Práticas de gestão do conhecimento na construção do plano de metas institucional (PMI) no IFBA : uma análise qualitativa

Abstract

The consolidation of the expansion of the Federal Network of Professional Education has imposed a new paradigm of multi-campus management, wherein the administrative autonomy of decentralized units requires robust tactical alignment mechanisms to ensure the continuity of public policies. At the Federal Institute of Bahia (IFBA), this challenge materializes in the tension between the need to convert strategic guidelines into budget execution and the absence of formalized processes for preserving organizational memory. Therefore, the central objective of this research is to analyze how Knowledge Management (KM) practices influence the Institutional Goals Plan (PMI). The study stems from the problem that administrative autonomy in a multi-campus structure, when devoid of standardized processes, generates excessive dependence on the individual memory of managers, compromising administrative continuity. The central goal was to analyze how organizational knowledge is mobilized in the conversion of strategy (PDI) into tactical operation. Methodologically, this is a qualitative and descriptive research study that used the Knowledge Management Model for Public Administration by Batista (2012) as a theoretical lens. Data collection involved semi-structured interviews with General and Administrative Directors from six campuses across varied geographic regions of Bahia, selected to represent all historical phases of the network's expansion, whose reports were submitted to Content Analysis. The results reveal that planning at IFBA operates under a logic of survival and orality, where the absence of manuals and formal workflows forces managers to resort to personal contact networks and improvised solutions to operate the public machinery. It was identified that the official planning system (PROAP) often fulfills only a bureaucratic function, while real decisions are guided by parallel spreadsheets and the political legitimacy of elected management plans. The research diagnosed that the fragility in government transition rites forces new teams to "reinvent the wheel" at each electoral cycle, generating rework and legal uncertainty. It is concluded that the institution outsources its organizational memory to human capital, functioning thanks to individual heroism rather than installed procedural competence. The study contributes by proposing guidelines to convert this tacit knowledge into formal protocols, aiming to protect institutional intelligence against staff turnover.