Análise do Ecossistema Empreendedor Universitário da Universidade Federal de São Paulo
Data
2022-02-21
Autores
SANTOS, Gabriel Carvalho dos 
Orientadores
AZEVEDO, Marcia Carvalho de
Tipo
Trabalho de conclusão de curso
Título da Revista
ISSN da Revista
Título de Volume
Resumo
Atualmente é uma realidade para jovens estudantes universitários a necessidade de buscar alternativas de inserção no mercado que vão além dos trabalhos tradicionais, sendo o empreendedorismo uma opção cada vez mais relevante. Havendo a demanda de um Ecossistema Empreendedor (EE) Universitário de qualidade para apoiar os jovens empreendedores. Este estudo identifica as instituições do EE da Unifesp, fazendo uma análise sistêmica de suas inter-relações. Foram realizadas entrevistas em profundidade com 16 participantes de 14 instituições inseridas no EE da Unifesp, as entrevistas foram gravadas e transcritas. As transcrições serviram como base para a análise usando a metodologia Dynamics Systems, metodologia criada no MIT, que busca temas-chave e suas relações sistêmicas. Foram encontrados sete ciclos relacionadas às instituições analisadas: (1) ciclo de vendas; (2) ciclo de reconhecimento do cliente; (3) ciclo de atração de talentos; (4) ciclo de apoio institucional; (5) ciclo de desenvolvimento profissional; (6) ciclo de cultivo da cultura empreendedora e de inovação; (7) ciclo de apoio do corpo docente. É um possível interesse da Unifesp gerar ciclos virtuosos em seu EE ajudando o desenvolvimento econômico e social. Ao compreender os problemas do empreendedorismo (falácias, mitos e paradoxo) chegamos na necessidade de políticas estruturantes do EE universitário, apoiando empreendedores movidos a uma visão de futuro para aproveitar oportunidades de impacto. Sendo que precisamos de um EE de qualidade e estruturado na Unifesp, este estudo mapeou metas políticas baseadas nas ideias de Mason & Brown (2014) e Guerrazi (2018): (1) conectores empreendedores; (2) fontes de recursos empreendedores; (3) atores empreendedores); (4) orientação empreendedora.
Actually, it is a reality for young university students to seek alternatives to enter the market that go beyond traditional jobs, with entrepreneurship being an increasingly relevant option. There is a demand for University Entrepreneurial Ecosystem (EE) structured to support young entrepreneurs. This study identifies Unifesp's EE institutions, making a systemic analysis of their interrelationships. In-depth interviews were carried out with 16 participants from 14 institutions included in Unifesp's EE, the interviews were recorded and transcribed. The transcripts served as a basis for the analysis using the Dynamics Systems methodology, a methodology created at MIT, which seeks out key themes and their systemic relationships. Seven cycles related to the analyzed institutions were found: (1) sales scale cycle; (2) customer recognition cycle; (3) talent attraction cycle; (4) institutional support cycle; (5) professional development cycle; (6) cycle of cultivating an entrepreneurial and innovation culture; (7) faculty support cycle. It is a possible interest for Unifesp to generate virtuous cycles in its EE, helping economic and social development. By understanding the problems of entrepreneurship (fallacies, myths and paradox) we arrive at the need of structuring university’s policies for its EE, supporting entrepreneurs driven by a vision of the future and explore impact opportunities. Since we need a quality and structured EE at Unifesp, this study mapped policy goals based on the ideas of Mason & Brown (2014) and Guerrazi (2018): (1) entrepreneurial connectors; (2) sources of entrepreneurial resources; (3) entrepreneurial actors); (4) entrepreneurial orientation.
Actually, it is a reality for young university students to seek alternatives to enter the market that go beyond traditional jobs, with entrepreneurship being an increasingly relevant option. There is a demand for University Entrepreneurial Ecosystem (EE) structured to support young entrepreneurs. This study identifies Unifesp's EE institutions, making a systemic analysis of their interrelationships. In-depth interviews were carried out with 16 participants from 14 institutions included in Unifesp's EE, the interviews were recorded and transcribed. The transcripts served as a basis for the analysis using the Dynamics Systems methodology, a methodology created at MIT, which seeks out key themes and their systemic relationships. Seven cycles related to the analyzed institutions were found: (1) sales scale cycle; (2) customer recognition cycle; (3) talent attraction cycle; (4) institutional support cycle; (5) professional development cycle; (6) cycle of cultivating an entrepreneurial and innovation culture; (7) faculty support cycle. It is a possible interest for Unifesp to generate virtuous cycles in its EE, helping economic and social development. By understanding the problems of entrepreneurship (fallacies, myths and paradox) we arrive at the need of structuring university’s policies for its EE, supporting entrepreneurs driven by a vision of the future and explore impact opportunities. Since we need a quality and structured EE at Unifesp, this study mapped policy goals based on the ideas of Mason & Brown (2014) and Guerrazi (2018): (1) entrepreneurial connectors; (2) sources of entrepreneurial resources; (3) entrepreneurial actors); (4) entrepreneurial orientation.