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The case has as dilemma the coordination of a human resources restructuring plan from the crisis caused by the Coronavirus pandemic (Covid-19). Aurora (HR manager) needs to coordinate the plan taking into account the people management projects carried out so far and manage the expectations of the parties involved. The dilemma involves, on one hand, cost reduction and employee dismissals, and on the other hand, the maintenance of the people development activities that had been carried out. El caso tiene como dilema la coordinación de un plan de reestructuración de recursos humanos a partir de la crisis provocada por la pandemia de Coronavirus (Covid-19). Aurora (responsable de RRHH) debe coordinar el plan teniendo en cuenta los proyectos de gestión de personas realizados hasta el momento y gestionar las expectativas de las partes implicadas. El dilema implica, por un lado, la reducción de costes y el despido de empleados, y por otro, el mantenimiento de las actividades de desarrollo de personas que se habían llevado a cabo. Traducción realizada con la versión gratuita del traductor www.DeepL.com/Translator O caso tem como dilema a coordenação de um plano de reestruturação de Recursos Humanos (RH) em uma indústria metalmecânica a partir da crise provocada pela pandemia do coronavírus (Covid-19). Aurora (gerente de RH) precisa coordenar o plano levando em consideração os projetos de gestão de pessoas realizados até o momento e administrar as expectativas das partes envolvidas. O dilema envolve, de um lado, a redução de custos com a demissão de funcionários e, de outro lado, a manutenção das atividades de desenvolvimento de pessoas que vinham sendo realizadas pela área de Gestão de Pessoas.

This chapter unpacks how universities’ dynamic capabilities are mobilized to take on the role of fostering and orchestrating regional innovation ecosystems. Increasingly, universities are applying strategic and entrepreneurial management practices to be able to expand themselves into governance structures to deal with dynamic and changing environments. Different phases of an innovation ecosystem (initial stage, development, and renewal) require different key dynamic capabilities. We found that there is a fourth phase, the boost stage, in which an existing but declining innovation ecosystem requires an agent to be the propellant and revitalizer for its development cycle to be resumed and expanded. We address this issue with a unique Brazilian case study, an Alliance founded by three universities to develop the region into an environment conducive to innovation and entrepreneurship. This case study shows the role of universities as an orchestrator agent when there is a need to boost an ecosystem that is experiencing difficulties, by organizing, motivating, and supporting a network of stakeholders to drive the regional ecosystem. The research found that universities in declining ecosystems need to combine three dynamic capabilities at the same intensities in several actions to lead the local initiative.