Transformação da cultura organizacional em empresa de transporte rodoviário de cargas para viabilizar sua digitalização

Abstract

Digital transformation in road freight transport (RTT) has become a strategic factor for increasing operational efficiency, process integration, and organizational competitiveness. However, the implementation of technologies alone does not guarantee better results, since cultural, behavioral, and structural aspects directly influence the acceptance and effective use of digital tools. In this context, this applied project (AP) aimed to develop a structured proposal for cultural transformation to enable the digitization of critical processes at Transmartins, located in Belo Horizonte/MG. The research is characterized as a quantitative case study, based on a literature review, sectoral benchmarking, and the application of a questionnaire to the organization's employees. The study used theoretical frameworks related to organizational culture, DT, and change management, highlighting the models of Edgar Schein, ADKAR, the Organizational Culture Assessment Instrument (OCAI), and the Technology Acceptance Model (TAM). The organizational diagnosis identified critical barriers to digitalization, such as a lack of practical training, integration failures between systems, a high rate of operational rework, low use of performance indicators, and cultural resistance to technological change. The results demonstrated that, although the company has made progress in digital infrastructure and access to technological devices, limitations remain related to employee training, organizational communication, governance of digital processes, and systematic monitoring of KPIs. In response to these weaknesses, a structured intervention was proposed using the 5W2H tool, encompassing actions for continuous training, strengthening internal communication, improving operational integration, defining performance indicators, and gradually implementing a data-driven culture. The proposal aims to reduce operational errors, rework, and communication failures, as well as increase adoption of digital processes and strengthen the company's organizational maturity. The technical, operational, strategic, and financial feasibility of implementation was also analyzed, with expectations of a positive return on investment and sustainable gains in logistics performance. It is concluded that digital transformation in the road transport sector depends directly on the alignment between technology, people, and organizational culture. Thus, digitalization becomes not only an operational modernization, but a strategic process of organizational change capable of generating competitive advantage, innovation, and sustainability in the context of road freight transport.