This document discusses a knowledge management approach used by consultants to assist a Brazilian university with internationalization. It describes the comprehensive internationalization model used, which involved four phases from August to November 2017 to understand the university's structure, improve processes and planning, systematize information, and deliver a final report. The knowledge management approach focused on lessons learned rather than auditing. It highlighted practical implications for universities beginning internationalization like supporting processes, providing resources, evaluating programs, and communicating. For consultants, it noted potential problems like resistance and the importance of clear communication.
Since the IIRC was founded in 2010, its aims for Integrated Reporting have shifted from providing a report to a broad range of stakeholders offering an integrated holistic understanding of an entity’s social, environmental and economic sustainability, to a report providing financial investors with an understanding of the medium- and long-term economic sustainability of the entity. In this paper we refer to this shift as the economic turn in the IIRC’s version of, and vison for, Integrated Reporting (IR).
Through the theory and methods of Critical Discourse Analysis applied to a sample of IRs from UK companies, this paper assesses the extent to which the economic turn in the IIRC’s policies is reflected in an economic and shareholder focus in UK IR practice. Our analysis concentrates on the two key concepts from the IIRC’s 2013 International Integrated Reporting Framework: Value and Capital.
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Our analysis also found that discourses of capital other than financial capital (and its increase and decrease) were notably absent from, or marginal in, the IRs of most companies. Only the small number of public service entities in our sample engaged in discussion of broader, non-financial, forms of capital.
While the relatively small incidence of discourses of value and capital that were not directly economic and shareholder focused in nature might be taken as evidence against the universality of a claimed economic turn in IIRC IR in practice, caution needs to be exercised in reaching such an interpretation. The IIRC Framework makes clear that providing some forms of value to stakeholders other than investors, and managing some forms of capital other than financial capital, can and do have an impact on the value of financial capital for shareholders. A further study would be necessary to ascertain whether, and/or to what extent, any non-economic IR discourses of value and capital of the type we found signpost any impact upon financial capital for investors – consistent with an economic turn in IR.
Measuring cases of social innovation using Qualitative Comparative Analysis: ...Peter Oeij
How QCA (qualitative comparative analysis) was used in the study of 82 social innovation cases, based on an article in Journal of Business Research, 2019, 101: 243-254 (Oeij et al.)
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The European Research Council (ERC) provides funding opportunities for innovative, groundbreaking ideas at the frontier of science. Moreover, ERC encourages high-risk research, which often implies the use of unconventional methodologies and approaches. A researcher obtaining an ERC research grant might find that the administrative rules at the host institution do not easily allow the execution of a risky research program, a situation that might jeopardize the innovative nature of the research. Based on the management of an ERC Starting Grant, in this presentation I explore ways in which the researcher can negotiate a more flexible management so to ensure the successful execution of the grant.
Since the IIRC was founded in 2010, its aims for Integrated Reporting have shifted from providing a report to a broad range of stakeholders offering an integrated holistic understanding of an entity’s social, environmental and economic sustainability, to a report providing financial investors with an understanding of the medium- and long-term economic sustainability of the entity. In this paper we refer to this shift as the economic turn in the IIRC’s version of, and vison for, Integrated Reporting (IR).
Through the theory and methods of Critical Discourse Analysis applied to a sample of IRs from UK companies, this paper assesses the extent to which the economic turn in the IIRC’s policies is reflected in an economic and shareholder focus in UK IR practice. Our analysis concentrates on the two key concepts from the IIRC’s 2013 International Integrated Reporting Framework: Value and Capital.
We find, consistent with the notion of an economic turn in IR policies, that discourses about value and capital are predominately related to economic conceptions of both value and capital from the perspective of shareholders. However, perhaps inconsistent with the notion of an economic turn in the IIRC’s vision for IR, we found that some discourses constructed value along contradictory macro narratives of sustainability and responsibility on the one hand and growth and performance on the other. We found the most conspicuous divergence in the use of the term value when comparing discourses between the financial statement and strategic review sections of IRs.
Our analysis also found that discourses of capital other than financial capital (and its increase and decrease) were notably absent from, or marginal in, the IRs of most companies. Only the small number of public service entities in our sample engaged in discussion of broader, non-financial, forms of capital.
