1 |
Organizational commitment: a study at the Court of Justice of the State of Minas Gerais |
To describe and analyze the organizational commitment of the servers of Lafayette Forum, Belo Horizonte (MG). |
Case study, descriptive, quantitative and qualitative.
Documentary survey, questionnaires and interviews. |
Court of Justice of the State of Minas Gerais (TJMG) |
Unidentified |
weaknesses regarding the commitment of the servers |
2 |
An exploratory study of the efficiency of Brazilian state courts of justice using Data Envelopment Analysis (DEA) |
Comparing the relative efficiency of Brazil's state courts of justice |
Exploratory, quantitative and qualitative, documentary and bibliographic. |
State Courts of Justice |
Analysis of the productive efficiency of Brazilian judicial organizations. |
The technique presented allows the identification of the behavior of certain factors inherent to the jurisdictional provision, enabling an enrichment in the management of resources, making it more scientific, agile, and reliable. |
3 |
Management Innovation at the Brazilian Superior Tribunal of Justice |
The study attempts to shed some light on innovation management by writing the introduction of a new management model at the Superior Court of Justice (STJ). |
Qualitative research, Documentary analysis and interviews. |
Superior Court of Justice (SCJ) |
Establishment of performance objectives
and indicators; Rationalization, organization and standardization of the flow of activities; Training
of the teams in the new paradigms of jurisprudence; Management by results; Use of information technology (IT) tools; and Delegation of tasks.
Electronic judicial management; Project management; and Process management. |
Innovation is contributing to the development of a systemic vision, reducing the fragmenting effects of the division of
activities within the Court; Knowledge and skills management is a prerequisite for the use of project management as a tool for implementing innovation; These routines are more than organizational resources, as they involve not only the development and internalization of
These routines are more than organizational resources, as they involve not only the development and internalization of knowledge, but also the incorporation of management technologies, manuals, |
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programs and equipment for planning, monitoring and controlling activities. |
4 |
The impact of government-to- government endeavors on the intellectual capital of public organizations |
Measuring the variation in intellectual capital in public organizations involved in government-to- government (G2G) ventures. |
Qualitative- quantitative, exploratory research, data collection by questionnaire. Methodology based on the existing heuristic model of several authors. |
Central Bank of Brazil and Brazilian State Courts of Justice |
Public institutions linked in order to share their intangible assets (inter- organizational networks). Government is (or should be) similar to virtual companies without physical boundaries or barriers. Create, manage, and make available the knowledge developed and accumulated by your organizations in appropriate databases. Measure the accumulated intangible results of inter- organizational networks. |
The model was validated through a positive and strong statistical correlation
between the variation of intellectual capital in the Courts of Justice and the employees' perception of value
G2G enterprise; G2G enables the collaborative performance of the entities - it has a positive effect and
homogeneous impact on all components of a public organization's intellectual capital, i.e. its human, organizational, external and innovation capital. |
5 |
The model was validated through a positive and strong statistical correlation between the variation of
intellectual capital in the Courts of Justice and the perceived value of employees G2G; G2G enables the collaborative performance of entities - has a positive effect and homogeneous impact on all components of a public |
Identifying what makes
a magistrate of the State Justice System of Rio Grande do Sul is recognized as a leader by his or her peers. |
Qualitative research, questionnaire data collection, content analysis. |
Court of Justice of Rio Grande do Sul (TJRS) |
Acting as a leader with the following expected skills: innovation and creativity; systemic vision and knowledge about the work to be done; and ability to mobilize the work group and define objectives and goals.
and definition of objectives and goals. |
We identified the characteristics of leadership expected and existing in the judiciary, aspects that make magistrates recognized as leaders, and the difficulties in exercising leadership in this public institution.
