The Graduation Program in Administration (PPGA), which includes Master’s and Doctor’s Degree courses, trains researchers, professors and other professionals who are able to contribute at a high level to national and international scientific production and to the development of research and higher education. 

The PPGA focus area is called “Management and Sustainability”, which allows articulating the issues related to the research lines that are part of it: (a) Strategy and Management; and (b) Entrepreneurship and Sustainability. The research lines aim at the production of frontier knowledge, in order to establish the academic dialogue at the excellence level. This knowledge can and should be validated in the application environment, covering regional, national and international issues. One of the differentials of this program is the quality of its teaching staff, with research bonds and collaboration with different Brazilian and foreign institutions.

Admission in the courses may be made as a regular or special student, according to specific public notices, for both Brazilian and foreign applicants.


Master’s Degree: The minimum and maximum durations for the Masters course are 12 and 30 months, respectively. To be awarded the title of Master of Administration, the student must complete a total of 26 credits, 14 of which are compulsory activities and 12 credits for elective activities.

Doctor’s Degree: The minimum and maximum durations for the Doctor’s degree course are 24 and 48 months, respectively. To be awarded the title of Doctor of Administration, the student must complete the total of 38 credits, 14 of which are compulsory activities and 24 credits for elective activities.

Syllabus Organization and Structure

Information on conditions to obtain Master’s and Doctor’s Degrees in the Graduate Program in Administration - PPGAdm.

Focus Areas and Research Lines

Description of the Program focus areas and research lines

Teaching Staff

Refer to the list of the Undergraduate and Graduate Program in Administration.


Check out here the classes offered in the program, every semester.

Program Committee

Composed of professors accredited to the program, the Committee monitors and oversees the activities of the Program of Master’s and Doctor’s Degree in Administration.

Schedule of Theses Defenses and Qualifications (PORT-BR)


Requirements to be Awarded the Title

To fulfill the total credits as specified in the completion of the course and obtain the minimum performance coefficient of 2.5, as of the 2nd academic period attended, prove proficiency in a foreign language in the master’s degree and two languages in the doctor’s degree, pass the qualification exam and defense of thesis.

Information on evidencing of Foreign Language proficiency: Proficiency Tests

Information on Qualification and Thesis Defense Exams: Qualification, Thesis Defense and Approval

Assessment and Recognition

The Master’s and Doctor’s Degree in Administration course was recommended by CAPES with rate 4, according to the evaluation of the New Graduation Courses Proposals.


There are different ways to enter the graduate education programs, stricto sensu. Admissions as regular student and special student are made through selection processes, which follow the specific rules of each program. FCA’s undergraduate students can attend classes of the graduate courses through Integrated Training Program (PIF). Finally, there are financing opportunities for post-doctoral internships through grants of CAPES’ National Post-Doctoral Program (PNPD) or from other fostering agencies, such as FAPESP.

International Office:   http://www.internationaloffice.unicamp.br/


Research focused on management carries, in its core, the development of conceptual and practical elements that should favor organizational performance and, necessarily, improve the relations among the various agents involved. In view of the dynamism and complexity of the environments in which different organizations operate, scientific research and knowledge production in the area of Administration presuppose the active engagement of researchers in this process with multifaceted perspectives.

Specifically concerning the infrastructure for research related to the Administration area, there are 480m² for the laboratories of the Center for Research in Administration (CEPAD), namely: Agribusiness Laboratory (LAG), Economics and Management Laboratory (LEG), Entrepreneurship, Innovation and Foreign Trade Laboratory (LEICI), Finances and Accounting Laboratory (LabFiC); Aerospace and Defense Industry Studies Laboratory (LabA&D), Public Sector Studies Laboratory (LESP), Sustainable Business Laboratory (SB-Lab), People and Marketing Laboratory (LPM) and Productive Chains Laboratory (LACADE).

CEPAD began its activities in 2013 and today brings together undergraduate and graduate professors and students of the Administration course, as well as post-doctoral students and visiting researchers. The laboratories have research infrastructure consisting of furniture, computers, overhead projectors, meeting room for up to 10 people, printers and software, and FCA also has a 120-seat Projection Room for research, teaching and extension activities.

FOCUS AREA: Management and Sustainability

Research Lines

1) Management and Strategy

Initially, it is postulated that the basic object of the research in the area is the organization and its relations in internal and external environments. It should also be pointed out the social and economic dimensions inherent in the organizations’ participation in society at different levels of coverage, from the local community to complex international relations. 

