído ao fato de que essa orientação estratégica apresenta uma natureza mais flexível e, portanto, adaptada a ambientes dinâmicos, Como o setor financeiro. Por outro lado, a orientação Defensora precisa compensar sua rigidez a mudanças por meio de elementos de SAM sob o risco de se tornar não competitiva em tal cenário. Com base nestes, sugere-se como estudos futuros: a replicação deste em outros ambientes a fim de averiguar se os elementos do modelo SAM se confirmam como sendo mais importantes para Defensores; e fazer um estudo envolvendo elementos SAM, orientações estratégicas e desempenho com a finalidade de verificar se os elementos mais importantes para determinada orientação estratégica são as que realmente contribuem para o desempenho organizacional. / In a competitive, dynamic and highly regulated environment such as the Brazilian financial sector, the firms’ strategic orientations should be aligned with the environment. Although the literature on strategic alignment is very rich, there are few studies involving strategic alignment elements within business unit orientations, more specifically, involving the Miles and Snow typology of Defenders and Prospectors. These studies, by taking into account the variable ’strategic orientation’, provided an explanation for results that were, until then, considered inconsistent or undetected. So, this study was guided by the following research question: do distinct strategic orientations attribute different degrees of importance to the elements within the Strategic Alignment Maturity (SAM) model? Thus, the six SAM components, namely, Communications, Partnerships, Human Resources and Skills, Value Measurement, IT Governance, and IT Scope and Architecture are explored in the Brazilian financial sector, which is characterized by the intensive use of information. One hundred and sixty five business units within the banking, insurance, and brokerage industries were studied. The results obtained revealed that 10 of the 42 elements were more important in the institutions shown to have a Defender-type strategic orientation. These elements were: understanding of the processes, systems and potential capacity of IT area by business units, reputation of the IT area, means of measuring the contribution of IT, means of measuring the contribution of business, assessments and reviews of IT investments, market-related information systems, operational support systems, standards and compliance in the IT systems, integration of the IT architecture, and organizational structures, processes and instruments to deal with interruptions. In no situation were any of the SAM elements shown to be more importance for the Prospectors, which can be explained by the fact that this strategic orientation is more flexible and, therefore, more adapted to dynamic environments such as the financial sector. On the other hand, the Defender strategic orientation needs to compensate its rigidity in the face of change by using SAM elements at the risk of being unable to compete in such a scenario. Given the findings of this study, some suggestions for future studies are: the replication of this study in other environments in order to confirm if the SAM elements are more important to Defenders; and carry out a study involving SAM elements, strategic orientations and performance in order to verify if the more important elements within a determined strategic orientation are the ones that really contribute to organizational performance.

Submitted by Rosangela Silva (rosangela.silva3@unioeste.br) on 2018-08-14T17:08:05Z No. of bitstreams: 2 Rosana Rodrigues Alves Ferreira.pdf: 1825322 bytes, checksum: 7f94796471f351969fe21c7139f75363 (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) / Made available in DSpace on 2018-08-14T17:08:05Z (GMT). No. of bitstreams: 2 Rosana Rodrigues Alves Ferreira.pdf: 1825322 bytes, checksum: 7f94796471f351969fe21c7139f75363 (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) Previous issue date: 2018-02-02 / FERREIRA, Rosana Rodrigues Alves. O alinhamento estratégico da oferta de cursos e a evasão escolar: uma aplicação no SENAC Cascavel-PR. 2018. 