de Oli ei a, Ra aella Reguei a; Quelhas, Os aldo Luiz Gonçal es; Be gian e, Níssia
Ca alho Rosa
A icle
S uc u ing co po a e go e nance in he con ex o c isis:
Lessons om he COVID-19 pandemic in a nonp o i
o ganiza ion
Adminis a i e Sciences
P o ided in Coope a ion wi h:
MDPI – Mul idisciplina y Digi al Publishing Ins i u e, Basel
Sugges ed Ci a ion: de Oli ei a, Ra aella Reguei a; Quelhas, Os aldo Luiz Gonçal es; Be gian e,
Níssia Ca alho Rosa (2025) : S uc u ing co po a e go e nance in he con ex o c isis: Lessons
om he COVID-19 pandemic in a nonp o i o ganiza ion, Adminis a i e Sciences, ISSN 2076-3387,
MDPI, Basel, Vol. 15, Iss. 3, pp. 1-19,
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Recei ed: 30 Janua y 2025
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Published: 8 Ma ch 2025
Ci a ion: Oli ei a, R. R. d., Quelhas,
O. L. G., & Be gian e, N. C. R. (2025).
S uc u ing Co po a e Go e nance in
he Con ex o C isis: Lessons om
he COVID-19 Pandemic in a
Nonp o i O ganiza ion.
Adminis a i e Sciences,15(3), 91.
h ps://doi.o g/10.3390/
admsci15030091
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licenses/by/4.0/).
A icle
S uc u ing Co po a e Go e nance in he Con ex o C isis:
Lessons om he COVID-19 Pandemic in a
Nonp o i O ganiza ion
Ra aella Reguei a de Oli ei a * , Os aldo Luiz Gonçal es Quelhas and Níssia Ca alho Rosa Be gian e
Pos g adua e P og am in P oduc ion Enginee ing, Fluminense Fede al Uni e si y (UFF), Ni e ói 24210-240, B azil
*Co espondence: a aella_ [email p o ec ed]
Abs ac : This s udy aimed o analyze he adap a ions in he co po a e go e nance p ac-
ices o a B azilian suppo ounda ion, in he con ex o he c isis caused by he COVID-19
pandemic. Suppo ounda ions ac as pilla s o suppo o esea ch and inno a ion, ensu -
ing he con inui y o s a egic ac i i ies in eaching, esea ch, and ou each. This esea ch
adop ed he Value-Focused Thinking (VFT) me hodology o iden i y he o ganiza ion’s
co e alues and objec i es, assessing hei in luence on decision making. Th ough he
applica ion o he VFT me hod, decision-making al e na i es we e s uc u ed based on he
sessions conduc ed wi h he ounda ion’s employees. Among he adap a ions made we e
he implemen a ion o heal h p o ocols, he adop ion o echnologies o isk moni o ing,
and he es uc u ing o wo k lows, wi h a ocus on inancial suppo and p ocess op imiza-
ion. The esul s indica ed ha go e nance p ac ices we e s eng hened, wi h an emphasis
on anspa ency and cos educ ion. This s udy con ibu es o good go e nance p ac ices by
in eg a ing o ganiza ional s a egy in o he digi al ans o ma ion p ocess. As a sugges ion
o u u e esea ch, i is p oposed o in es iga e he impac o hese adap a ions in he
pos -pandemic pe iod, as well as o conduc compa a i e s udies wi h o he ins i u ions
o deepen he unde s anding o he e ec i eness o co po a e go e nance p ac ices in
di e en con ex s.
Keywo ds: co po a e go e nance; digi al ans o ma ion; c isis managemen ; decision-
making amewo k; co po a e go e nance adap a ion; Value-Focused Thinking
1. In oduc ion
In ecen yea s, se e al majo global e en s ha e led socie y, he economy, and o gani-
za ions o e hink and e o mula e hei models and me hods o wo k o ganiza ion (B eque
e al.,2021;Ramos,2021). Geopoli ical con lic s, economic c ises, clima e change, and
he COVID-19 pandemic ha e subs an ially al e ed o ganiza ional p ocesses and, conse-
quen ly, d i en o ganiza ions in hei ques o imp o emen s in managemen h ough he
de elopmen o new compe encies and go e nance and managemen con ol mechanisms
(Belluzzo,2019;Golo ianko e al.,2023;Oli ei a e al.,2024c;Passe i e al.,2021;Saha i
e al.,2024).
These ad e se condi ions highligh he need o s eng hen o ganiza ional esilience,
wi h he goal o acing en i onmen al changes ha may comp omise he con inui y and
su i al o o ganiza ions (Tang e al.,2025). O ganiza ional esilience can be unde s ood
as he o ganiza ion’s abili y o abso b he impac s o unexpec ed e en s, de elop s a egic
esponses o i s adap a ion, and p omo e ans o ma i e ac ions o i s u u e success
(Tang e al.,2025;J. Zhang e al.,2021). The capaci y o adap a ion o changes and
Adm. Sci. 2025,15, 91 h ps://doi.o g/10.3390/admsci15030091
Adm. Sci. 2025,15, 91 2 o 19
he managemen o o ganiza ional knowledge becomes a compe i i e ad an age o he
su i al o o ganiza ions (A ik e al.,2016).