As economic agents, organizations seek to add value to their activities and meet the different expectations of their stakeholders. In this sense, understanding the respective operating environments requires specific knowledge and skills.

Strategically, organizations should project future scenarios considering certain assumptions, identifying the relevant factors to guide their decisions. Thus, the need to look at the strategy that considers business management integrated with contextual elements is stressed.

Accordingly, the research line studies the strategic options of the organization, going through its determinants (based on diagnostics and problem identification), formulation and implementation stages, and reaches the sphere of assessment of results and impacts - always with a view to diversity of stakeholders in organizational decision-making processes.

In the same sense, we seek to understand the formation of strategy. Studies that aim to advance the area under interdisciplinary aspects that promote the strategic management “return” to its original character of Business Policy, translating into the clear challenge of developing new research methods and techniques that go beyond the economic aspects of the company and consider the positive externalities generated to society.

Another layer of discussion of this line relates to management, based on both the theories of Administration and the discussion of the supporting elements of planning and strategic choice.

Still in this research line, the elements that serve as the basis for the implementation of the defined strategies are investigated, with an emphasis on aspects of organizational culture, marketing, control and assessment of business performance, human resources management, overcoming barriers to competitiveness and establishment of inter-organizational networks. Here, the intellectual capital, tacit knowledge, human relations, power relations, and the potential for collaboration across the different actors involved in the strategy are observed.

The relevance of the methodological aspect related to planning and strategic management is evidenced, with an emphasis on the tools and their combinations to identify trends, opportunities and problems, leading to the prioritization and selection of alternatives to seek convergence across different actors. Thereby, there is the monitoring of strategic actions and the assessment of results and impacts generated in a directed manner for the decision-making in complex and uncertain scenarios.

2) Entrepreneurship and Sustainability

In the context of a globalized and constantly changing environment, different business opportunities can be identified, requiring appropriate action from those who intend to explore and develop solutions to meet specific demands. Entrepreneurship, in this sense, presents itself as a relevant initiative in favor of market dynamics with not only economic reflexes, but which can extend to different sectors of society.

Acting as a relevant tool for entrepreneurship, innovation has been placed as one of the important pillars of current business success, contributing to risk diversification and definition of new profit margins. However, the generation of new services, products and processes, as well as of organizational and marketing innovations, which are increasingly important for the success of organizations, are not trivial tasks, precisely because they involve managing the processes of creation and diffusion of knowledge and multiple interactions between different actors and institutions, amidst environments of uncertainty.

Entrepreneurship, relying on innovation, favors the analysis of the conditions and factors related to the creation of new micro and small companies and their operation in complex environments in view of the capabilities of generating new products, processes, marketing practices and organization. The integration of small and medium enterprises in global value chains is a challenge that requires overall competitiveness gains at micro and macroeconomic levels.

In a more comprehensive approach, there is also the issue of social entrepreneurship, which incorporates new forms of value creation such as social justice, environmental protection, economic prosperity and equity, imposing on this path the understanding of its requirements, dependencies and complexity in view of global challenges, leading to the development of effective solutions. The formation of human resources is of particular importance to entrepreneurship, enabling the development of products that are linked to sustainability and with greater market potential. This trend of entrepreneurship complements the one focused on business arrangements in traditional sectors, as their capacity for job creation is still somewhat limited.

In this context, there is also the centrality of entrepreneurship activities, aiming to create new spaces for capital appreciation, as well as the release of creative potential related to “human capital” and the recreation of “civic capital”, based on their relations with public policies.
Finally, it is emphasized that the intensification of globalization has caused the business environment to undergo major market transformations, engaging the interdependence of different levels of trade in goods and services, direct investment, technology transfer and capital movements. Hence, it should be noted the issue of competitiveness seen from the perspective of integration into global value chains and broader internationalization processes and business strategies, with this subject being of growing interest by researchers of the area.

One of the main axes of the debate on development, competitiveness builds on evidence from the academic community as well as from civil society, policymakers, and administrators about the implications of using natural resources. Those aspects lead us to seek adequate answers to the equation of efficient and effective resource allocation combined with obtaining of competitive advantages.

Thus, it is necessary to understand complexity of sustainability issues that are addressed by the area, notably in relations with the private and public sectors, forms of governance, regulatory deployments, production and efficient use of scarce resources.



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