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Purpose – The purpose of this paper is to demonstrate that the integration of intelligences plays a great role in changing the organisational and national culture and, in consequence, in changing governmental intelligence (GI). This paper investigates the impact of national culture (NC) and knowledge management (KM) on GI. Design/methodology/approach – This paper explores the development of a culture knowledge intelligence model (CKI) to test a number of propositions through web-based survey methodology administered to 101 civil servants of two national public administrations, Brazil’s Planning Ministry and Germany’s Bundesanstalt. The data were analysed quantitatively through SPSS and SmartPLS (CFA and SEM). In this paper, the relationships between the variables (hypotheses) were empirically tested using structure equation modelling (SEM). Findings – The high correlation between organisational/national culture on GI raises the discussion of these relationships in the academic community. The impact of organisational/national culture on GI is much higher in Brazil than in Germany. In opposition to Germany, in Brazil, the GI is more influenced by culture than by knowledge. This is related to the fact that German culture, in opposition to Brazil, is future- and performance-orientated, getting information from facts, books and statistics, instead of being people-oriented, getting the first-hand (oral) information. The major practical implication is to demonstrate the importance of integration of intelligences to improve GI. Originality/value – The influence of NC on decisions of governments is paramount to understand failures in government decisions, mainly because of the difficulty of public leaders to learn by comparison and collaboration from a global, participative and integrative vision and action. Despite the importance of the relationship between NC and GI, this intuitive juxtaposition has not received attention in the literature.

Introdução A SPU faz a gestão do patrimônio imobiliário da União e direciona seus esforços para o atendimento dos interesses públicos e sociais, por meio de uma política de utilização ordenada das áreas pertencentes à União. A SPU conta com aproximadamente metade de todos os servidores do Ministério do Planejamento espalhados em um órgão central e 27 superintendências do Patrimônio da União nos estados e no Distrito Federal. Desde 2008, a SPU está passando por uma mudança na sua arquitetura organizacional em busca de uma gestão por processos colaborativa. Quando se tem uma gestão por processos bem definida -que diz respeito à estrutura da organização -, é compreensível que a gestão de processos -mudança contínua em busca da excelência em processos -seja facilitada e a organização seja mais receptiva à Gestão do Conhecimento (GC) e a melhores práticas que desenvolvam a organização. Gestão do Conhecimento no setor público: um estudo de caso por meio do método OKA Revista do Serviço Público Brasília 62 (2): 137-166 Abr/Jun 2011 138 RSP