112 f. Dissertação (Mestrado Profissional em Administração) – Universidade Estadual do Oeste do Paraná, Cascavel, 2018. This study had the objective of proposing a strategic alignment between the offer of courses and school evasion at Senac Cascavel. The methodology adopted, with respect to the approach, are characterized as a qualitative, and the objectives are characterized as a descriptive and exploratory study. As for the strategy of this research, it is characterized as a single case study. The data collection was done through bibliographic and documentary research on organizational sites and internal documents to the organization. In addition, an interview was held with former students who left their courses before completion. The results showed that in the context investigated, the non-identification in the job market of career opportunities linked to the course were enrolled, was the principal motivator to drop out of school, because the students are looking for a faster career whis professional qualification if compared with university graduate to enter in the job market, change their professional area and even start their own business. However, the students leave the courses and seek in other institutions courses that can provide them with the attainment of their objectives. The demands of professional qualification are generated dynamically and in adherence to the social and economic movements of the city. Thus, in order to establish the list of courses in a decisive way, it is necessary to interpret the productive vocation of the municipality. / FERREIRA, Rosana Rodrigues Alves. O alinhamento estratégico da oferta de cursos e a evasão escolar: uma aplicação no SENAC Cascavel-PR. 2018. 112 f. Dissertação (Mestrado Profissional em Administração) – Universidade Estadual do Oeste do Paraná, Cascavel, 2018. Este estudo teve como objetivo geral propor um alinhamento estratégico entre a oferta de cursos e a evasão escolar no Senac Cascavel. A metodologia adotada, no que diz respeito à abordagem, é classificada como qualitativa, sendo os objetivos caracterizados como pesquisa descritiva e exploratória. No tocante à estratégia de pesquisa, caracteriza-se como estudo de caso único. A obtenção dos dados foi realizada por meio da pesquisa bibliográfica e documental em sites organizacionais e documentos internos à organização. Além disso, foi realizada entrevista com ex-alunos que deixaram seus cursos antes da conclusão. Os resultados mostraram que os altos índices de evasão escolar enfrentado pelo Senac Cascavel estão atrelados à falta de um alinhamento estratégico entre a oferta de cursos e as demandas de qualificação profissional do município, pois os alunos procuram na formação profissional um caminho mais rápido, se comparado com a graduação, para serem inseridos no mercado de trabalho, mudarem de área profissional e até mesmo de abrirem seu próprio negócio. Todavia, os alunos deixam os cursos e procuram em outras instituições cursos que possa proporcionar a eles o alcance de seus objetivos. Verificou-se também, que as demandas por qualificação profissional são geradas de forma dinâmica e em aderência aos movimentos sociais e econômicos dos municípios. Assim, foi estabelecido um portfólio de cursos do Senac Cascavel em consonância com as demandas de qualificação profissional do município.

This thesis aims at describing the CIO role from the perspective of two interviews and the literature on the subject. Our research questions mainly focus on the actual work of a CIO and are answered by providing a framework on how to view the CIO and the influence of the CIO. Influence meaning both on business and IT strategy. We have answered what the CIO role implies and how it is used in different organizations. To do this we have scanned current literature and also conducted two interviews with CIO’s from completely different organizations and resources. A framework for understanding how the IT strategy and business strategy is linked with the CIO as a resource has been created and our interview findings are presented in this framework. We have also found that the CIO with little involvement in overall business strategy decisions has less influence on the IT strategy. This is ex-plained by the nature of the organization and the view of IT. A CIO’s primary function could be to strategically align IT with business or to make sure that the IT systems runs flawless. These can be viewed as counterpoints but since the role today is changing from being operative to working more with strategic questions it is not a strange finding. The influence a CIO has in business strategy questions ranges from none to a lot, based on how the CIO role is defined by the organization. This is also well in line with the view of IT. When viewing IT as something that has the possibility to gain competitive advantage, IT gain more credibility, hence the CIO gains more influence on business strategy decisions. We also found that the CIO not only has the overall responsibility of IT in the organization, but also that s/he is supposed to work with questions of concern to the business. This forces the CIO to have an understanding of the end-customer, which in itself creates a better understanding for the business strategy. The CIO should work with questions that not only meet the current demand of the organization they support, but also future needs and potential opportunities where IT can be of specific interest.

