2023 Schedule

In this work, we present a quantitative study in a business unit of a Brazilian Oil and Gas Company to verify if organizational power distance, uncertainty avoidance, autonomy, and trust between leaders and followers, measured by an organizational culture questionnaire, affect the capacity to produce the desired operational discipline to achieve better ESG results. Previous studies emphasize the importance of intangible factors in internal coordination for operational discipline. However, the combination of low trust, high power distance, high uncertainty avoidance, and collectivism creates a culture of reactive planning, short-term focus, and excessive formal controls, which significantly increases transaction costs, does not promote efficiency and effectiveness, nor the ability to solve complex and systemic problems, according to the current epistemology on the subject under revision. Our results show that individualism and uncertainty (risk) avoidance predict operational discipline, whereas power distance and trust have a moderation effect in the first two variables.