Between rigor and impact
Institutional change in the PPGA/UFPB's educational project and its influence on graduates' career paths
DOI:
https://doi.org/10.22478/ufpb.2238-104X.2025v15n2.76743Keywords:
Academic training impact on graduates, social relevance, institutional change, institutional logics, institutional workAbstract
Purpose: This study examines the impact of the Graduate Program in Management at the Federal University of Paraíba (PPGA/UFPB) on the professional trajectories of its alumni, analyzing how, over the past 15 years, the Program has undertaken an institutional reorientation that shaped a formative project oriented toward social and professional impact. It also seeks to identify the strategic actions of its leadership that explain the outcomes achieved. Method: Based on an institutionalist approach, this qualitative study draws on 14 semi-structured interviews and documents, both of which were subjected to thematic content analysis. Results: Findings indicate that (i) the PPGA/UFPB primarily trains professors, researchers, and public managers, standing out for its academic and social impact, although with limited engagement in the private sector and still incipient technical-technological production; (ii) recent reforms in its formative project demonstrate efforts to reconcile academic and applied orientations; and (iii) this transformation results from a gradual process of institutional change in which the Program intentionally reinterpreted its historical role and articulated academic, professional, and market logics to enhance the impact and relevance of its training. This trajectory reveals institutional maturation in which scientific rigor and social relevance emerge as complementary dimensions of the same formative commitment. Theoretical contributions: our study demonstrates that institutional change in graduate programs results from interpretive and strategic actions by leaders who integrate multiple logics to redefine organizational identities. Practical contributions: our study offers an inspiring model for graduate program reorientation, illustrating how integrating scientific rigor and social relevance can strengthen the impact and responsiveness of academic training.
Downloads
References
Adamoglu de Oliveira, S., Crubellate, J. M., & Rossoni, L. (2024). Lógicas institucionais e organizações no contexto brasileiro: Contribuições possíveis e em busca de uma agenda de pesquisa eclética, ecumênica e sincrética. Revista Eletrônica de Ciência Administrativa – RECADM, 23(1), 1–13. http://dx.doi.org/10.21529/RECADM.2024001
Azevedo, I. A. M. O. de, Machado, A. G. C., Silva, M. G. da C., & Araújo, H. S. V. R. de. (2025). Da consolidação à renovação: o continuum das mudanças estratégicas em um Programa de Pós-Graduação em Administração (2011–2025). Teoria e Prática em Administração, 15(2). https://doi.org/10.22478/ufpb.2238-104X.2025v15n2.76733
Bardin, L. (2010). Análise de Conteúdo. Edições 70.
Bitektine, A., Haack, P., Bothello, J., & Mair, J. (2020). Inhabited actors: Internalizing institutions through communication and actorhood models. Journal of Management Studies, 57(4), 885–897. https://doi.org/10.1111/joms.12560
CAPES – Coordenação de Aperfeiçoamento de Pessoal de Ensino Superior (2025). Documento de avaliação da Área de Administração Pública e de Empresas, Ciências Contábeis e Turismo (Área 27) referente a Avaliação Quadrienal 2029 (2025-2028). Recuperado de https://www.gov.br/capes/pt-br/acesso-a-informacao/acoes-e-programas/avaliacao/sobre-a-avaliacao/areas-avaliacao/sobre-as-areas-de-avaliacao/colegio-de-humanidades/ciencias-sociais-aplicadas/copy_of_ADM_DOCREA_2025_2028.pdf
Costa, F. J., & Adamoglu de Oliveira, S. (2024). Formação do doutor em Administração no Brasil: por um sentido profissional pleno. Administração: Ensino e Pesquisa, 25(1), 4–29. https://doi.org/10.13058/raep.2024.v25n1.2349
Costa, F. J., Machado, M. A. V., & Câmara, S. F. (2022). Por uma orientação ao impacto societal da pós-graduação em Administração no Brasil. Cadernos EBAPE.BR, 20(6), 823–835. https://doi.org/10.1590/1679-395120210222
Costa, F. J. da, Orsini, A. C. R., & Torres, A. S. P. de L. (2025). Ensino e Formação em Administração: Uma Análise das Propostas e Ações Formativas dos Primeiros 50 anos do PPGA-UFPB. Teoria e Prática em Administração, 15(2). https://doi.org/10.22478/ufpb.2238-104X.2025v15n2.76729
Lawrence, T., & Suddaby, R. (2006). Institutions and Institutional Work. In S. R. Clegg, C. Hardy, T. B Lawrence, & W. R. Nord (Eds.), Handbook of Organization Studies (pp. 215-254). Sage Publications.