For today's organizations to fully optimize their two major priorities;which are reducing cost and increasing revenue, they need to be involved in continuous modifications and constant renewals of right mechanism towards alignment between business and IT strategies. This paper investigates issues in strategic alignment, the specifics were: What causes time lag between business-IT strategy implementation, how can organization manage this time lag better, and finally how alignment can be achieved in business-IT strategy. Thorough literature review has been carried out, to come up with causes of time lag between business-IT strategy. Then, two case studies together with three experts' interviews have been conducted in order to validate causes of time lag in business-IT strategy. The results shows that, lack of understanding of IT departments by business department, and lack of understanding of business department by IT department and protocol rigidity are the major causes of time lag that exists between business-IT strategy. While, the lesser factors were: not using the IT departments in defining the business strategy and usage of business terminologies by business department in communicating with the IT department

Le travail de recherche présenté ici a été mené dans le cadre du projet global RAUDIN « Recherches Aquitaine sur les Usages pour le Développement des dIspositifs Numériques » et, plus spécifiquement, au sein du sous-projet « indicateurs et mesure ». L’objectif était d’identifier les usages des dispositifs numériques et en particulier ceux dispensés via des applications Web. Il est proposé d’étudier un corpus de sites web d’Aquitaine (en englobant l’organisation éditrice, le résultat d’édition et les clients des sites) afin d’élaborer des indicateurs de performance et de qualité du mode d’édition web. L’objectif de la thèse est de proposer une méthodologie d’évaluation de l’alignement stratégique des sites web à des fins de pilotage pour une meilleure dynamique de compétitivité et d’organisation interne des institutions, de visibilité de leurs publications et, rétroactivement, d’utilisabilité des dispositifs de communication. Au contexte économique actuel caractérisé par une concurrence et une évolutivité toujours plus fortes, les organisations, quelle que soit leur nature, répondent par une augmentation de leur propre complexité pour survivre et s’épanouir. Cette augmentation de la complexité peut facilement conduire à une baisse de la performance si l’organisation n’est pas en mesure de mettre en cohérence toutes ses composantes avec sa stratégie globale. Le site web de l’organisation fait partie de ces composantes. Plus précisément, les sites web sont une vitrine sur l’organisation, ouverte à toute personne ayant accès à internet et ceci partout dans le monde. Outil de communication, le site web est souvent également un outil commercial et s’inscrit donc au cœur de l’activité métier de l’organisation. De plus, le site web se caractérise également par sa dynamique : il évolue constamment en termes de contenu, de fonctions et d’apparence. Cet ensemble de caractéristiques plaide pour l’intégration du site web dans la stratégie de l’organisation. La méthodologie d’évaluation de l’alignement stratégique des sites web que nous proposons est adaptée du modèle SAM (Strategic Alignment Model). Nous identifions dans notre démarche quatre domaines d’analyse : La stratégie d’affaire, la stratégie web, l’infrastructure organisationnelle et le site web lui-même. Deux niveaux de cohérence sont traités : l’ajustement inter-domaines et l’alignement. Le principe général de l’ajustement est de vérifier que deux domaines contigus sont cohérents. Pour cela, les domaines sont caractérisés par un ensemble de paramètres et l’évaluation de la cohérence entre les deux domaines d’analyse est réalisée à l’aide de matrices. Les paramètres de la matrice indiquent le niveau de dépendance entre les caractéristiques des deux domaines d’analyse. La dépendance est évaluée en quatre niveaux : dépendance nulle, dépendance faible, dépendance moyenne et dépendance forte. Nous définissons ainsi quatre matrices, chacune représentative d’un type d’ajustement : ajustement stratégique, ajustement opérationnel, ajustement organisation et ajustement web. L’alignement inter-domaines est défini par la mise en relation de trois domaines parmi les quatre. Huit combinaisons sont ainsi possibles parmi lesquelles quatre sont considérées comme plus pertinentes et connues comme les séquences d’alignement SAM. Ces séquences sont :• l’Exécution de la stratégie qui implique les domaines Stratégie d’affaire, Infrastructure organisationnelle et site web,• la Transformation technologique qui implique les domaines Stratégie d’affaire, Stratégie web et Site web,• le Potentiel compétitif qui implique les domaines Stratégie web, Stratégie d’affaire et Infrastructure organisationnelle,• le Niveau de service du web qui implique les domaines Stratégie web, Processus, Site web et infrastructure organisationnelle.La méthodologie est appliquée à deux cas : L’université Bordeaux 1 et l’Université Bordeaux Segalen. / The research work presented here was led within the framework of the global project RAUDIN “Recherches Aquitaine sur les Usages pour le Développement des dIspositifs Numériques” (Aquitaine Researches on the Uses for the Development of the Digital devices) and, more specifically, within the sub-project “indicateurs et mesure” (indicators and measure). The objective was to identify the uses of the digital devices and in particular those dispensed via Web applications. It is suggested studying a corpus of Aquitaine Web sites (by including the publishing organization, the result of publishing and the customers of sites) to develop indicators of performance and quality of the mode of Web publishing.The objective of the thesis is to propose a methodology of evaluation of the strategic alignment of Web sites in purposes of piloting for a better dynamics of competitiveness and internal