Strategy or Legitimacy? Analysis of the Role of Institutional Development Plans in Brazilian Universities

Lima, Maurício Andrade; Serra, Fernando Antônio Ribeiro; Soares, Thiago Coelho; Lima, Carlos Rogerio Montenegro de

doi:10.15728/bbr.2020.17.1.4

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Article • BBR, Braz. Bus. Rev. 17 (1) • Jan-Feb 2020 • https://doi.org/10.15728/bbr.2020.17.1.4 linkcopy

Strategy or Legitimacy? Analysis of the Role of Institutional Development Plans in Brazilian Universities

Authorship SCIMAGO INSTITUTIONS RANKINGS

The aim of this study is to analyze whether Institutional Development Plans (IDP) are strategic documents or simply a response to seeking legitimacy in the face of regulatory pressures. This is a qualitative study based on information from 20 IDPs of Brazilian universities, categorized as private, public, community, or confessional. To analyze the IDPs, the content analysis methodology was used. As a result, it was found that most IDPs are much more descriptive documents, with operational goals and plans, than documents with strategic characteristics. On the other hand, in most of the documents analyzed, there was evidence of the importance and relevance of constructing an IDP as a benefit for the management and the university organization as a whole. It was concluded that IDPs tend to be documents that seek to provide universities with legitimacy in relation to the actors involved. In other words, they converge towards institutional isomorphism. Thus, they are not prepared, and used only due to institutional demands, but mainly due to legal impositions.

Keywords:
Isomorphism; Resource-based View; Strategy; Universities

Order	Coded Segments	Initial Categories	Intermediate Categories	Final Categories
1	20	Historical (Summary)	I. Organizational Profile	I. Organizational Mission, Management and Investments
2	11	Regional Inclusion
3	16	Mission
4	16	Purposes
5	57	Objectives and Goals
6	17	Area of Academic Operations
7	27	Social Responsibility
8	33	Teaching Policies
9	58	Extension and research policies
10	3	Organizational structure, decision-making and institutional and academic organization chart	II. Organizational Management
11	4	Collegiate bodies: attributes, competencies and composition
12	5	Support bodies for academic activities
13	4	Autonomy of HEI in relation to the maintainer
14	14	Relationships and partnerships with the community, institution and companies
15	20	Teaching staff (composition, qualification policies, career plan and work regime
16	6	Expansion schedule and plan for the teaching staff, with titles and work regime, with details of existing profile for the duratio of the IDP
17	14	Technical/administrative staff (structuring, qualification policies, career plan and/or positions and salaries and expansion schedule
18	20	Forms of access, financial programs for pedagogical support (scholarships)
19	24	Stimuli to remain (leveling program, psycho-pedagogical services)
20	2	Student organization (space for students to participte and interact)
21	7	Monitoring of graduates
22	12	Graduate profile
23	8	Economic and financial management strategies	III. Financial and Budgetary Aspects
24	2	Investment plans
25	1	Five-year budgeting and schedule
26	1	Content selection	VI. Academic Organization	II. Academic Organization, Evaluation and Academic Installations
27	9	Methodological principles
28	10	Evaluation process
29	15	Innovative teaching practices
30	18	Internship policies, professional practice and complementary activities
31	30	Distance learning policies and practices
32	11	Inclusive education policies (people with special needs)
33	23	Offer of undergraduate courses
34	19	Offer of sequential courses
35	15	Offer of special teacher training programs
36	19	Offer of postgraduate courses (latu sensu)
37	23	Offer of postgraduate courses (stricto sensu)
38	10	Extension programs
39	15	Research programs
40	3	Physical infrastructure	V. Infrastructure
41	3	Academic infrastructure
42	5	Adaptation of infrastructure to suit people with special needs
43	18	Strategies and means of internal and external communication
44	5	Schedule for expanding the infrastructure for the period of validity of the IDP
45	29	Project for the evaluation and monitoring of academic teaching, research, expansion, planning and management ativities	VI. Evaluation and Organizational Monitoring
46	13	Ways of using the results of evaluations	VI. Evaluation and Organizational Monitoring

	Community	Confessional	Private	Public
postgraduate	787	615	581	399
institutional development	675	97	474	102
development plan	640	78	463	96
institutional development plan	619	64	458	85
undergraduate courses	265	240	209	113
research and extension	321	120	143	110
teaching and research	255	128	136	119
teaching, research and extension	204	109	124	97
teaching staff	118	137	172	59
technical and administrative	88	84	122	35
postgraduate courses	101	65	94	34
research projects	68	64	83	23
undergraduate and postgraduate	77	63	41	42
research groups	56	30	45	35

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[TFN1] Source: Prepared by the authors.

University with strong corporate orientation or from the academic oligarchy	Public State or Federal University	Private University belonging to a large group
	Federal University A	Private University A
	Federal University B	Private University B
	Federal University C	Private University C
	Federal University D	Private University D
	Federal University E	Private University E
Strong identity appeal despite the academic oligarchy and pressures	Confessional University	Community University
	Pontifical Catholic University A	Community University A
	Catholic University B	Community University B
	Presbyterian University C	Community University C
	Catholic University D	Community University D
	Pontifical Catholic University E	Community University E