Development of Administration Professional Competences in Brazilian Public Universities: A Multicase Study in Florianópolis

The article aims to investigate how the development of competences applied to the professional formation of the egress administrator of public municipal higher education institutions in the Florianópolis region occurs under perspective of teachers and coordinators of the bachelor's degree in administration course. For this, a qualitative and documentary research was carried out, using a structured questionnaire applied to 20 people as a data collection instrument, including 2 course coordinators and 18 professors from the studied institutions who teach the subjects whose contents are related to professional formation from the administrator. The results show that the new national curriculum guidelines encourage the development of competences. In this context, despite the effort to comply with such devices, there is some misalignment between the teaching plans and the pedagogical project of the course. Difficulties in implementing formation based on competence and lack of institutional stimuli are also perceived.

Kaum As Social Capital Environment in Empowering Minangkabau Communities

Empowerment is the process of creating community independence through the management of various capital, especially social capital in the community itself (self-help). Some research shows that development in Minangkabau is considered successful in the physical field. However, behind the success of physical development has an impact on erosion of socio-cultural that inherent on the Minangkabau community. This article analyzes the various forms of social capital found in Kaum as the local community of the Minangkabau people in the perspective of social capital; trust, norms, and network. The multicase study is used in the epistemological proof step by involving five (5) Kaum as the locus of study. The findings in this study conclude that; First, in the perspective of trust people have a high level of awareness so that the power to be with one another and help become more dominant. Secondly, customary and Islamic norms are deeply institutionalized in the Kaum so that social control and safety networks are more effective. The three, networks in the Kaum are permanent as the basis for laying out various interests of empowerment.

Competitive Rationales: Beneath the Surface of Competitive Behavior

Competitive dynamics research has focused on studying whether rivals are able and likely to carry out competitive actions, typically by examining indirect reasons such as characteristics of the actions themselves, the firms involved, or the competitive context. We explore why rivals initiate a specific competitive action at a particular time and situation. Drawing from the philosophy of action literature, we introduce the concept of competitive rationales to examine the primary reasons that cause tactical actions. Given the rapid exchanges characterizing tactical competitive dynamics, we conducted an inductive, multicase study to explore the reasons behind over 800 discrete tactical decisions carried out by 9 professional basketball coaches during 15 basketball games. To garner insight, we develop a conceptual framework revealing their types and scope. Even during intense head-to-head rivalry, most rationales were not rivalrous but were instead organizational—to optimize resource use, strategic consistency, and reputation—or social—to manage relationships. Moreover, the three main types of rationales varied in scope, extending beyond immediate competitive situations and rivals to address longer term, strategic outcomes, and assorted stakeholders. Thus, our analysis reveals these rationales to be complex and potentially difficult for rivals to decipher. It also recasts each component of the dominant awareness-motivation-capability (AMC) model of rivalry, suggesting that awareness is challenged by subtle rationales, motivation drives not only action but also forbearance, and capability is both a requirement and product of action.

Adaptation or Persistence? Emergence and Revision of Organization Designs in New Ventures

How organization designs evolve between adaptation to changing conditions and the pressures toward persistence of the designs adopted at founding remains an understudied phenomenon. To fill this lacuna, we conducted a longitudinal, multicase study of eight young ventures. We find that, in these ventures, specific organization design solutions changed frequently, triggered by various internal and external developments, although the changes were typically incremental and myopic. However, the more abstract principles of design, captured in the founders’ logics of organizing, were less amenable to change. This explains why observations of imprinting effects in logics of organizing may be consistent with observations of dynamic change to organization designs.