In pe iods o unce ain y, co po a e go e nance plays an essen ial ole in he c isis
managemen p ocess and in o ganiza ional adap a ion by aligning he ex e nal con ex wi h
he in e nal cha ac e is ics o he o ganiza ion in he decision-making p ocess (McMullin &
Raggo,2020). The adop ion o new echnological esou ces and digi al pla o ms enhances
he in eg a ion o o ganiza ional p ocesses, s eng hening anspa ency and da a-d i en
decision-making (Al-lami e al.,2024), and enabling imely adjus men s ha di ec ly con-
ibu e o co po a e esilience (Tang e al.,2025). In his sense, boa ds o di ec o s and
o he o ganiza ional manage s should base decision making on agile s a egies, guided by
analy ical in elligence, o e ec i ely espond o en i onmen al ans o ma ions (McMullin
& Raggo,2020).
Se e al au ho s ha e analyzed in hei wo k he impac o c ises on nonp o i o gani-
za ions, conside ing he pa icula i ies o hese ins i u ions. The s udy by A ik e al. (2016)
highligh s ha , du ing he economic c isis igge ed in he Uni ed S a es in 2008, nonp o i
o ganiza ions we e mo e p o oundly a ec ed compa ed o o -p o i o ganiza ions due o
he combina ion o educed esou ces and inc eased demand o se ices. Ano he wo k
(McMullin & Raggo,2020) also men ions he impac o he e ugee c isis, which began
in 2015, on nonp o i o ganiza ions in Eu ope. Acco ding o he au ho s, o ganiza ional
s uc u es and se ice deli e y models had o be econside ed by hese o ganiza ions.
In hei ecen esea ch, Waniak-Michalak e al. (2024) poin ed ou ha he COVID-19
pandemic p esen ed a new need o nonp o i o ganiza ions: scien i ic s udies, pa icula ly
in he medical ield.
In he s udies men ioned, he e is an emphasis on he es uc u ing o decision-making
p ocesses in go e nance, aking in o accoun he complexi y o mul iple s akeholde s in
nonp o i o ganiza ions. Howe e , as A ik e al. (2016) highligh , he challenges aced by
nonp o i o ganiza ions di e om hose obse ed in o -p o i en i ies, especially ega ding
go e nance managemen . While in nonp o i o ganiza ions, he ins i u ional s a egy is
guided by alues, o -p o i en i ies ocus on ope a ional e iciency and maximizing p o i s
o dis ibu ion o owne s o sha eholde s.
The global c isis caused by COVID-19 has in ensi ied he adop ion o digi al echnolo-
gies in o ganiza ional ope a ions (Al-lami e al.,2024). This digi al ans o ma ion p ocess
aimed o maximize he e iciency and lexibili y o p oduc ion p ocesses by inc easing
p oduc i i y (Çipi e al.,2023) o educing cos s (Ghobakhloo e al.,2022), seeking o c ea e
o ganiza ional alue (Cha zipe ou & Va a opoulos,2024). The digi al ans o ma ion p e-
sen ed echnological c ea ions such as a i icial in elligence (AI), he In e ne o Things (IoT),
cloud compu ing, i ual/augmen ed eali y, au onomous obo s, and BigDa a, among o h-
e s (Fu s enau e al.,2020;Golo ianko e al.,2023;San hi & Mu huswamy,2023;Zhi onkin
e al.,2022). This mo emen ma ked he beginning o he Fou h Indus ial Re olu ion,
also known as Indus y 4.0 (Oli ei a e al.,2024a). I is wo h no ing ha he e m Indus y
4.0 was used o he i s ime in 2011, in Ge many (G ódek-Szos ak e al.,2023).
Following he in e na ional scena io, he economic ins abili y esul ing om he
COVID-19 pandemic a ec ed he economic pe o mance o o ganiza ions in B azil, pa ic-
ula ly esea ch and de elopmen suppo ounda ions (FUJB,2023). Es ablished by Law
8958/94 (BRASIL,1994), he suppo ounda ions a e p i a e, nonp o i ins i u ions c ea ed
wi h he pu pose o “suppo p ojec s in eaching, esea ch, ex ension, ins i u ional, scien-
i ic and echnological de elopmen , and o p omo e inno a ion, including he necessa y
adminis a i e and inancial managemen o he execu ion o hese p ojec s” o Fede al
Ins i u ions o Highe Educa ion (FIHE) and o he Scien i ic and Technological Ins i u ions
(STIs) (Oli ei a e al.,2024c).
Adm. Sci. 2025,15, 91 3 o 19
The subs an ial educ ion in go e nmen and p i a e in es men s in esea ch and
de elopmen p ojec s, especially in he ea ly yea s o he pandemic, di ec ly impac ed he
e enues o suppo ounda ions ac oss he coun y, conside ing he inancial dependence
o hese o ganiza ions on dona ions and na ional and in e na ional pa ne ships (Kim &
Mason,2020). In esponse o his scena io, suppo ounda ions sough mo e e ec i e
inancial managemen p ac ices, iden i ied new unding and pa ne ship oppo uni ies, and
adop ed inno a ions in hei o ganiza ional managemen (FUJB,2023), explo ing eal- ime
solu ions and adjus ing hei goals and decisions (Waniak-Michalak e al.,2024).
The implemen a ion o he digi al ans o ma ion p ocess in B azilian suppo oun-
da ions e lec s a s a egy ocused on enhancing e iciency, os e ing collabo a ion, and
de eloping agile ools o add ess o ganiza ional challenges (Oli ei a e al.,2024c). In es -
men s in echnology, p ocess digi iza ion, in ensi ied cloud compu ing, he eplacemen o
manual ac i i ies wi h digi al app oaches, and emo e wo k (FUJB,2021) cha ac e ize he
changes implemen ed in he ope a ional managemen o he ounda ions.
