From Consolidation to Renewal
the continuum of strategic changes in a graduate program in administration (2011–2025)
DOI:
https://doi.org/10.22478/ufpb.2238-104X.2025v15n2.76733Keywords:
Strategic Change, strategy formulation, strategic leadership, graduate course, case studyAbstract
Purpose: To analyze the strategic decisions and changes of the PPGA/UFPB from 2011 to 2025. Methodology: A single qualitative case study was conducted, with the analysis of 135 minutes and strategic reports, supplemented by interviews with four coordinators and vice-coordinators from the period. Main results: Four new strategic phases were identified: Growth (2011–2013), marked by the implementation of the doctoral program and the achievement of CAPES rating 5; Maturity (2014–2016), characterized by the consolidation of strategic actions and the mediation of conflicts in favor of improving the organizational climate; Turbulence (2016–2018), associated with regional expansion and the downgrade of the program’s rating; and Renewal (2018–2025), focused on recovering the rating and restructuring the training project. The formulation of strategies ranged between deliberate and emergent, influenced by both context and leadership. Academic contributions: The research expands the previous longitudinal study, consolidating a continuum of ten strategic phases (1975-2025) and empirically applying strategy theories in an educational context. Practical contributions: The findings serve as a learning tool for managers of other Graduate Programs, illustrating with practices how to face the challenges of leading a graduate program's strategy.
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