@PHDTHESIS{ 2026:1319474661,
 	title = {Organizational resilience in higher education institutions: configurations of internal resources and dynamic capabilities in response to economic crises},
 	year = {2026},
 	url = "http://bibliotecatede.uninove.br/handle/tede/3978",
 	abstract = "This thesis investigates which configurations of managerial practices, internal resources, and dynamic capabilities are associated with the organizational resilience of Higher Education Institutions (HEIs) in economic crises. Grounded in the Resource-based View and the Theory of Dynamic Capabilities, it adopts a neoconfigurational perspective to explain resilience as the outcome of interdependent combinations of internal conditions. The research is structured into three cumulative studies. The first consists of a systematic literature review, conducted in the Web of Science and Scopus databases using the PRISMA protocol, which systematized managerial practices, internal resources, and dynamic capabilities mobilized by HEIs during economic crises. The second applies crisp-set Qualitative Comparative Analysis (csQCA) to 25 cases extracted from the systematic review, covering 2,987 HEIs from 10 countries, to derive causal pathways of organizational resilience. The third employs fuzzy-set Qualitative Comparative Analysis (fsQCA) with primary data collected via survey from key informants at 111 Brazilian HEIs (66 public and 45 private), measured using a structured instrument with a three-dimensional assessment (intensity, scope, and evidence of impact), with the COVID-19 crisis serving as the exogenous shock. The findings indicate that organizational resilience in HEIs stems from equifinal internal architectures, in which managerial practices, internal resources, and dynamic capabilities operate interdependently. Multiple configurations proved sufficient to achieve high organizational resilience, varying by economic regime and administrative category. A recurring core was identified in which physical, human, and organizational resources, linked to capacities for integration and reconfiguration, sustain resilient trajectories. In contrast, financial resources play a contingent role, especially in private HEIs. This thesis contributes by treating organizational resilience in higher education as a configurational outcome, linking dynamic capacities with managerial practices as observable routines of orchestration. The practical implications suggest that HEI managers should structure responses to economic crises around coherent internal architectures rather than universalist prescriptions. Limitations include partial reliance on retrospective self-reports, the predominance of resilient trajectories in the sample, and limited generalizability given the specified scope conditions.",
 	publisher = {Universidade Nove de Julho},
 	scholl = {Programa de Pós-Graduação em Administração},
 	note = {Administração}
}