Globalization and network society, with processes that surpass national borders, mark the innate of the south 21. These factors defy higher education institutions to internationalize to form high human resources, highlighting the state's need to prioritize and encourage academic mobility. In Brazil, the Coordination of Improvement of Staff of a Superior (CAPES) It is the main agency of internationalization of internationalization, allowing scholars to perform their poses in full sensu abroad through the Full Doctorate Program. However, this can lead to brain drain when researchers do not return to their country of origin, causing losses. This dissertation investigates strategies for managing the CAPES Full Doctorate Program in light of the Resource-Based View (RBV), considering brain drain. The objective of the study is to propose a Program management model in accordance with the RBV theory, which considers Human Resources as sources of sustainable competitive advantage. The research is qualitative in nature, exploring in approach and based on a single case study. Data collection included documentary survey on the Ministry of Education - MEC/CAPES portal, data from the Sucupira Platform (GeoCAPES), semi-structured interviews with managers from the Directorate of International Relations (DRI) CAPES, students and graduates of the Program, and semi-structured questionnaires with students, allowing data triangulation according to Yin (2001). The analysis followed the Content Analysis technique proposed by Bardin (2011). The main results indicate that, despite the return commitment established with CAPES in the Grant and Scholarship Acceptance Term, some participating researchers do not return to Brazil due to lack of resources, infrastructure, political instability, better salaries or scholarships abroad, participation in research groups at renowned universities and negotiations with CAPES (Novação). Data analysis led to the Proposal of a Management Model that replaces the interstice with the researcher's contribution through an Alternative Academic Activities Plan, with an impact and relevance equivalent to the investment made. For the effectiveness of the proposed Model, it is suggested for future studies to calibrate Academic Activities with ad hoc consultants. This work contributes to the Sustainable Development Goals (SDGs 4, 8, 16 and 17), demonstrating its social impact.
Santos et al. (Mon,) studied this question.