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Purpose: This paper aims to analyse how dynamic capabilities (DC) affect organizational learning (OL) in a Brazilian higher education institution (HEI) and how this relationship affects organisational ambidexterity (OA). Design/methodology/approach: The research strategy involves a qualitative, single case study. Data were collected through in-depth interviews, documentary research over a 15-year period and nonparticipant observation. Data were analysed using narrative analysis. Findings: The results show that founders and managers influence the activities related to sensing, seizing and reconfiguring DC. They interpreted the new opportunities and shared them with other individuals. Gradually, a collective sense about the new ideas was constructed. New academic and administrative routines were created and an OL process took place at the HEI, which resulted in a valuable balance between exploration and exploitation (OA) for the organisation. Originality/value: The study offers insight into how DC, OL and OA can be related. Although each construct has its own independent definition, there are similarities between them. The case study demonstrates how these theories were affected, and the research, therefore, makes a new methodological contribution regarding how to study DC, OL and OA as an integrative phenomenon.

The purpose of this paper is to extend knowledge of enterprise architecture and the importance of the operating model of a firm through a Dynamic Capabilities perspective. First, the authors attempt to position Private Educational Institutions in an operating model. They propose a model that relates enterprise architecture to the dynamic capabilities approach. A questionnaire was prepared in accordance with the proposed structural equation model and was sent to 1,932 private universities. The results show a significant relationship between operational model dimensions and reconfiguring capability. This paper contributes with a better understanding of enterprise architecture regarding its strategic relevance to organizations, in particular to Educational Institutions. Dynamic Capabilities proved to be a relevant and promising concept for the study of Enterprise Architecture operating models. This implies that the reconfiguring capabilities in Enterprise Architecture project implementation are positively affected by the operating model of the institutions. [ABSTRACT FROM AUTHOR]

Diversity management has been a recently debated theme in management due to the legal and normative pressure that exist in several countries. In Brazil, this topic became evident after the promulgation of Law 8213/91, which included the obligation of public and private organizations to destine a percentage of their vacancies to people with disabilities. However, few organizations can meet the percentage demanded by law. In addition to the difficulties of finding these new employees, managers need to deal with the differences among the organizational actors, seeking social justice, as well as concern about the consequences of this interaction -- which is not always harmonious. Adjustments are often necessary to avoid segregation and social exclusion in the work environment. Thus, the aim of this paper is to analyze the interface between diversity management in the inclusion of intellectually disabled people in the organizational context and the practices of Human Resources (HR) generated from this new reality. This issue was investigated in a case study at Sesi/PR and Senai/PR -- Paraná/ Brazil, with a qualitative approach through interviews with a female manager, six employees, five intellectually disabled people active in the organization and one external collaborator -- responsible for monitoring the insertion process of people with disabilities in the organization. Among the results, it was verified that the HR practices are essential to make the inclusion of disabled people effective and to make it render good results, and that these practices facilitate the management of diversity in the organization field. It was observed that the practices of human resources mentioned above were well structured at the beginning of the inclusion project, but require maintenance policies. Among the contributions of this paper, we highlight the realization of the relevance of human resource practices (recruitment, socialization and awareness, training) for the diversity management, pointing to the need of organizations to invest in diversity management so the inclusion of this population really occurs, going beyond law enforcement. [ABSTRACT FROM AUTHOR]