CRM Corporate: cultura organizacional e avaliação atitudinal

• Rodrigo Penatti Alvares Lobo
• Michelle Carvalho Galvão da Silva Pinto Bandeira

Instituto Tecnológico de Aeronáutica 2. Universidade Federal de Goiás

Evento

XXII SITRAER – Brasília, DF, Brasil, 22 a 24 de outubro de 2025

Volume

Anais do XXII Simpósio de Transporte Aéreo – SITRAER 2025 · ISBN 978-65-272-2024-4 · DOI 10.29327/9786527220244

Editora

Even3 Publicações

Editores

Fabiana Serra de Arruda, Camila Lucena, Giovanna Miceli Ronzani Borille, Evandro José da Silva

Resumo

In the 1980s, Flight Safety began to include training programs aimed at increasing the effectiveness of crew coordination and resource management in the cockpit. This training was initially called Cockpit Resource Management, later Crew Resource Management, and finally Corporate Resource Management. Thus, the acronym CRM remains in use, although significant changes have occurred over the years in both its scope and target audience. The effectiveness of Corporate Resource Management (CRM) training remains unclear and fundamentally depends on a systematic evaluation structure. There is no single approach to assessing CRM training programs. The objective of this study is to adapt an instrument capable of evaluating both the transfer of learning and the effectiveness of delivery strategies in a Corporate CRM Training Program (PCRM). The starting point of the research was the adaptation of the Cockpit Management Attitudes Questionnaire (CMAQ), an instrument developed in the 1980s in the United States to assess pilots’ attitudes toward cockpit management. This instrument was widely used in the aviation industry and served as the basis for the development of several other tools. A pre-test was conducted using the adapted instrument, which did not demonstrate the necessary internal consistency. Therefore, a comprehensive revision of the instrument was carried out. A new round of data collection was conducted, and the results indicated adequate internal consistency. Subsequently, an exploratory factor analysis (EFA) was performed, confirming the presence of three factors supported by robust statistical evidence. Finally, the attitudinal position of the respondents was calculated. As a result, the fully revised instrument proved capable of analyzing both the transfer of learning and the effectiveness of delivery strategies.

Palavras-chave: Crew Resource Management 1; Gerenciamento de Recursos de Equipe 2; Avaliação da Transferência de Aprendizagem 3; Efetividade de Treinamento 4; Treinamento Sistematizado 5