in the exercise of leadership in this public institution. |
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organization's intellectual capital,
i.e. its human, organizational, external, and
innovation capital. |
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6 |
Innovation in the public sector and the evolution of public administration models: the case of TRE-SC |
Identify, characterize, and classify the innovations that occurred at TRE- SC in the period from 2008 to
2012. |
Case study, exploratory, descriptive- evaluative, qualitative approach, documentary research. |
Regional Electoral Court of Santa Catarina (TRE/SC) |
Improvement in software development to improve corporate governance and Information Technology (IT) practices; Use of the Internet as a resource making new services available to society; Partnerships with other service providers (public or not) and the citizen itself; Integration of sharing ICT solutions and services with public entities, aiming at cooperation and exchange of solutions. Automatic extraction, directly from the TRF4 (RS) database, to issue criminal certificates necessary for the instruction of cases. |
38 innovations in the period 2008-2012, six classified as service innovation, 28 as process innovation, four as auxiliary innovation. |
7 |
Administration of justice: an emerging research field |
Conceptualizes Administration of Justice as a research field and discusses related phenomena from institutional and economic perspectives on innovation, performance, governance, and legitimacy. |
Critical essay, theoretical and conceptual analysis. |
Brazilian Justice System
- State Courts of Justice |
Electronic judicial proceedings and the creation of online systems;
use of artificial intelligence in judicial decisions;
database: relevant increase in knowledge about the functioning of the courts
measuring efficiency and comparing courts |
improvements in management planning, monitoring, and control techniques; political- legal, which involves legal changes and judgment procedures; and technological, mainly involving the use of new information and communication technologies.
As social phenomena, four levels of analysis are appropriate for investigating the justice system: social, interorganizational, organizational, and operational.
Innovation, performance, governance, and legitimacy are central themes in the Administration of Justice and present several research gaps and opportunities. |
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8 |
The Judiciary reform paradox: clashes between the new public management and the organizational culture of the “Brazilian little way” |
Analyze the judicial reform based on the perceptions of civil servants of the Court of Justice of the State of Bahia |
Qualitative, exploratory research, data collection by questionnaire. |
Bahia Court of Justice (TJBA) |
Establishment of annual goals for Brazilian courts; definition of efficiency, productivity and quality indicators. (by CNJ) |
It reflects on compatibilities and incompatibilities between the reform model adopted by the Judiciary and its organizational culture. |
9 |
Implementation of electronic process in the judicial system: a study on organizational learning in a personnel management office. |
Investigate organizational learning in this situation of critical change in the work process, in light of the sociological perspective proposed by Giddens (2009). |
Qualitative- descriptive approach. Documentary research and Interviews with a semi-structured script. |
Federal Regional Court |
implementation of the electronic judicial process
holding seminars to problematize the consequences of this digital transformation
formation of working groups to analyze and discuss the reorganization of work creation of more flexible and dialogic spaces in progress. |
The empirical results show an organizational learning process based on the agents' ability to intervene in a process for which such participation was not expected.
The inter-subjective relationships between the agents-servants were the social spaces where the organizational learning processes and the generation of knowledge in practice took place
The adoption of a management model with a broader historical understanding, a process of organizational learning at the TRF, is capable of drawing trends and anticipating readings, and with ethical reflection based predominantly on the practical experience of the institution's own employees. |
10 |
Knowledge management in sharing best practices in a database at the federal regional court of the first region |
Identify recommendations for structuring a base of best practices, surveying the benefits of its
of its implementation for the Federal |
Quantitative research, data collection by questionnaire. |
Federal Regional Court of the First Region (TRF-1 DF) |
- identifying the factors that influence the capture and transfer of knowledge;
- create an environment that truly values sharing;
social networks at work are important vehicles for sharing knowledge, to create a culture of sharing it is good to intensify these networks;
identification of best practices and the results achieved; |
- a database of best practices is a tool for knowledge retention, retrieval and dissemination;
- identifying best practices helps in decision making and problem solving. Regarding decision making, although it was not found in the questionnaire it is assumed that the existing knowledge in a PM database can assist in decision making;
- a database of best practices helps not to repeat past mistakes. Considering that people |
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Regional Court of the First Region |
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- management commitment to the process of transferring best practices;
- technology to obtain, process, store and exchange information (which does not guarantee the sharing and use of knowledge); |
are clear about the mission and objectives to be met by the TRF - 1st Region, they will be more likely to share their best practices. |
11 |
Knowledge Management in Public Administration: trends for improvement in Courts of Auditors |
Analyze improvement trends of the Audit Courts based on knowledge management in public administration |
Bibliographic, documental, qualitative. Data collection: questionnaire |
Brazilian Court of Auditors |
Investment in practices predominantly of technological support, although they point out trends towards mapping strategic processes and managing people by competencies.