Leicht, K. T. (2016). The Professionalization of Management. In M. Dent, I. L. Bourgeault, J-L. Denis & E. Kuhlmann (Eds.), The Routledge Companion to the Professions and Professionalism (pp. 188-199). Routledge. https://doi.org/10.4324/9781315779447
Lima, G. M. R., & Wood, T., Jr. (2014). The social impact of research in Business and Public Administration. Revista de Administração de Empresas, 54(4), 458–463. https://doi.org/10.1590/S0034-759020140410
Machado-da-Silva, C. L., Fonseca, V. S., & Crubellate, J. M. (2005). Estrutura, agência e interpretação: elementos para uma abordagem recursiva do processo de institucionalização. Revista de Administração Contemporânea, 9(spe1), 09–39. https://doi.org/10.1590/S1415-65552005000500002
Maguire, S., & Hardy, C. (2009). Discourse and deinstitutionalization: The decline of DDT. Academy of Management Journal, 52(1), 148–178. https://doi.org/10.5465/amj.2009.36461993
Nicolai, A., & Seidl, D. (2010). That's relevant! Different forms of practical relevance in Management Science. Organization Studies, 31(9-10), 1257–1285. https://doi.org/10.1177/0170840610374401
Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16(1), 145–179. https://doi.org/10.5465/amr.1991.4279002
Oliver, C. (1992). The antecedents of deinstitutionalization. Organization Studies, 13(4), 563–588. https://doi.org/10.1177/017084069201300403
Perkmann, M., Phillips, N., & Greenwood, R. (2022). Institutional arbitrage: How actors exploit institutional difference. Organization Theory, 3(2), 1–20. https://doi.org/10.1177/26317877221090313
Sahlin, K., & Eriksson-Zetterquist, U. (2023). Introduction: University Collegiality and the Erosion of Faculty Authority. In K. Sahlin, & U. Eriksson-Zetterquist (Eds.), Research in the Sociology of Organizations – University Collegiality and the Erosion of Faculty Authority (pp. 1-27). Emerald Publishing Limited. https://doi.org/10.1108/S0733-558X20230000086001
Scott, W. R. (2008). Lords of the dance: Professionals as institutional agents. Organization Studies, 29(2), 219–238. https://doi.org/10.1177/0170840607088151
Scott, W. R. (2014). Institutions and Organizations: Ideas, Interests, and Identities. SAGE Publications.
Thornton, P. H., Ocasio, W., & Lounsbury, M. (2012). The Institutional Logics Perspective: A New Approach to Culture, Structure, and Process. Oxford University Press. https://doi.org/10.1093/acprof:oso/9780199601936.001.0001
Wickert, C., Post, C., Doh, J. P., Prescott, J. E., & Prencipe, A. (2021). Management research that makes a difference: Broadening the meaning of impact. Journal of Management Studies, 58(2), 297–320. https://doi.org/10.1111/joms.12666
Wood, T., Jr., & Souza, R. J. de. (2019). Os caminhos da pesquisa científica em Administração em busca da relevância perdida. Organizações & Sociedade, 26(90), 535–557. https://doi.org/10.1590/1984-9260907