organization of the institutions, visibility of their publications and, retroactively, of usability of the communication devices.In the current economic environment characterized by a competition and a scalability always stronger, organizations, whatever is their nature, answer by an increase of their own complexity to survive and floorish. This increase of the complexity can easily lead to a reduction in the performance if the organization is not capable of putting in coherence all its components with its global strategy. The Web site of the organization is a part of these components. More exactly, Web sites are a window on the organization, open to every person having access to internet and this all around the world. Communications tool, the Web site is often also a commercial tool and thus joins at the heart of the business activity of the organization. Furthermore, the Web site is also characterized by its dynamics: it evolves constantly in terms of contents, functions and appearance. This set of characteristics pleads for the integration of the Web site in the strategy of the organization.The methodology of evaluation of the strategic alignment of the Web sites which we propose is adapted from the SAM model (Strategic Alignment Model). We identify in our approach four domains of analysis: the business strategy, the Web strategy, the organizational infrastructure and the Website itself. Two levels of coherence are treated: the inter-domains adjustment and the alignment.The general principle of the adjustment is to verify that two adjoining domains are coherent. For that purpose, domains are characterized by a set of parameters and the evaluation of the coherence between both domains of analysis is realized by means of matrices. The parameters of the matrix indicate the level of dependence between the characteristics of both domains of analysis. The dependence is estimated in four levels: nil dependence, weak dependence, average dependence and strong dependence. We so define four matrices, each representative of a type of adjustment: strategic adjustment, operational adjustment, organization adjustment and Web adjustment.The inter-domains alignment is defined by the interlinking of three domains among four. Eight combinations are so possible among which four are considered as more relevant and known as the SAM sequences of alignment. These sequences are:• the Strategy implementation which involves the Business strategy, Organizational infrastructure and Website domains,• the Technology leverage which involves the Business strategy, Web Strategy and Website domains,• the Technology exploitation which involves the Web Strategy, Business Strategy and Organizational infrastructure domains,• the Technology implementation which involves the Web Strategy, Website and Organizational infrastructure domains.The methodology is applied to two cases: Bordeaux 1 University and Bordeaux Segalen University.

The strategic alignment in an organization refers to the adequacy and functional integration between external and internal environments to develop skills and maximize organizational performance. In this work, was use the model of Luftman (2000) to analyze the maturity of the strategic alignment, which assesses the relationship of IT with the planning area through a five-level scale, based on six criteria: communication, metrics , governance, partnerships, technology and human resources. According to author, the stronger integration between areas, the highest maturity level of alignment. Was chose to perform this study in two federal universities in the state of RS that have different contexts: one was founded in 1960 and has your processes structured and another was instituted in 2005 and their processes are in developing and consolidation. Departing from this context, the main objective of this dissertation was stipulated that identify the level of alignment between Strategic Planning and Information Technology in both IFES. To achieve this goal, was chose to use the method of multiple case study through a qualitative research of a descriptive nature. The results lead to the identification of different levels of alignment maturity in the institutions, and the institution with longer foundation and more established processes to reach a higher level of maturity regarding the institution with shorter foundation and processes being consolidation. / O alinhamento estratégico em uma organização refere-se à adequação e integração funcional entre ambientes externo e interno para desenvolver as capacidades e maximizar a performance organizacional. Nesse trabalho, foi utilizado o modelo de análise da maturidade do alinhamento estratégico de Luftman (2000), que avalia o relacionamento da área de TI com a área de planejamento através de uma escala de cinco níveis, tendo como base seis critérios: comunicação, métricas, governança, parcerias, tecnologia e recursos humanos. Segundo esse autor, quanto mais forte a integração entre as áreas, mais alto o nível de maturidade do alinhamento. Optou-se realizar esse estudo em duas Instituições Federais de Ensino Superior do interior do estado do RS visto que as mesmas apresentam contextos distintos, sendo que uma foi fundada em 1960 e possui seus processos já estruturados e a outra foi instituída em 2005, passando atualmente pelo processo de elaboração e consolidação de seus processos. Partindo-se desse contexto, foi estipulado como objetivo da dissertação, identificar o nível de maturidade do alinhamento entre PE e TI nas duas IFES. Para atingir esse objetivo, optou-se por utilizar o método de estudo de casos múltiplos, através de uma investigação qualitativa de natureza descritiva. Os resultados obtidos levaram à identificação de níveis diferenciados de maturidade do alinhamento nas instituições, tendo a instituição com maior tempo de fundação e com processos mais estabelecidos atingido um nível maior de maturidade em relação a instituição com menor tempo de fundação e com processos em fase de consolidação.

