As estratégias competitivas das universidades comunitárias: um estudo de caso da UNOCHAPECÓ

AUTOR(ES)
DATA DE PUBLICAÇÃO

2005

RESUMO

From the institutionalization of Federal New Constitution in 1988 and the further approval of new Basis and Directions Law (LDB) in 1996, the number of superior graduation institutions had expressively increased all over Brazil, what has brought a change in the competitive environment of this area, mainly with the increasing competition among institutions. In Santa Catarina State (Brazil) until that moment, because of a model that was adopted from the seventies, the most part of superior teaching institutions were formed by education foundations, created by a city law and kept by their regional communities, are featured as communitarian institutions. With the increasing of competition a new challenge is put to these institutions, that is to adopt competitive strategies to continue attracting and keeping the students in their courses. In face of this, the present work aims to analyze the competitive strategies adopted by communitarian institutions, offering resources to the formulation of new competitive strategies. The qualitative method was adopted, and the work is featured, in terms of goals, as an exploratory research, and in terms of forms a case study. The institution analyzed was UNOCHAPECO. Bibliographical data was studied and analyzed, as well as documents and a structured interview with the Main Directors of the institution. By data analysis, it was possible to verify that UNOCHAPECO has adopted a nondefined position about the competitive environment, developing defensive and offensive strategies. Its competitive strategy was featured as differing strategy with a wide strategic scope, according to the definition of Porter (1986). Its main competitive advantages are its gains in the society, the offering of courses that other institutions do not offer, the structure of labs and the quality of courses. Among the elements that support its competitive advantages there is the quality and quantity of Professors, their principles and values, the infra-structure, the knowledge of regional necessities, the investment in contracting and qualifying Professors, etc. As future competitive strategy there was the option by differing strategy with a wide strategic scope, however this is not a commonly accepted option among Directors. In order to get this, this institution must find alternative sources of investments, review its structure, invest in the qualification of Professors, develop communication actions, etc. Finally, it is recommended for the continuous differing strategy the institution must develop actions directioned mainly to people, courses, resources, capacities and brand development.

ASSUNTO(S)

competitive strategy estratégia universidade comunitária communitarian university estratégias competitivas universidade comunitária regional de chapecó; universidades e faculdades -administração; comunidade e universidade strategy administracao educacional

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