<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>1414-4077</journal-id>
<journal-title><![CDATA[Avaliação: Revista da Avaliação da Educação Superior (Campinas)]]></journal-title>
<abbrev-journal-title><![CDATA[Avaliação]]></abbrev-journal-title>
<issn>1414-4077</issn>
<publisher>
<publisher-name><![CDATA[Publicação da Rede de Avaliação Institucional da Educação Superior (RAIES), da Universidade Estadual de Campinas (UNICAMP) e da Universidade de Sorocaba (UNISO)]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S1414-40772019000200357</article-id>
<article-id pub-id-type="doi">10.1590/s1414-40772019000200002</article-id>
<title-group>
<article-title xml:lang="pt"><![CDATA[Avaliação da implantação do planejamento estratégico em uma universidade pública: barreiras, facilitadores e eficácia]]></article-title>
<article-title xml:lang="en"><![CDATA[Evaluation of the implementation of strategic planning in a public university: barriers, facilitators and effectiveness]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Falqueto]]></surname>
<given-names><![CDATA[Junia Maria Zandonade]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Hoffmann]]></surname>
<given-names><![CDATA[Valmir Emil]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Cancellier]]></surname>
<given-names><![CDATA[Éverton Luís Pellizzaro de Lorenzi]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Miranda Júnior]]></surname>
<given-names><![CDATA[Newton da Silva]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Universidade de Brasília Faculdade de Economia, Administração, Contabilidade e Gestão Programa de Pós-Graduação em Administração]]></institution>
<addr-line><![CDATA[Brasília DF]]></addr-line>
<country>Brazil</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,Universidade de Brasília Faculdade de Economia, Administração, Contabilidade e Gestão, Programa de Pós-Graduação em Administração]]></institution>
<addr-line><![CDATA[Brasília DF]]></addr-line>
<country>Brazil</country>
</aff>
<aff id="Af3">
<institution><![CDATA[,Universidade do Estado de Santa Catarina Centro de Ciências da Administração e Socioeconômicas Departamento de Administração Empresarial]]></institution>
<addr-line><![CDATA[Florianópolis SC]]></addr-line>
<country>Brazil</country>
</aff>
<aff id="Af4">
<institution><![CDATA[,Universidade de Brasília Faculdade de Economia, Administração, Contabilidade e Gestão Programa de Pós-Graduação em Administração]]></institution>
<addr-line><![CDATA[Brasília DF]]></addr-line>
<country>Brazil</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>07</month>
<year>2019</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>07</month>
<year>2019</year>
</pub-date>
<volume>24</volume>
<numero>2</numero>
<fpage>357</fpage>
<lpage>378</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://educa.fcc.org.br/scielo.php?script=sci_arttext&amp;pid=S1414-40772019000200357&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://educa.fcc.org.br/scielo.php?script=sci_abstract&amp;pid=S1414-40772019000200357&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://educa.fcc.org.br/scielo.php?script=sci_pdf&amp;pid=S1414-40772019000200357&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="pt"><p><![CDATA[O planejamento estratégico, embora difundido devido as vantagens proporcionadas às organizações, encontra dificuldades para ser implantado em ambientes dinâmicos e complexos, como os das instituições de ensino superior. Todavia, há fatores que incidem como facilitadores a essa implantação, auxiliando organizações a alcançarem eficácia. Nesse contexto, o presente artigo objetivou avaliar o processo de planejamento estratégico implantado em uma universidade pública brasileira. Buscou-se identificar as barreiras e os facilitadores, assim como o alcance da eficácia do planejamento estratégico. Para tanto, foram realizadas entrevistas semiestruturadas junto a gestores que atuam diretamente com o planejamento. Para definir o número de participantes da pesquisa, utilizou-se a saturação teórica. Entre as barreiras mais expressivas encontradas, citam-se a comunicação distorcida entre as unidades internas e ausência de sintonia entre o que é planejado e o que é realizado. O apoio da alta administração obteve destaque como facilitador ao processo. Por fim, concluiu-se que o planejamento estratégico é viável e é benéfico à Universidade, entretanto não se pode afirmar que ele esteja implantado de forma eficaz em todos os setores da instituição.]]></p></abstract>
<abstract abstract-type="short" xml:lang="en"><p><![CDATA[Although advertised as providing benefits to organizations, strategic planning is struggling on its implementation in complex and dynamic environments, such as the higher education institutions. However, there are factors that facilitate this deployment, helping organizations achieve effectiveness. In this context, this paper aims to assess the strategic plan implemented at a Brazilian Public University. In addition, we sought to identify barriers and facilitators, as well as the extent of the effectiveness of strategic planning. Therefore, semi-structured interviews were conducted with managers of the institution who work directly with planning. The number of participants was defined based on the theoretical saturation technique. Among the most significant barriers to the implementation of strategic planning are the gaps in communication between the internal units and the lack of concordance between what is planned and what is done. The support of top management was featured as an important facilitator to the process. Finally, we concluded that strategic planning is feasible and beneficial to the University, but.the effective deployment was not detected in all sectors of the institution.]]></p></abstract>
<kwd-group>
<kwd lng="pt"><![CDATA[Planejamento estratégico]]></kwd>
<kwd lng="pt"><![CDATA[Gestão universitária]]></kwd>
<kwd lng="pt"><![CDATA[Universidade pública]]></kwd>
<kwd lng="en"><![CDATA[Strategic planning]]></kwd>
<kwd lng="en"><![CDATA[University management]]></kwd>
<kwd lng="en"><![CDATA[Public university]]></kwd>
</kwd-group>
</article-meta>
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