Self-assessment and institutional change drivers based on absorptive capacity

Authors

  • Thiago Coelho Soares Unisul
  • Gisele Mazon Unisul

DOI:

https://doi.org/10.5585/ijsm.v15i4.2419

Keywords:

SkandiaNavigator, Capacidade Absortiva, Indicadores de Desempenho.

Abstract

This article aims to verify the implementation of SkandiaNavigator as a management tool in a program of courses Ead as evaluative factor of absorptive capacity. The Skandia Navigator is based on the concept of intellectual capital to coordinate resources, skills and organizational skills, and was used to measure the absorptive capacity of the HEIs regarding the broad sense course Ead. O Skandia Navigator consists of thirty indicators divided into seven areas, and the financial focus on the results occurred and the focus on customers, human resources and processes geared to what happens at the moment in the company. The remaining spots are for the renewal of capacity and development of the organization that would allow a glimpse of the future of the company. We used institutional change drivers in Skandia Navigator as a way to measure the absorptive capacity of the HEIs regarding the broad sense of distance learning. In measuring areas: financial; client; internal processes; renewal and development; human, intellectual capital; and efficiency of intellectual capital, sought to verify the ability of HEI to learn and implement new knowledge. As a result of the research is considered appropriate to use the Skandia Navigator is a tool that can assist in measuring the absorptive capacity of the institution.

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Author Biographies

Thiago Coelho Soares, Unisul

Doutor em Administração pela Universidade Federal de Santa Catarina. Professor do Curso de Administração da Universidade do Sul de Santa Catarina.

Gisele Mazon, Unisul

Doutoranda em Administração pela Univali. Analista Acadêmica da Unisul.

Published

01.12.2016

How to Cite

Soares, T. C., & Mazon, G. (2016). Self-assessment and institutional change drivers based on absorptive capacity. Revista Ibero-Americana De Estratégia, 15(4), 77–90. https://doi.org/10.5585/ijsm.v15i4.2419