Stratgic alignment has been one of the top concerns for IT executives for decades. One of the great debates in literature regarding strategic alignment is what act ‘alignment’ means, why it is needed and how do enterprises stay aligned. Alignment has many definitions, but in this context, it is concerned with the integration of business and IT strategies. Research has proven that there are positive relations to enterprise performance when it is aligned.   This qualitative research investigates the causes of misalignment through the views and thoughts of IT professionals at a Scandinavian IT consultancy company. By using a model created by, Schlosser, Wagner, and Coltman, this thesis could establish the most common factors to achieve alignment in the given enterprise. The model allowed the field of business-IT alignment to be explored in IT projects, and allowed for a better understanding of what causes misalignment.   This thesis conducted six interviews to answers two research questions; (1) what factors cause misalignment in IT projects and (2) how do these factors differ in different methodologies. The results from the analysis found that the main factors of misalignment were ‘procedures / workflow alignment’, ‘managerial skills of business and IT employees’, ‘technical skills and knowledge of IT employees’, ‘mutual trust and respect between business and IT executives / employees’, ‘IT skills and knowledge of business executives/employees’ and ‘alignment of business and IT strategy/goals/plans’. The second research question could  concluded that more research is needed to understand how factors change using different methodologies, as the results were to similar to reach a definit conclusion. For future research the thesis recommends using a multiple case study using the same model to verify the data gathered in this thesis and to strengthen the use of the model.

[pt] Em 2009, frente a mudanças no cenário internacional e aos impactos gerados pela descoberta do pré-sal brasileiro no ano anterior, um novo posicionamento estratégico foi desenhado para a Área de Negócio Internacional da PETROBRAS. Esse novo posicionamento está fundamentado nos conceitos de rentabilidade, integração e complementaridade com as atividades nacionais da Companhia. Nesse sentido, para garantir um maior alinhamento estratégico e uma maior integração e complementaridade em suas atividades, a Área de Negócio Internacional passou a desenvolver Modelos de Negócios para cada um de seus eixos de atuação. Os Modelos de Negócios são uma ferramenta que tem como objetivo auxiliar no planejamento da Empresa, descrevendo a sua forma de atuação pela definição/identificação de seus clientes, do valor que lhes é entregue, da forma como esse valor é entregue e da quantificação dos custos e benefícios esperados. O objetivo da presente dissertação é apresentar como esses Modelos de Negócio estão sendo implementados e verificar se essa ferramenta permite a análise das estratégias da Companhia. Para tanto, está sendo utilizada como metodologia a pesquisa-ação, em que o autor é parte do projeto, envolvido na sua realização e buscando gerar conhecimento sobre esse processo. / [en] In 2009, facing the changes in the international scenario and the impacts generated by the discovery of the Brazilian pre-salt in the previous year, a new strategic positioning was designed for the PETROBRAS International Business Area. This new positioning is grounded in the concepts of profitability, integration and complementarity with the company national activities. In this sense, to ensure a greater strategic alignment, integration and complementarity within its activities, the International Area started the development of Business Models for each of its axis of action. The Business Models are a tool that aims to assist in the planning of the company and describes the way the company operates through the definition / identification of its customers, the statement of the value that is delivered to them, the definition of the form in which this value is delivered and the quantification of the costs and benefits expected. The goal of this dissertation is to show how these Business Models are being implemented and to verify whether they are appropriate to analyze the strategies of the company. The methodology adopted was action research, in which the author is part of the project, and is involved both in its execution while develops knowledge.

A number of attempts have been made to define strategic business and information technology (IT) alignment; several representations of what it is are available in academic and practitioners’ fields. The literature suggests that firms need to achieve strategic business and IT alignment to be competitive. Strategic business and IT alignment impact business performance and IT effectiveness. We propose a unified strategic business and IT alignment model based on four strategic business and IT alignment models: Strategic Alignment Model (SAM), Strategic Alignment Maturity Model (SAMM), information system strategic alignment model and an operational model of strategic alignment. I argue that such a unified model will provide a better understanding of the nature and key aspects of strategic business and IT alignment from different, and sometimes complementary, theories. The unified model represents the concepts and instruments used in these four strategic businesses and IT alignment models. Our principal research goal is to pave the way to develop a common understanding between the different models. The components of the unified strategic business and IT alignment model were ranked with a group of IT experts and business experts from four public universities in Nicaragua. The result can be used as a basis for improving strategic business and IT alignment. / QC 20111212