To suppo hese adap a ions in o ganiza ional managemen in esponse o COVID-19,
co po a e go e nance mechanisms se e as ins umen s capable o acili a ing he sha ing
o new knowledge (Ricco a & Cos a,2022) and ensu ing he balance o economic, social,
and en i onmen al ou comes (Oli ei a e al.,2024b). The s a egic managemen o co po-
a e go e nance p ac ices helps enhance o ganiza ional e iciency and compe i i eness,
expanding access o new sou ces o capi al, p o ec ing s akeholde in e es s, and ensu ing
business sus ainabili y (Co eia & Ama al,2006;Oli ei a e al.,2024b).
Co po a e go e nance in suppo ounda ions, especially in c ises and unce ain
con ex s, lacks esea ch conside ing he ele an suppo hese ins i u ions p o ide o he
de elopmen o esea ch and scien i ic p ojec s. While suppo ounda ions ace inancial
limi a ions, hese o ganiza ions also ace p essu es o con inue p o iding essen ial se ices.
Thus, his s udy aims o ill his gap by in es iga ing he ollowing esea ch ques ion: how
we e he co po a e go e nance p ac ices o a suppo ounda ion in B azil adap ed o he
c isis con ex du ing he COVID-19 pandemic?
The main objec i e o his a icle was o analyze he s uc u ing o he adap a ions
o co po a e go e nance p ac ices o a esea ch and de elopmen suppo ounda ion in
B azil in he c isis con ex o he COVID-19 pandemic.
To assis in he s uc u ing and analysis o decisions ega ding hese adap a ions
in he s udied o ganiza ion, he Value-Focused Thinking (VFT) me hodology was used.
De eloped by Ralph Keeney in 1992, VFT p o ides a s uc u ed app oach o suppo he
decision-making p ocess, emphasizing he de ini ion o alues by ocusing on iden i ying
he undamen al objec i es ha will guide he gene a ion o al e na i es o achie e he bes
decision (Viei a e al.,2023a). VFT aims o ensu e ha he decisions made a e aligned wi h
he alues (Keeney,1992).
This pape is o ganized in o i e sec ions: Sec ion 2p esen s he li e a u e e iew
wi h he main concep s add essed in he esea ch. Sec ion 3desc ibes he me hodology,
de ailing he esea ch ques ions and objec i es. Sec ion 4de ails he esul s achie ed and
Sec ion 5discusses he esul s achie ed. Finally, Sec ion 6p esen s he conclusions o he
s udy, highligh ing he limi a ions and sugges ing opics o u u e esea ch.
2. Theo e ical F amewo k
2.1. Co po a e Go e nance
The adop ion o s anda ds and guidelines o co po a e go e nance p ac ices has
gained inc easing ele ance in he con empo a y o ganiza ional con ex , d i en by he need
o mi iga e in e nal and ex e nal ac o s ha can unde mine o ganiza ional managemen
e iciency (Villie s & Dimes,2021). S eng hening in e nal con ols, inc easing anspa ency
Adm. Sci. 2025,15, 91 4 o 19
in ope a ions, and educing in o ma ion asymme y a e pa o he se o bene i s aimed
a p omo ing e ec i e and esponsible managemen h ough he adop ion o co po a e
go e nance p ac ices (Vel e,2023).
The concep o co po a e go e nance is de ined om se e al pe spec i es in he li -
e a u e (Sil a Junio e al.,2021). Iden i ied as a se o no ms and p ac ices ha guide
he o ganiza ion and assign con ols o managemen wi h he aim o sa egua ding he
in e es s and expec a ions o s akeholde s (Bigioi & Bigioi,2023;V. A. Ma ins e al.,2018),
co po a e go e nance di ec s he decision-making p ocess by he managemen , p o ec ing
sha eholde s (Ca ei o e al.,2021;Fe ei a & Quelhas,2007). In his way, co po a e go e -
nance encompasses bo h in e nal agen s (managemen , sha eholde s, and employees) and
ex e nal agen s (supplie s, cus ome s, compe i o s, go e nmen ) o ins i u ions (Oli ei a
e al.,2024b).
His o ically, he p i a e sec o in he Uni ed Kingdom was a pionee in associa ing
he concep o co po a e go e nance wi h manage ial con ol and he inancial esul s o
companies. This pe spec i e was o malized wi h he i s publica ion o co po a e go e -
nance p inciples in 1999 by he O ganiza ion o Economic Coope a ion and De elopmen
(OECD) (Bigioi & Bigioi,2023).
Since i s incep ion, co po a e go e nance has been based on he need o moni o and
con ol o ganiza ional ope a ions, iden i ying and mi iga ing po en ial p oblems ela ed
o Agency Theo y. In his way, a o able condi ions a e es ablished o be e access o
capi al (Noga e al.,2021), p omo ing g ea e anspa ency and us be ween manage s
and sha eholde s (Ca ei o e al.,2021).
In B azil, he adop ion o co po a e go e nance p inciples gained momen um s a ing
in he ea ly 2000s, ollowing he launch o he i s Code o Bes Co po a e Go e nance
P ac ices in 1999 by he B azilian Ins i u e o Co po a e Go e nance (BICG) (Oli ei a
e al.,2024b). Following in e na ional p ecu so concep s, co po a e go e nance in B azil
de eloped, d i en by he opening o he B azilian economy o he ex e nal ma ke .
