Redes de coopetição em instituições do ensino superior.

Abstract

The education segment has been undergoing constant changes to meet the expectations of students as well as the market, meaning that educational institutions increasingly need to develop strategies to survive in this new context. This master's thesis focuses on the theme of new mindsets, aiming to identify the barriers and motivators for the formation of coopetition networks between higher education institutions, as well as analyzing the scenario in the context of the city of Campina Grande, Brazil. The methodological process uses an exploratory qualitative approach adopting the CAQDAS (Computer Assisted Qualitative Data Analysis) variant. The method is a Multiple Case Study with data collection through in-depth interviews with managers of educational institutions. As for the technique, it is a content analysis using Nvivo software. The results deepen the perspective of coopetition in a sector that is still little studied. The findings indicated that as drivers of coopetition between Higher Education Institutions (HEIs) financial resources, innovation, exchange of experience and learning, management alignment, complementarity, value creation, incorporation and development of new technologies, process optimization, long-term commitment term, strengthening management skills and co-marketing with joint promotional actions. As for the barriers, the lack of resources, choice of partners to form the network, asymmetries in the network, technological reach, strategic mismatch, management mismatch, competition, lack of instruments that guarantee information security, lack of visionary leadership, were identified. legal limits and adjustments in the coopetition relationship, and opportunism. From the analysis, a variable not addressed in the literature emerged, social responsibility, as a motivator for the formation of coopetition networks. Finally, a coopetition framework was proposed in the education segment in the context of the city of Campina Grande PB, which made it possible to suggest a coopetition model, divided into 3 phases, namely: engagement, organization and network results.