While the relatively small incidence of discourses of value and capital that were not directly economic and shareholder focused in nature might be taken as evidence against the universality of a claimed economic turn in IIRC IR in practice, caution needs to be exercised in reaching such an interpretation. The IIRC Framework makes clear that providing some forms of value to stakeholders other than investors, and managing some forms of capital other than financial capital, can and do have an impact on the value of financial capital for shareholders. A further study would be necessary to ascertain whether, and/or to what extent, any non-economic IR discourses of value and capital of the type we found signpost any impact upon financial capital for investors – consistent with an economic turn in IR.
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Tools May 2015 Logic models for prog.docxturveycharlyn
Tools
May 2015
Logic models for program
design, implementation, and
evaluation: Workshop toolkit
Karen Shakman
Sheila M. Rodriguez
Education Development Center, Inc.
Overview
This Logic Model Workshop Toolkit is designed to
help practitioners learn the overall purpose of a logic
model, the different elements of a logic model, and
the appropriate steps for developing and using a logic
model for program evaluation. This toolkit includes a
facilitator workbook, a participant workbook, and a
slide deck.
At Education Development Center, Inc.
U . S . D e p a r t m e n t o f E d u c a t i o n
U.S. Department of Education
Arne Duncan, Secretary
Institute of Education Sciences
Sue Betka, Acting Director
National Center for Education Evaluation and Regional Assistance
Ruth Curran Neild, Commissioner
Joy Lesnick, Associate Commissioner
Amy Johnson, Action Editor
Chris Boccanfuso, Project Officer
REL 2015–057
The National Center for Education Evaluation and Regional Assistance (NCEE) conducts
unbiased large-scale evaluations of education programs and practices supported by federal
funds; provides research-based technical assistance to educators and policymakers; and
supports the synthesis and the widespread dissemination of the results of research and
evaluation throughout the United States.
May 2015
This report was prepared for the Institute of Education Sciences (IES) under Contract
ED-IES-12-C-0009 by Regional Educational Laboratory Northeast & Islands administered
by Education Development Center, Inc. The content of the publication does not neces
sarily reflect the views or policies of IES or the U.S. Department of Education nor does
mention of trade names, commercial products, or organizations imply endorsement by the
U.S. Government.
This REL report is in the public domain. While permission to reprint this publication is
not necessary, it should be cited as:
Shakman, K., & Rodriguez, S. M. (2015). Logic models for program design, implementation,
and evaluation: Workshop toolkit (REL 2015–057). Washington, DC: U.S. Department of
Education, Institute of Education Sciences, National Center for Education Evaluation and
Regional Assistance, Regional Educational Laboratory Northeast & Islands. Retrieved
from http://ies.ed.gov/ncee/edlabs.
This report is available on the Regional Educational Laboratory website at http://ies.ed.gov/
ncee/edlabs.
http://ies.ed.gov/ncee/edlabs
http://ies.ed.gov/ncee/edlabs
http://ies.ed.gov/ncee/edlabs
Contents
Facilitator workbook
Introduction to workshop 3
Session I. Learning about logic models (2 hours) 5
Session II. From logic models to program and policy evaluation (1.5 hours) 30
Appendix A. Simple logic model A-1
Appendix B. Template for simple logic model B-1
Appendix C. Sample logic model for college readiness program C-1
Appendix D. Example of a logic model for an educator evaluation system theory of acti ...
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Internationalization of Higher Education. NetworksAnabela Mesquita
Workshop held on the 6th November 2015 in the International Conference on Knowledge Society - challenges for the XXI century, at the Constantin Brancoveanu University, Pitesti, Romenia.
A ceLTIc project webinar. The ceLTIc project shows how to enable LTI (Learning Tools Interoperability) connectors to build a flexible infrastructure.This session will discuss how the JISC-funded ceLTIc:sharing project is evaluating the use of LTI to provide a shared service for institutions interested in evaluating WebPA. It will include a demonstration of linking to the tool from Blackboard Learn 9 and Moodle, as well as how the outcomes service along with the unofficial memberships and setting extensions are being used to enhance this integration in a VLE-independent way.
Jisc conference 2012
This paper summarizes an experience in helping undergraduate Engineering students in learning "Management ". The aim was to enable, motivate, lead and coach students in learning management skills and concepts through their engagement in organizational and management work. This was closely associated with their reflection on such practice, and was complemented with theoretical studies, mostly self-directed and carried out in a cooperative environment – as though each class was a learning organization. We describe the pedagogical design, the projects and the activities developed with and by the students, and the way practical projects and theoretical studies interrelated. We also describe the cooperative learning environment that was built around class and mailing list discussions, the dissemination of information on paper, and the use of the Web. Students have been evaluated, through projects and papers, as they would in real work situations. Every moment of evaluation led to further learning and there was no need to resort to conventional examinations.
