In Industry 4.0, people need to be able to handle the vast amount of information from machines. In this sense, for Industry 4.0, higher education institutions play a fundamental role. The methodology of this article sought to identify the knowledge required by Industry 4.0 in the literature; carry out a diagnosis of the courses currently offered by Brazilian universities and the need to incorporate new knowledge, and validate the model in a real application. The survey is classified as exploratory, bibliographic and qualitative, supported by bibliometric research. As a result of the research, we identified that the technical content of courses needs to be reviewed to meet Industry 4.0 demand. Sixty-three per cent of respondents were production engineering course coordinators; 70% of respondents considered that the disciplines of current production engineering courses were not adequate to enable the production engineer to work in Industry 4.0. The priority knowledge for implementation in the curricula was identified as big data, advanced simulation, statistics for large amounts of information and virtual reality. It was also considered necessary to bring the industry closer to the universities. The model developed was applied and validated in a university that was evaluated with the highest score in the National Student Performance Exam (Enade).
O artigo propõe melhorias no relato integrado, com base em lacunas identificadas no sistema de governança das empresas estatais brasileiras, e que impactam na sua percepção de valor para os resultados/desempenho dessas empresas. As lacunas do Sistema de Governança foram obtidas por meio da bibliometria, técnica do incidente crítico e análise léxica / de conteúdo. Essas lacunas foram comparadas ao Relato Integrado identificando convergências e divergências. As seguintes lacunas influenciam uma percepção negativa da capacidade de agregação de valor do Sistema de Governança: gestão inadequada de pessoas, falta de orientação para resultados/desempenho, influência política prejudicial, gestão ineficaz de projetos; desalinhamento com a cultura organizacional; burocratização e complexidade dos processos; falhas na estrutura organizacional; controles desequilibrados; falta de cooperação e parcerias. O Relato Integrado poderia trabalhar de forma mais adequada as seguintes variáveis, para que a percepção dos stakeholders seja o mais próximo possível do real: controles desequilibrados, SG não focado em resultados, gestão inadequada de pessoas e processos burocráticos e complexos, influência política prejudicial, Conflitos em Parcerias/Cooperação e Governança de Projetos.
The article proposes improvements in the integrated report, based on gaps identified in the governance system of Brazilian state-owned companies, which impact on their perception of value for the results/performance of these companies. The Governance System’s gaps were obtained using the bibliometric, critical incident technique, and a lexical/content analysis. These gaps were compared to the Integrated Reporting identifying convergences and divergences. The following gaps influence a negative perception of the Governance System’s ability to add value: inadequate people management, lack of results/performance orientation, harmful political influence, ineffective project management; misalignment with organizational culture; bureaucratization and complexity of processes; flaws in the organizational structure; unbalanced controls; and lack of cooperation and partnerships. The Integrated Reporting method could work more appropriately on the following variables, so that stakeholder perception is as close as possible to the real thing: Unbalanced controls, GS not focused on results, Inadequate People Management and Bureaucratic and Complex Processes, Harmful Political Influence, Conflicts in Partnerships/Cooperation, and Project Governance.
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