The equi emen o compliance wi h he s anda ds es ablished by he egula o y
bodies o in e na ional s ock exchanges, combined wi h he inc easing access o o eign
in es o s o he B azilian capi al ma ke , led o he implemen a ion o ini ia i es o p omo e
he adop ion o co po a e go e nance p ac ices by o ganiza ions (CVM,2019). In his ega d,
ecognizing he impo ance o co po a e go e nance p ac ices o c ea ing a conduci e
en i onmen o ading, BM&F Bo espa launched, in 2000, he Di e en ia ed Co po a e
Go e nance Le els (DCGLs): (i) Le el 1 (N1); (ii) Le el 2 (N2); and (iii) he New Ma ke
(NM). The Di e en ia ed Co po a e Go e nance Le els a e s uc u ed in a ie ed manne
acco ding o compliance wi h speci ic equi emen s, wi h a g adual inc ease in demands
om N1 o NM, p omo ing a high s anda d o co po a e go e nance in he B azilian ma ke
(CVM,2019;Noga e al.,2021;Oli ei a e al.,2024b).
Gi en he eme ging need o p o essionalism in o ganiza ional managemen and he
ecogni ion o he bene i s gained om adop ing good co po a e go e nance p ac ices,
se e al o ganiza ions “exemp ” om his adop ion a e implemen ing go e nance s anda ds
in hei managemen (Se a im e al.,2010). The mo i a ions o adop ing good co po a e
go e nance p ac ices s em om ac o s such as he pe cep ion o he supe io i y o bene i s
o e cos s, he ha moniza ion o con lic s be ween manage s and sha eholde s, o ganiza-
ional eo ganiza ion, and p e en i e managemen agains aud and o he agency cos s
(Pon e e al.,2012).
The p inciples o co po a e go e nance guide he ac ions o o ganiza ions by es ab-
lishing s anda ds and apply o all ypes o ins i u ions, ega dless o legal na u e, capi al
composi ion, o s age o de elopmen (OCDE,2024). The i e p inciples o co po a e go -
e nance add ess (i) in eg i y (e hical cul u e), (ii) anspa ency (disclosu e o in o ma ion),
Adm. Sci. 2025,15, 91 5 o 19
(iii) equi y ( ai ea men o s akeholde s), (i ) accoun abili y (accoun abili y and co po a e
esponsibili y), and ( ) sus ainabili y ( he long- e m sus ainabili y o he o ganiza ion)
(IBGC,2023).
Co po a e go e nance mechanisms a e essen ial o ensu e he balance o economic,
social, and en i onmen al ou comes, suppo ing decision making and add essing ins i-
u ional dilemmas (Oli ei a e al.,2024b). The COVID-19 pandemic con ex in ensi ied
challenges and accele a ed he digi al ans o ma ion p ocess in a ious o ganiza ions
(Cha zipe ou & Va a opoulos,2024;Galan i e al.,2023). The c isis scena io igge ed by
COVID-19 highligh ed he need o de elop new business models o adap o apid and
ab up changes in he en i onmen (Pu husse y e al.,2022). Co po a e go e nance p ac-
ices play an essen ial ole in o ganiza ional esilience du ing imes o c isis by p omo ing
he adap a ion o o ganiza ions, enabling agile esponses o new demands and economic,
social, and echnological unce ain ies (B eque e al.,2021).
The digi al ans o ma ion p ocess ma ked he beginning o Indus y 4.0 (Almeida
e al.,2024;Oli ei a e al.,2024a) and impac ed bo h o ganiza ions and socie y by in o-
ducing a ious echnological imp o emen s and inno a ions (Gollha d e al.,2020). The
inno a ions and echnological ad ancemen s esul ing om his p ocess p o ide compe i-
i e ad an ages o o ganiza ions (Rojko e al.,2020) by leading o inc eased p oduc i i y
h ough imp o emen s in sys ems, p ocesses, and p oduc s (Gökalp & Ma inez,2021), o
he op imiza ion o business p ocesses (Gollha d e al.,2020). The inco po a ion o new
digi al echnologies in o ganiza ions con ibu es o mo e e icien and e ec i e decision
making (Babel’o á e al.,2022).
In his way, co po a e go e nance mechanisms p o e o be s a egic ools o he
dissemina ion o new knowledge wi hin o ganiza ions (Ricco a & Cos a,2022). In associa-
ion wi h digi al ans o ma ion, he low o knowledge becomes mo e accessible wi h he
educ ion o communica ion ba ie s and he s eng hening o he o ganiza ional capaci y
o inno a ion and adap a ion o he compe i i e en i onmen (C. Zhang e al.,2022).
2.2. Suppo Founda ion in B azil
Suppo ounda ions we e o mally es ablished in B azil in 1994 as p i a e, nonp o i
ins i u ions h ough Law 8958 (BRASIL,1994). Wi h he pu pose o p o iding suppo in
he adminis a i e and inancial managemen o eaching, esea ch, and ex ension p ojec s
a Fede al Highe Educa ion Ins i u ions (IFESs) and o he B azilian Scien i ic and Techno-
logical Ins i u ions (ICTs) (Oli ei a e al.,2024c), suppo ounda ions pe o m undamen al
ac i i ies o ins i u ional, scien i ic, echnological de elopmen , and inno a ion s imula ion.