This paper summarizes an experience in helping undergraduate Engineering students to learn Management skills. The aim was to enable, motivate, lead and coach students in learning management skills and concepts through their engagement in organizational and management work. This was closely associated with their reflection on such practice, and was complemented with theoretical studies, mostly self-directed and carried out in a cooperative environment – as though each class was a learning organization. We describe the pedagogical design, the projects and the activities developed with and by the students, and the way practical projects and theoretical studies interrelated. We also describe the cooperative learning environment that was built around class and mailing list discussions, the dissemination of information on paper, and the use of the Web. Students have been evaluated, through projects and papers, as they would in real work situations. Every moment of evaluation led to further learning and there was no need to resort to conventional examinations.
Tools May 2015 Logic models for prog.docxturveycharlyn
Tools
May 2015
Logic models for program
design, implementation, and
evaluation: Workshop toolkit
Karen Shakman
Sheila M. Rodriguez
Education Development Center, Inc.
Overview
This Logic Model Workshop Toolkit is designed to
help practitioners learn the overall purpose of a logic
model, the different elements of a logic model, and
the appropriate steps for developing and using a logic
model for program evaluation. This toolkit includes a
facilitator workbook, a participant workbook, and a
slide deck.
At Education Development Center, Inc.
U . S . D e p a r t m e n t o f E d u c a t i o n
U.S. Department of Education
Arne Duncan, Secretary
Institute of Education Sciences
Sue Betka, Acting Director
National Center for Education Evaluation and Regional Assistance
Ruth Curran Neild, Commissioner
Joy Lesnick, Associate Commissioner
Amy Johnson, Action Editor
Chris Boccanfuso, Project Officer
REL 2015–057
The National Center for Education Evaluation and Regional Assistance (NCEE) conducts
unbiased large-scale evaluations of education programs and practices supported by federal
funds; provides research-based technical assistance to educators and policymakers; and
supports the synthesis and the widespread dissemination of the results of research and
evaluation throughout the United States.
May 2015
This report was prepared for the Institute of Education Sciences (IES) under Contract
ED-IES-12-C-0009 by Regional Educational Laboratory Northeast & Islands administered
by Education Development Center, Inc. The content of the publication does not neces
sarily reflect the views or policies of IES or the U.S. Department of Education nor does
mention of trade names, commercial products, or organizations imply endorsement by the
U.S. Government.
This REL report is in the public domain. While permission to reprint this publication is
not necessary, it should be cited as:
Shakman, K., & Rodriguez, S. M. (2015). Logic models for program design, implementation,
and evaluation: Workshop toolkit (REL 2015–057). Washington, DC: U.S. Department of
Education, Institute of Education Sciences, National Center for Education Evaluation and
Regional Assistance, Regional Educational Laboratory Northeast & Islands. Retrieved
from http://ies.ed.gov/ncee/edlabs.
This report is available on the Regional Educational Laboratory website at http://ies.ed.gov/
ncee/edlabs.
http://ies.ed.gov/ncee/edlabs
http://ies.ed.gov/ncee/edlabs
http://ies.ed.gov/ncee/edlabs
Contents
Facilitator workbook
Introduction to workshop 3
Session I. Learning about logic models (2 hours) 5
Session II. From logic models to program and policy evaluation (1.5 hours) 30
Appendix A. Simple logic model A-1
Appendix B. Template for simple logic model B-1
Appendix C. Sample logic model for college readiness program C-1
Appendix D. Example of a logic model for an educator evaluation system theory of acti ...
Andrea-Rosalinde Hofer: HEInnovate: Supporting Innovation and Entrepreneurshi...CUBCCE Conference
Andrea-Rosalinde HOFER a German national has been working for the OECD since 2003. She led the HEInnovate country reviews in Bulgaria, Ireland, the Netherlands and Hungary, and the OECD’s predecessor work on strengthening university entrepreneurship support in eastern Germany. The aim of HEInnovate – a key long-term partnership initiative by the European Commission and the OECD – is to support policy makers, higher education leaders and other key stakeholders to identify the actions they can take to stimulate entrepreneurship and innovation and to remove the blockages that can exist at the institutional level and the national higher education system, based on data, analysis and international comparison. To enhance the practical application of the HEInnovate guiding framework, a free online self-assessment tool (www.heinnovate.eu) was designed for HEIs to organise a strategic debate with key stakeholders around entrepreneurship and innovation, using a digital platform (http://www.HEInnovate.eu). The tool is available in 23 languages and currently used by more than 800 HEIs around the world.
