Strategy, knowledge and change in an institution of higher education: points of intersection

Authors

  • Fenando Antônio Colares Palácios

DOI:

https://doi.org/10.7213/rebrae.08.001.AO02

Keywords:

Strategic, Process, Knowledge management, Higher education institutions

Abstract

The paper aims to understand the experience in preparing a training strategy linked to knowledge management, learning and organizational change done at a private institution of higher education. More specifically, it seeks to detail the stages of development, analyzing the difficulties faced and provide indicators of change throughout the process. A feature of the strategic process in the researched organization led the search for a theoretical discussion could involve strategy, knowledge and change. This association was fully viable when considering events that are mobilized by people interacting in a defined context. It uses a methodology of action research in which the investigative process includes a cycle of planning, action, observation and reflection. As a result, we defined four general indicators of the actions and influencers nine indicators of knowledge management should be promoted in the strategic process.

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Published

2015-07-27

How to Cite

Colares Palácios, F. A. (2015). Strategy, knowledge and change in an institution of higher education: points of intersection. REBRAE, 8(1), 26–36. https://doi.org/10.7213/rebrae.08.001.AO02

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