Strategic management model proposal for confessional basic education institutions

For most of Brazil's history, denominational colleges have been consolidated with an educational proposal based on the integral formation of the person, without worrying about competition. With the amendment of the Basic Guidelines Act (LDB) of 1996, which allowed business groups to enter the education sector, many denominational colleges have closed their doors in view of the management expertise of new competitors. The confessional school had to Learn to reconcile this new dimension with its pedagogical project. Given the historical and social importance of these schools, the current scenario of basic education in Brazil and the scarce knowledge on the subject, this article proposes a strategic management model for a Confessional Education Network. This is a qualitative case study. The research instruments used were data collection at the headquarters of the Network, semi-structured interviews with managers and questionnaires with school principals. The results show the implementation of a strategic management culture in the Network and the updating of its strategic management model, based on Balanced Scorecard (BSC). This article contributed to the discussion of the strategic management theme in confessional schools, enabling the integration of elements of management and confessionality.