Internationalization of Higher Education. NetworksAnabela Mesquita
Workshop held on the 6th November 2015 in the International Conference on Knowledge Society - challenges for the XXI century, at the Constantin Brancoveanu University, Pitesti, Romenia.
This annotated compendium of evaluation planning guides can help you understand the basics of conducting an evaluation; learn how to create a logic model and indicators; understand evaluation terminology; develop performance management metrics; and evaluate your research, knowledge translation and commercialization activities, outputs and outcomes.
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A consultant practical knowledge approach of the higher education internationalization v2.1
1. 1
A consultant practical knowledge approach of the
higher education internationalization – a key value.
Cleverson Tabajara Vianna
Department of Knowledge Engineering and Management – EGC/UFSC
Universidade Federal de Santa Catarina – Brazil
www.egc.ufsc.br
tabajara@ifsc.edu.br
Luciane Stallivieri
Department of Knowledge Engineering and Management – EGC/UFSC
Universidade Federal de Santa Catarina – Brazil
www.egc.ufsc.br
luciane.stallivieri@ufsc.br
Fernando A Ostuni Gauthier
Department of Knowledge Engineering and Management – EGC/UFSC
Universidade Federal de Santa Catarina – Brazil
www.egc.ufsc.br
fernando.gauthier@ufsc.br
Structured Abstract - Practical Paper
PURPOSE
The primary purpose of this working paper is practitioners oriented, mainly for consulting,
and knowledge management area. We intend to describe and discuss some findings in a
consultant task for a Brazilian University using the knowledge management approach.
During this study, we’ll point some essential topics to help beginning an
internationalization process in Universities and at the same time, some recommendations
to the consultant task itself.
Studying real-world of higher education internationalization, is not simple because involves
several disciplines and even trans or interdisciplinarity. “Any research field or research Project
that addresses real-world problems is considered to essentially interdisciplinarity” (Frodeman &
Pacheco, 2017)
There is a significant amount of size, shapes, and colors when talking about a consultant
task fit. When auditing or consulting turned to knowledge in educational organizations, we
can see how deep the task can reach. But first of all, we need to know the organization’s
goals. There is no right or wrong if you don’t know what you want. Considering that, you
can evaluate results, methods, procedures and so on.
Altbach, Reisberg, and Rumbley (2009) states that “Change is as inevitable as the passage
of time, but line of movement in the modern world seems to be accelerating and presenting
higher education more complex challenges […]”
2. 2
For Stallivieri (2017, pages 86-88) there are several points in internationalization process
that you must pay attention: other languages proficiency, laws and regulations of each
country, low intercultural integration, resources and benefits not used, absence of formal
documentation generating unclear procedures, no monitoring or evaluation of actions,
unreal goals and decision, no commitment of professors, students, researchers and all staff.
Although technology is a great tool for education, “The internet had made the world
“smaller” but had not diminished the dominance of the West’s established university
systems” (Altbach, 2018).
Strategic Planning is valid for any organizations (Ansoff; 1965, 1968, 1994; Mintzberg,
1978). Actions and executive plans are needed. One of the top management strategies for
higher education is the internationalization or a path to a global university.
Higher education internationalization has some useful models. Rudzki, in his thesis in early
1995, pointed two models: The reactive and proactive (Figure 1).
Nowadays there is a significant model adopted by NAFSA called COMPREHENSIVE
INTERNATIONALIZATION (Hudzik. 2011), witch has six relevant groups of actions or
dimensions.
Figure 2 – The ACE/CIGE (2018) Model for Comprehensive Internationalization is comprised of six
interconnected target areas for institutional initiatives, policies, and programs. Proposed by American
Council in Education - ACE's. Center for Internationalization and Global Engagement –
Design/methodology/approach
During the consulting tasks we adopted Comprehensive Model – CIGE (figure 2) and
activities were developed from Aug/2017 to Nov/2017, using four in loco phases, during a
week each (figure 3).
1. The first action was designed to learn and understand about structure, people,
and plans of the target University. During this activity, we collected and examine all
documents, including website explanations and interviewed all levels of management
actors.
2. During second phase we pursued improvement of processes and planning. A
recommended methodology of internationalization was applied, and dimensional analysis
of the process was used.
3. During the third phase, we developed activities related to the systematization of
information, presentation of products and results. Partial delivery of the Final Report was
discussed with all groups, on purpose to verify weaknesses and strengths.