The ounda ions we e es ablished o enhance academic managemen and he execu ion
o esea ch p ojec s, delega ing scien i ic and academic ac i i ies o esea che s a uni e si-
ies and esea ch cen e s, whose ocus is he ad ancemen o knowledge. Meanwhile, he
ole o he ounda ions is ocused on he cap u e and managemen o inancial esou ces,
as well as o he ope a ional ma e s necessa y o he implemen a ion o p ojec s in he
B azilian con ex .
Suppo ounda ions play a s a egic ole, p omo ing collabo a ion be ween academia,
he p i a e sec o , and he public sec o (go e nmen ), acili a ing in eg a ion among di e -
en ins i u ions. Suppo ounda ions a e essen ial o he con inui y o esea ch in a ious
a eas o knowledge, enabling he execu ion o esea ch and de elopmen p ojec s in uni e -
si ies and o he esea ch ins i u ions, and con ibu ing o he scien i ic and echnological
p og ess o he coun y.
Adm. Sci. 2025,15, 91 6 o 19
Co po a e Go e nance in Suppo Founda ions
The g ow h o nonp o i o ganiza ions in B azil has d i en an inc ease in s udies ana-
lyzing co po a e go e nance mechanisms and p ac ices wi hin hese ins i u ions (Ma ins &
Ma ins,2013). Wi h hei own cha ac e is ics and in e nal p ocesses dis inc om o -p o i
o ganiza ions, suppo ounda ions ha e mo e decen alized go e nance s uc u es and
pa icipa o y decision-making p ocesses, wi h managemen led by he boa d o di ec o s,
guided by he ins i u ion’s ision, mission, and alues (Rod igues & Malo,2006). Ano he
impo an cha ac e is ic o suppo ounda ions is hei c ea ion by a ounde , who can be
ei he an indi idual o a legal en i y, es ablishing he ounda ion’s asse s, pu pose, and
adminis a i e s uc u e (Ma ins & Ma ins,2013).
These pa icula i ies make go e nance mechanisms essen ial o mi iga e challenges
ela ed o con lic s o in e es (Cani o Filho e al.,2014), anspa ency in p esen ing inancial
s a emen s, and accoun abili y (Ma ins & Ma ins,2013). In his sense, i is unde s ood ha
good go e nance p ac ices a e applicable and ecommended o all en i ies, ega dless o
hei na u e (go e nmen al o nongo e nmen al) o hei pu pose ( o -p o i o nonp o i )
(Milani Filho & Milani,2011). In suppo ounda ions, he adop ion o hese p ac ices
is highly ele an , conside ing he challenges hey ace wi h managemen complexi y,
und aising, anspa ency equi emen s, and boa d composi ion (Cani o Filho e al.,2014).
The COVID-19 pandemic in ensi ied he challenges aced by nonp o i o ganiza ions,
equi ing apid changes in go e nance o adap o he new con ex . S udies, such as hose
by Waniak-Michalak e al. (2024) and Kim and Mason (2020), indica e ha he p og ams
and unding o nonp o i o ganiza ions we e s ongly impac ed, highligh ing he need
o apid s uc u al and s a egic ans o ma ions o ensu e o e coming he c isis. The
esul s o hese s udies emphasized he necessa y modi ica ions in he managemen o
hese o ganiza ions, such as coope a ion wi h unde s, he implemen a ion o addi ional
p ojec s, collabo a ion wi h he go e nmen , he use o g an s, and he conduc o i ual
campaigns. These and o he managemen s a egies a e di ec ly dependen on he decisions
o decision-make s, as hey a e he indi iduals who de e mine s a egic di ec ions and
implemen o ganiza ional changes (Peschl & Schü h,2022).
The co po a e go e nance mechanisms o suppo ounda ions we e c ucial in a-
cili a ing he necessa y adap a ions in he challenging con ex o he COVID-19 pan-
demic. The pandemic accele a ed he digi al ans o ma ion p ocess, p omo ing ad-
minis a i e eo ganiza ion wi h he implemen a ion o new sys ems, p ocess digi-
aliza ion, in es men s in echnology o new und aising me hods (online), in en-
si ica ion o cloud compu ing, online moni o ing, and o he echnological ad ance-
men s (FAURGS,2021;FUJB,2023). In his scena io, go e nance p ac ices, espe-
cially anspa ency and accoun abili y, unde wen changes in suppo ounda ions, sup-
po ed by he digi al ans o ma ion p ocess ha enabled o ganiza ional econs uc ion
(J. Zhang e al.,2021).
2.3. Value-Focused Thinking (VFT)
P oblem S uc u ing Me hods (PSMs) a e e ec i e in assis ing decision-making p o-
cesses ha in ol e mul iple pe spec i es, a ious al e na i es, mul iple decision-make s,
con lic s o in e es , esou ce cons ain s, and an absence o clea objec i es. These me hods
help s akeholde s iden i y he ele an ac o s o he p oblem, acili a ing he unde s anding
and analysis o al e na i es (Viei a e al.,2023b).
Value-Focused Thinking (VFT) is a p oblem-s uc u ing me hodology de eloped o
suppo complex decision-making p ocesses in o ganiza ional en i onmen s. Widely used,
VFT se es as a ool o suppo he c ea ion o al e na i es o p oblems (Mo ais e al.,
2013). The VFT app oach ocuses on iden i ying he s akeholde s’ alues ha in luence he
Adm. Sci. 2025,15, 91 7 o 19
cons uc ion o decision al e na i es, s uc u ing hem acco ding o he de ined objec i es
(F ançozo e al.,2022). The VFT me hodology p o ides a amewo k ha enables mo e
in o med decisions, aligned wi h he needs and p e e ences o hose in ol ed, es ablishing
a solid ounda ion o p oblem-sol ing in complex en i onmen s (Keeney,1992).