Integrated systems for the provision and analysis of public accounts, the Courts of Accounts apply resources in transparency portals that stimulate social control
Knowledge management practices are made possible by leadership, people, processes and information technology in order to achieve the organization's objectives for the benefit of society |
The need to implement knowledge management practices for the improvement of external control with the integration of management enablers of people, decision- making processes and technological support; the importance of leadership for the improvement of the Courts of Auditors and the trend of valuing technology in these institutions as support and application to improve their organizational performance.
The learning and innovation practices provide opportunities to improve organizational performance in the exercise of external control and, consequently, to ensure the effectiveness of public policies and positive results for society. |
12 |
Dimensions of innovation in justice organizations: proposition of a theoretical- methodological model |
To propose a theoretical- methodological model that points out dimensions that influence the innovation process in Justice organizations. |
Theoretical research model creation |
Justice System
- Courts of Justice |
The justice system has created a regulatory framework that is intended to foster the implementation of innovations aimed at improving the delivery of judicial services to citizens.
Adoption of new technologies and new organizational processes can constitute useful mechanisms for achieving the goals indicated in the Republican Pacts. Definition of standards and targets to |
Successful and rapid implementation of innovation in Justice requires leadership, effective teams, and the ability to manage change. Change and innovation in justice are politically sensitive, which can also stifle innovation.
Several authors discuss the factors necessary for innovation to occur in the public sector, recognizing that it is necessary to consider the multi-level nature of innovation processes. |
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implement new management and governance techniques (by the CNJ), investment in technology and learning.
The wealth of experience and knowledge created opportunities for innovation that were particularly appropriate at a time when budgets were reduced and courts needed to work together more efficiently. |
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13 |
The Judge as manager: skills needed for a difficult role conciliation |
Analyze the functions of the Judge of Law, as well as the competencies, possible conflicts and strategies involved in the challenge of exercising the directive function simultaneously with the jurisdictional function |
Qualitative, semi- structured interviews. |
The Court of Justice of Minas Gerais (TJMG) |
Search for training or improvement to exercise the administrative function; Training of employees; Periodic meetings; Setting goals; Dialogue; External help from the community; |
The research verified that the Law Judge's lack of preparation and knowledge for the directive function, besides the lack of employees specifically hired to help and advise him/her in issues related to the management of the court.
The directive function, considered an activity- mean, ends up negatively affecting the jurisdictional activity, the end-activity of the Judiciary, since this often ends up being displaced to a second plan, in the case of urgency of certain administrative issues, to which also contributes the lack of planning, preparation and institutional infrastructure |
14 |
Gamification for online training of court professionals in a labour court in sao paulo, brasil (trt- 2): o which can be implemented in moodle 2.5 |
Compare the creation of the structure of an online course without game elements to its gamified version. |
Experience Report |
Regional Labor Court of the 2nd region.
(TRT-2/SP) |
Gamified distance learning course development. |
Compare the creation of the structure of an online course without game elements to its gamified version with elements that can motivate and engage people in online learning contexts, such as activity completion, restricted access, progress bar, badges, and quizzes. The gamified course had greater motivational elements than the non-gamified course. |
15 |
Management information and judicial knowledge: prospects and challenges |
Reflect on the creation of a unit capable of serving as a concentrator of skills and competencies capable of managing information and knowledge? |
Theoretical research model proposal |
Federal Regional Court of Justice - 1st region |
Creation of the Information and Knowledge Policy
Creation of the Organizational Intelligence Unit (UIO), an inter, multi and transdisciplinary unit with competence to conduct actions related to CI. |
The proposal to create the UIO, specialized in IJM, is an attempt to respond to the movements imposed by society and the information age. Among such responses is the need for information management, associated with vehicles and repositories that are compatible with the technological innovations present in the market, enabling rapid retrieval and intelligent processing. The value and utility of information and knowledge, its producers and clients must be considered in the mapping of organizational assets (tangible and intangible). |
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Source: adapted from Ganong (1987).
Source: TQO search strategy framework (ARAUJO, 2020); own research data.
Source: Prepared by the authors, 2021.
Source: Prepared by the authors, 2021.
Source: Prepared by the authors, 2021.
Source: Prepared by the authors, 2021.
Source: Prepared by the authors, 2021.
Source: Prepared by the authors, 2021.
Source: Prepared by the authors, 2021(VOSviewer).
Source: Prepared by the authors, 2021(VOSviewer).
Source: Prepared by the authors, 2021(VOSviewer).
Source: Prepared by the authors, 2021.
Source: Prepared by the authors, 2021.