4. Lastly, we prepared the final activities and the final report. We delivered
workshops, selected supporting materials and readings, wrote an executive summary of all
relevant information included and presented to the leading group. Final actions were done,
3. 3
and Final Report and Executive Summary were delivered to the Higher Education
Institution studied.
We presented our knowledge management consulting methodology in a practical view.
It is based in internationalization cycle suggest by Knight and De Wit (2007) (figure 4).
We can reinforce all six steps, mainly (2)Commitment, (3)Planning and (4)
Operationalizing of Knight. As we can see, no strong efforts are dedicated to (1)Awareness,
since benefits and purpose of internationalization of university are clear; all the way, in
workshops we must remember them. Qualities and initiatives (3)Reviewed and also
strategic plans are reviewed in our third step Systematization of information – as shown in
figure 3). (6) Reinforcement should be done during all life of the university and top
management support is needed from the very beginning.
1. ORIGINALITY/VALUE
This practical study report uses knowledge management approach and puts in evidence the
dimensions of the models of internationalization. Intends to highlight common failures
when executing analytical procedures. Same way you can see the consultant acting.
During all study development, we kept in mind, that the whole approach is about knowledge
management, not the consulting or auditing. We’re not interested in auditing points,
consulting reports, but in what the knowledge generated during this task was useful and
lessons we´ve learned.
2. PRACTICAL IMPLICATIONS
With a knowledge management approach, this paper shows up not only the findings, but
the consultant’s work itself, and some difficulties in this process of internationalization
consulting.
Best practices repository must be created expliciting organization’s knowledge and they
must be up-to-date. Flows and documents established four or five years ago, has no
meaning today. “To convert tacit knowledge into explicit knowledge means finding a way
to express the inexpressible”. (Nonaka, 2007)
At one time it will be helpful for Higher Education Institutions, mainly during the first two
years of internationalization process.
Top leaders must support all processes from planning to follow-up and evaluation.
Financial resources must be provided and several institutions accept projects - this way you
must be trained for projects elaboration.
As states Sebastián, Jesús (2004, pages 149-151), higher education internationalization
level evaluation should have internal (auto-evaluation) and external. Sebastián enumerates
a lot of points to be considered like teacher and students mobility, publications, cooperation,
international projects, libraries, etc.
Not only theory, but practical discussion will be conducted in the final article, and "how to
do" and problems will be elicited and creating an organizational culture is relevant.
Such things as training not only professors or students but also the staff is required. The
first and daily contact of international students is usually with the staff. On the other side,
another practical implication is that it will be helpful for consultants, alerting some
everyday troubles they’ll find.
Communicate all to all. That means you should publish in a site, or by e-mail or a house-
organ, any news about the internationalization.
4. 4
Clear communication, integration, motivation and professional development are factors for
people commitment. The university is a good one place to do it, but academic productivity
is the main preoccupation and there’s no time left after this effort (Altbach; Knight; 2007).
Talking about consulting, que can find major problems like no involvement, and resistance.
This way we can suppose it will also happen during plan execution. Probably we’ll return
this year (2018) for a plan and actions follow-up.
A consultant must pay attention to all things: In our activities, a simple thing, like a not
clear message left with the principal’s secretary generated a long delay in our tasks. So,
remember in any communication: – “please, leave a message and be sure it was
understood.” No misunderstandings is a principle of management.
Keywords – knowledge approach; internationalization; consultant tasks, strengths and
weaknesses; beginning internationalization.
References
Altbach, Philip G.; Knight, Jane. (2007) The Internationalization of Higher Education:
Motivations and Realities. Journal of Studies in International Education Fall/Winter
2007
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Tracking an Academic Revolution. UNESCO 2009 World Conference on Higher
Education. Published in 2009 by the United Nations Educational, Scientific and
Cultural Organization
Ansoff, J. Igor (1965). Corporate Strategy. New York: McGraw-Hill, 1965.
Ansoff, J. Igor.(1968), The innovative firm, Long Range Planning, Volume 1, Issue 2,
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Ansoff, J. Igor (1994), Comment on Henry Mintzberg's rethinking strategic planning, Long
Range Planning, Volume 27, Issue 3, 1994, Pages 31-32, ISSN 0024-6301,
https://doi.org/10.1016/0024-6301(94)90187-2.
ACE/CIGE (2018) Model for Comprehensive Internationalization.
http://www.acenet.edu/news-room/Pages/CIGE-Model-for-Comprehensive-
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Frodeman, Robert; Klein, Julie Thompson; Pacheco, Roberto Carlos Dos Santos. (2017)
The Oxford Handbook of Interdisciplinarity. Oxford University Press, 26 de jan de
2017.