De eloped by Ralph Keeney in 1992 (F ançozo & Belde ain,2022;Viei a e al.,2023b),
he VFT me hod uses a sys ema ic app oach o c ea e al e na i es based on he s akeholde s’
alues in decision-making con ex s wi h mul iple pa ies in ol ed (Mo ais e al.,2013).
In scena ios o isk and unce ain y, VFT s ands ou as an e ec i e mechanism o e al-
ua ing and p io i izing di e en al e na i es, maximizing alue in unce ain and highly
complex en i onmen s.
The VFT me hodology p oposes mapping alues o con e hem in o objec i es,
ocusing on he c ea ion o inno a i e and imp o ed al e na i es (F ançozo & Belde ain,
2022;Keeney,1992). Fo iden i ying decision objec i es, s akeholde s a e encou aged o
answe ce ain ques ions (Viei a e al.,2023b). Figu e 1p esen s he sugges ed ques ions.
Adm. Sci. 2025, 15, x FOR PEER REVIEW 7 o 20
VFT app oach ocuses on iden i ying he s akeholde s’ alues ha in luence he cons uc ion
o decision al e na i es, s uc u ing hem acco ding o he de ined objec i es (F ançozo e al.,
2022). The VFT me hodology p o ides a amewo k ha enables mo e in o med decisions,
aligned wi h he needs and p e e ences o hose in ol ed, es ablishing a solid ounda ion o
p oblem-sol ing in complex en i onmen s (Keeney, 1992).
De eloped by Ralph Keeney in 1992 (F ançozo & Belde ain, 2022; Viei a e al., 2023b),
he VFT me hod uses a sys ema ic app oach o c ea e al e na i es based on he s akeholde s’
alues in decision-making con ex s wi h mul iple pa ies in ol ed (Mo ais e al., 2013). In sce-
na ios o isk and unce ain y, VFT s ands ou as an e ec i e mechanism o e alua ing and
p io i izing di e en al e na i es, maximizing alue in unce ain and highly complex en i-
onmen s.
The VFT me hodology p oposes mapping alues o con e hem in o objec i es, o-
cusing on he c ea ion o inno a i e and imp o ed al e na i es (F ançozo & Belde ain,
2022; Keeney, 1992). Fo iden i ying decision objec i es, s akeholde s a e encou aged o
answe ce ain ques ions (Viei a e al., 2023b). Figu e 1 p esen s he sugges ed ques ions.
Figu e 1. Iden i ying objec i es o VFT. Sou ce: Viei a e al. (2023b).
The VFT s uc u e consis s o ou s ages, based on he “VFT F on -End” app oach
de eloped by Keeney, which de ines and s uc u es he decision (Viei a e al., 2023a). In
his sense, F ançozo and Belde ain (2022) p oposed he ou s ages o VFT: (i) he iden i-
ica ion o alues; (ii) he con e sion o alues in o objec i es; (iii) he cons uc ion o he
objec i es hie a chy; and, las ly, (i ) he cons uc ion o a means–ends objec i e ne wo k.
Figu e 2 p esen s he con igu a ion o he VFT s ages.
Figu e 1. Iden i ying objec i es o VFT. Sou ce: Viei a e al. (2023b).
The VFT s uc u e consis s o ou s ages, based on he “VFT F on -End” app oach
de eloped by Keeney, which de ines and s uc u es he decision (Viei a e al.,2023a). In his
sense, F ançozo and Belde ain (2022) p oposed he ou s ages o VFT: (i) he iden i ica ion
o alues; (ii) he con e sion o alues in o objec i es; (iii) he cons uc ion o he objec i es
hie a chy; and, las ly, (i ) he cons uc ion o a means–ends objec i e ne wo k. Figu e 2
p esen s he con igu a ion o he VFT s ages.
In se e al s udies, he me hodological s uc u e o iden i ying objec i es in he con-
s uc ion o VFT a ies be ween 2 and 10 s ages, depending on he decision-making con ex
and he s akeholde s in ol ed (F ançozo & Belde ain,2022). This se o iden i ied objec-
i es o ms he undamen al basis o he quan i ica ion o alues, gene a ion o al e na i es,
and aming o he decision si ua ion (Keeney,2008).
Adm. Sci. 2025,15, 91 8 o 19
Adm. Sci. 2025, 15, x FOR PEER REVIEW 8 o 20
Figu e 2. Sugges ed VFT F amewo k; adap ed om F ançozo and Belde ain (2022).
In se e al s udies, he me hodological s uc u e o iden i ying objec i es in he con-
s uc ion o VFT a ies be ween 2 and 10 s ages, depending on he decision-making con-
ex and he s akeholde s in ol ed (F ançozo & Belde ain, 2022). This se o iden i ied
objec i es o ms he undamen al basis o he quan i ica ion o alues, gene a ion o al-
e na i es, and aming o he decision si ua ion (Keeney, 2008).
In his sense, he applica ion o he VFT me hodology in his s udy is jus i ied by he
me hod’s abili y o iden i y and p io i ize ele an s a egic objec i es, s uc u ing al e -
na i es o decision making in an unce ain en i onmen , such as he COVID-19 pan-
demic, and wi h mul iple s akeholde s, as is he case in suppo ounda ions.
