Corporate Social Performance in Higher Education Institutions: the Manager’s Perception of the Stakeholders

• Autor(a) principal: Langrafe, Taiguara de Freitas
• Data de Publicação: 2020
• Outros Autores: Fischmann, Adalberto Américo, Boaventura, João Maurício Gama, Meireles, Fernanda Rosalina da Silva
• Tipo de documento: Artigo
• Idioma: por; eng
• Título da fonte: Administração (São Paulo. Online)
• Texto Completo: https://raep.emnuvens.com.br/raep/article/view/1571
• topic: Stakeholder; Corporate Social Performance; Higher Education; Strategic Management; Social Responsibility; Stakeholder; Desempenho Social Corporativo; Ensino Superior; Administração Estratégica; Responsabilidade Social

This paper aims to analyze the relative importance of stakeholders of Higher Education Institutions (HEI) for Corporate Social Performance, according to the perception of Managers of Brazilian HEI. It presents the gap on CSP calculation as a research problem, which is not clear, particularly as to the relative importance of each stakeholder. We observe the absence of delimited research in a specific sector and context. The data were obtained through a survey, with a questionnaire validated by experts sent by email to 2,391 Brazilian HEIs, obtaining 88 complete answers. It is possible to identify differences in the relative importance of the stakeholders according to the different aspects surveyed - in general, the greater relative importance for Faculty, Student Body and Technical-Administrative Body, and minor for Suppliers. This study allows identifying heterogeneity of importance of stakeholders according to the nature of the HEI (Public or Private), in addition to bringing original empirical data on the relevance of stakeholders in the context of Brazilian HEIs. It is evident that the managers of Public HEIs have a more superficial view of their stakeholders, little differentiating them from each other. In turn, the managers of Private HEIs present a more detailed and vibrant view of the multiple stakeholders, classifying them at different levels of importance.