Hudzik, John. (2011) Comprehensive internationalization: From concept to action.
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Knight, Jane; De Wit, Hans. (2007) Strategies for Internationalization of Higher Education:
Historical and Conceptual Perspectives. In: Strategies for internationalization of higher
education: a comparative study of Australia, Canada, Europa and the United States of
America. Amsterdam: European Association for International Education (EAIE) in
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Mintzberg, Henry. (1978) Patterns in Strategy Formation. Management Science, Vol. 24,
No. 9 (May, 1978), pp. 934-948.
5. 5
Nonaka Ikujiro (2007) The Knowledge-Creating Company. Harvard Business Review
July–August 2007 REPRINT (1995)
Rudzki, Romuald E.J. (1995) The application of a strategic management model to the
internationalization of higher education. Higher Education 29:421-441, 1995. Kluwer
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Vianna, Cleverson Tabajara, MsC
Business Management graduated in Fundação de Estudos Sociais do Paraná. Specialist in
Public Management. Master Degree in Business Administration at Universidade Federal
de Santa Catarina – UFSC. He is a Knowledge Engineering and Management doctorate
student at EGC-UFSC. He was a director and manager of several companies and has
experience in High Administration, focusing on System Administration, System Auditing
and Information and Communication Technology. Since 2010 has been also an Instituto
Federal of Santa Catarina States' teacher of several Management contents:
Entrepreneurship, ICT, Planning and Agile Tools for project follow-up. Is the leader of a
Research Group (CNPq) in Business, Innovation and Linked Open Data with several books
and papers published.
Stallivieri, Luciane, PhD
Graduated in Full Degree in Languages by the University of Caxias do Sul - UCS.
Master in International Cooperation from São Marcos University - São Paulo - SP. PhD in
Modern Languages, Universidad del Salvador - USal, Buenos Aires. Professor of the
Human Sciences Department of the University of Caxias do Sul. Advisor of International
Relations at the University of Caxias do Sul. President of the Forum of Brazilian
Universities Advisers for International Affairs - FAUBAI. Executive Secretary of the
Presidency of the Association of Portuguese Language Universities - AULP. Executive
Secretary of the Interamerican University Organization - IOHE - Brazil Region.
Coordinator of the University Management and Leadership Institute - IGLU Center -
Brazil. Member of the CAPES International Cooperation Advisory Group. Member of the
Internationalization Committee of the Council of Rectors of Brazilian Universities - CRUB.
Researcher on the theme: Internationalization of Higher Education, Cooperation and
International Academic Mobility. Professor of the Postgraduate Program - Master in
University Administration of the Federal University of Santa Catarina-UFSC, where she
teaches the discipline Internationalization of Higher Education and Management of
International Academic Cooperation. Researcher at the Institute for Research and Studies
in University Administration - INPEAU - UFSC. Post-doctoral fellow at the engineering
and knowledge management at UFSC.
Gauthier, Fernando A. Ostuni, PhD
6. 6
Production Engineering Doctorate at the Federal University of Santa Catarina in 1993. He
is currently an Associate Professor in the Department of Knowledge Engineering and at the
Federal University of Santa Catarina, working in the Bachelor's Degree in Information
Systems, the Graduate Program in Engineering and Knowledge Management and in the
Professional Master in Methods and Management in evaluation.
Was UFSC: Director of the Research Support Department, Council Member of the
Foundation for Research Support and University Extension? FAPEU, Coordinator of the
Graduate Program in Computer Science, Representative of the Stricto Sensu Postgraduate
Program Coordinators at the Postgraduate Chamber, representative of the Postgraduate
Chamber at the University Council, Technical Director of the School of New
Entrepreneurs, Academic Director of Campus de Ararangua, Head of the Department of
Knowledge Engineering and Sub-Coordinator of the Graduate Program in Methods and
Management in Evaluation. Ad hoc advisor to CNPq, Pernambuco State Science and
Technology Support Foundation - FACEPE, the State of Bahia Research Foundation -
FAPESB and the Foundation for Research and Innovation Support of the State of Santa
Catarina - FAPESC. Nowadays is de Director of EAD (distance learning department) in
the University.
Has experience in the areas of entrepreneurship and innovation, artificial intelligence,
evolutionary computing, distance learning via the web, knowledge engineering ontologies
and linked data.