3. Ma e ials and Me hods
3.1. Me hodology
Despi e he g owing numbe o a icles published on co po a e go e nance and dig-
i al ans o ma ion, he li e a u e lacks s udies ha explo e he applica ion o hese mech-
anisms as a me hodology o achie ing o ganiza ional inno a ion in B azilian esea ch
and de elopmen suppo ounda ions in he con ex o he COVID-19 pandemic. Wi hin
he p esen ed scena io, his s udy aimed o help ill his gap.
Wi h he main objec i e o analyzing he s uc u ing o adap a ions in he co po a e
go e nance p ac ices o a esea ch and de elopmen suppo ounda ion in B azil du ing
he COVID-19 pandemic c isis, his s udy p esen s a quali a i e app oach and a desc ip-
i e na u e (Gil, 2008). The esea ch me hod selec ed was he case s udy, as i seeks o
unde s and a con empo a y phenomenon in dep h (Yin, 2015).
To s uc u e he adap a ions o co po a e go e nance p ac ices in he o ganiza ion
unde s udy, he ollowing speci ic objec i es we e de eloped:
1. To examine he alues and objec i es ha guide he o ganiza ion’s decisions in he
p ocess o adap ing co po a e go e nance p ac ices;
2. To analyze he easibili y o main aining he new co po a e go e nance managemen
beyond he c isis con ex .
Thus, his esea ch seeks o answe he ollowing esea ch ques ions:
1. Wha is he ela ionship be ween digi al ans o ma ion and he managemen o co -
po a e go e nance p ac ices in he c isis con ex ?
Figu e 2. Sugges ed VFT F amewo k; adap ed om F ançozo and Belde ain (2022).
In his sense, he applica ion o he VFT me hodology in his s udy is jus i ied by
he me hod’s abili y o iden i y and p io i ize ele an s a egic objec i es, s uc u ing
al e na i es o decision making in an unce ain en i onmen , such as he COVID-19
pandemic, and wi h mul iple s akeholde s, as is he case in suppo ounda ions.
3. Ma e ials and Me hods
3.1. Me hodology
Despi e he g owing numbe o a icles published on co po a e go e nance and digi al
ans o ma ion, he li e a u e lacks s udies ha explo e he applica ion o hese mecha-
nisms as a me hodology o achie ing o ganiza ional inno a ion in B azilian esea ch and
de elopmen suppo ounda ions in he con ex o he COVID-19 pandemic. Wi hin he
p esen ed scena io, his s udy aimed o help ill his gap.
Wi h he main objec i e o analyzing he s uc u ing o adap a ions in he co po a e
go e nance p ac ices o a esea ch and de elopmen suppo ounda ion in B azil du ing
he COVID-19 pandemic c isis, his s udy p esen s a quali a i e app oach and a desc ip i e
na u e (Gil,2008). The esea ch me hod selec ed was he case s udy, as i seeks o unde s and
a con empo a y phenomenon in dep h (Yin,2015).
To s uc u e he adap a ions o co po a e go e nance p ac ices in he o ganiza ion
unde s udy, he ollowing speci ic objec i es we e de eloped:
1.
To examine he alues and objec i es ha guide he o ganiza ion’s decisions in he
p ocess o adap ing co po a e go e nance p ac ices;
2.
To analyze he easibili y o main aining he new co po a e go e nance managemen
beyond he c isis con ex .
Thus, his esea ch seeks o answe he ollowing esea ch ques ions:
1.
Wha is he ela ionship be ween digi al ans o ma ion and he managemen o
co po a e go e nance p ac ices in he c isis con ex ?
2.
Wha adap a ions in go e nance p ac ices we e made by he o ganiza ion unde s udy
o ace he c isis caused by he 2020 pandemic?
3.
Wha we e he main challenges aced by he o ganiza ion in he p ocess o adap ing
o he new co po a e go e nance managemen ?
Adm. Sci. 2025,15, 91 15 o 19
managemen in he long e m, as well as con ibu e o he de elopmen o esilien co po a e
go e nance s a egies in B azilian suppo ounda ions.
6. Conclusions
This s udy desc ibes he decisions made in he con ex o he c isis caused by he
COVID-19 pandemic, which shaped he co po a e go e nance p ac ices o he s udied
ounda ion o suppo , an ins i u ion c ucial o suppo ing and de eloping esea ch and
inno a ion in B azil. Suppo ounda ions ac s a egically o ensu e he con inui y o
essen ial ac i i ies in eaching, esea ch, and ou each, especially du ing imes o ad e si y.
Based on he Value-Focused Thinking (VFT) me hodology, his s udy aimed o answe he
esea ch ques ion: How we e co po a e go e nance p ac ices adap ed du ing he c isis?
The applica ion o he VFT app oach allowed o he iden i ica ion and p io i iza ion o he
o ganiza ion’s undamen al objec i es, which we e inancial suppo and he op imiza ion
o ope a ional p ocesses, and i guided he o mula ion o s a egic al e na i es o add ess
eme ging challenges.
The applica ion o he VFT me hodology e ealed ha he adap a ions in co po a e
go e nance p ac ices we e guided by he alues and objec i es o he ounda ion. Among
he main esul s, he implemen a ion o heal h and sa e y p o ocols, he s eng hening o o -
ganiza ional anspa ency, cos educ ion, and he adop ion o echnologies o moni o ing
ac i i ies and o ganiza ional isks s and ou . These measu es demons a e he ins i u ion’s
commi men o adjus ing o he ad e se con ex , using i s alue and objec i e amewo k
o sus ain o ganiza ional esilience.
