The Leadership is Leaving, Now What? Change Management in a Science Park

Isabel de Sá Affonso da Costa and Elaine Maria Tavares

RAC - Revista de Administração Contemporânea (Journal of Contemporary Administration), 2024, vol. 28(1), issue Vol. 28 No. 1 (2024): Jan/Feb, e230087

Abstract: This teaching case describes the organizational change process of the Federal University of Rio de Janeiro Science Park (PTEC-UFRJ), an organization that plays a leading role in the innovation ecosystem of both the university and its surrounding state. The change process began in 2019, rooted on the leadership’s view that the Park’s economic sustainability depends on strategic redirection and transformation of employees’ attitudes and behavior, along with the redesign of PTECUFRJ’s internal processes. However, PTEC-UFRJ has the peculiarity of having its leadership appointed by the University Dean’s Office. In this context, management initiatives directed to supporting the change process are fundamental to secure its achievements and ensure its continuity. The case describes the decisions and actions took by PTECUFRJ’s executive director in order to guide the strategic change in the Park and the challenges faced. In view of the results and objectives already achieved, the most important point is to discuss PTEC-UFRJ’s future perspectives, the role of leadership and organizational policies, and practices that guarantee the sustainability of the organizational change.

Date: 2024
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