In his way, his s udy con ibu es o he li e a u e by demons a ing he applicabili y
o Value-Focused Thinking as a s uc u ed ool o decision making in o ganiza ions op-
e a ing in con ex s o unce ain y. Addi ionally, his a icle p esen s an empi ical analysis
o he adap a ions in co po a e go e nance p ac ices o a nonp o i ins i u ion du ing he
COVID-19 pandemic. The applica ion o he VFT me hodology enabled he iden i ica ion
and p io i iza ion o he ins i u ion’s s a egic objec i es, p o iding he necessa y s uc u e
o o mula ing al e na i es aligned wi h he de ined objec i es and he o ganiza ion’s
long- e m con inui y. The e o e, his wo k deepens he unde s anding o he in luence o
alue-o ien ed decision-making s uc u es in s eng hening co po a e go e nance, o e -
ing impo an heo e ical e lec ions and p ac ical implica ions o o ganiza ions acing
challenges in c isis and unce ain y scena ios.
The esul s o his pape indica e ha he adap a ions implemen ed in he suppo
ounda ion e lec ends obse ed in o he o ganiza ions du ing he pandemic, pa icu-
la ly ega ding digi al ans o ma ion and he s eng hening o go e nance p ac ices as a
esponse o c ises. The implemen a ion o new echnologies, coupled wi h he es uc u ing
o wo k lows and employee aining, p o ed essen ial o o e coming challenges posed by
esis ance o change and he need o apid adap a ion.
Fo decision-make s and go e nance manage s o nonp o i o ganiza ions, pa icula ly
suppo ounda ions, he esul s o his s udy p o ide ele an guidelines in he pu sui o
enhancing o ganiza ional esilience in c isis con ex s. Among he bes p ac ices iden i ied,
he adop ion o digi al echnologies o op imize ope a ions in se ice deli e y, ins i u ional
managemen , and isk moni o ing s and ou , along wi h he p omo ion o an o ganiza ional
cul u e based on inno a ion and anspa ency o p ocesses and p ojec s, wi h con inuous
in es men in employee aining o o e come challenges in unce ain scena ios.
Addi ionally, he indings o his s udy e eal ha some adap a ions implemen ed
du ing he pandemic ha e he po en ial o be inco po a ed in o o ganiza ional ope a ions,
such as he digi aliza ion o p ocesses and he s eng hening o anspa ency policies.
Howe e , he main enance o hese changes may be impac ed by budge a y cons ain s,
Adm. Sci. 2025,15, 91 16 o 19
egula o y/go e nmen al changes, and cul u al esis ance wi hin o ganiza ions. The e o e,
i is obse ed ha he consolida ion o hese p ac ices will depend on he o ganiza ional
managemen ’s commi men o enewing go e nance and adap ing o he demands o he
ex e nal en i onmen .
A con ibu ion o u u e esea ch is o analyze he pos -pandemic pe iod o iden i y
which o he adap a ions made we e pe manen ly inco po a ed in o he o ganiza ional
cul u e o he analyzed suppo ounda ion. Addi ionally, he s udy aced limi a ions, such
as being es ic ed o a single ins i u ion wi h a limi ed numbe o esponden s and ocusing
exclusi ely on he c isis con ex . A limi a ion o he selec ed me hod is he subjec i i y in
iden i ying he alues and objec i es poin ed ou by s akeholde s, as well as he challenge
and complexi y o decision making in he pandemic scena io. These ac o s highligh he
need o compa a i e s udies o deepen he unde s anding o he e ec i eness o co po a e
go e nance p ac ices in di e en con ex s and ypes o o ganiza ions.
In addi ion, i is wo h highligh ing ha his esea ch was conduc ed in he con ex o
one o he BRICS membe coun ies, p o iding an oppo uni y o expand he analysis o
go e nance p ac ices o o he coun ies in he g oup and b oadening compa isons wi hin
he eme ging economic con ex . Thus, i can be iden i ied ha compa a i e s udies be ween
sec o s, coun ies, and c isis scena ios, especially among BRICS membe coun ies, may
p o ide impo an insigh s in o he adap a ion o co po a e go e nance. These in es i-
ga ions can expand he analyses and compa isons o co po a e go e nance p ac ices in
eme ging economic con ex s, p o iding aluable con ibu ions o he de elopmen o bes
p ac ices in c isis con ex s.
Au ho Con ibu ions: Concep ualiza ion, R.R.d.O. and O.L.G.Q.; me hodology, R.R.d.O. and
N.C.R.B.; o mal analysis, R.R.d.O. and N.C.R.B.; in es iga ion, R.R.d.O.; esou ces, R.R.d.O.; w i ing—
o iginal d a p epa a ion, R.R.d.O., O.L.G.Q. and N.C.R.B.; w i ing— e iew and edi ing, R.R.d.O.,
O.L.G.Q. and N.C.R.B.; supe ision, O.L.G.Q. and N.C.R.B.; p ojec adminis a ion, R.R.d.O., O.L.G.Q.
and N.C.R.B. All au ho s ha e ead and ag eed o he published e sion o he manusc ip .
Funding: This esea ch ecei ed no ex e nal unding.
Ins i u ional Re iew Boa d S a emen : No applicable.
In o med Consen S a emen : No applicable.
Da a A ailabili y S a emen : Da a a e con ained wi hin he a icle.
Con lic s o In e es : The au ho s decla e no con lic s o in e es .
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