Search Results (1,269)

This study evaluates the effectiveness of the B Impact Assessment (BIA) as a catalyst for integrating sustainability into industrial firms through a qualitative case study of LC Paper, the first B Corp-certified tissue manufacturer globally and a pioneer in applying BIA in the pulp and paper sector. Based on semi-structured interviews, organizational documents, and direct observation, this study examines how BIA influences corporate governance, environmental practices, and stakeholder engagement. The findings show that BIA fosters structured goal setting and the implementation of measurable actions aligned with environmental stewardship, social responsibility, and economic resilience. Tangible outcomes include improved stakeholder trust, internal transparency, and employee development, while implementation challenges such as resource allocation and procedural complexity are also reported. Although the single-case design limits generalizability, this study identifies mechanisms transferable to other firms, particularly those in environmentally intensive sectors. The case studied also illustrates how leadership commitment, participatory governance, and data-driven tools facilitate the operationalization of sustainability. By integrating stakeholder and institutional theory, this study contributes conceptually to understanding certification frameworks as tools for embedding sustainability. This research offers both theoretical and practical insights into how firms can align strategy and impact, expanding the application of BIA beyond early adopters and into traditional industrial contexts. Full article

Current learning and development approaches often struggle to capture dynamic individual capabilities, particularly the skills they acquire informally every day on the job. This dynamic creates a significant gap between what traditional models think people know and their actual performance, leading to an incomplete and often outdated understanding of how ready the workforce truly is, which can hinder organizational adaptability in rapidly evolving environments. This paper proposes a novel dynamic learner-state ecosystem—an AI-driven solution designed to bridge this gap. Our approach leverages specialized AI agents, orchestrated via the Model Context Protocol (MCP), to continuously track and evolve an individual’s multi-dimensional state (e.g., mastery, confidence, context, and decay). The seamless integration of in-workflow performance data will transform daily work activities into granular and actionable data points through AI-powered dynamic xAPI generation into Learning Record Stores (LRSs). This system enables continuous, authentic performance-based assessment, precise skill gap identification, and highly personalized interventions. The significance of this ecosystem lies in its ability to provide a real-time understanding of everyone’s capabilities, enabling more accurate workforce planning for the future and cultivating a workforce that is continuously learning and adapting. It ultimately helps to transform learning from a disconnected, occasional event into an integrated and responsive part of everyday work. Full article

As artificial intelligence (AI) becomes increasingly embedded in organizational development, understanding how leadership shapes employee responses to AI is critical for fostering workplace innovation. Drawing on trait activation theory, this study develops a theoretical model in which employee AI trust enhances innovative performance through AI crafting. Paternalistic leadership serves as a situational moderator, while the leader’s AI opportunity perception functions as a higher-order moderator. A three-wave survey was conducted with 523 employees from 14 AI-intensive manufacturing firms in China. Results show that the interaction between AI trust and paternalistic leadership positively predicts both AI crafting and innovative performance. In addition, AI crafting mediates the effect of the interaction term on innovative performance. Furthermore, the leader’s AI opportunity perception moderates this interactive effect: when this perception is high, the positive impact of AI trust and paternalistic leadership on AI crafting is significantly stronger; when it is low, the effect weakens. These findings contribute to the literature by clarifying the situational and cognitive conditions under which AI trust promotes innovation, thereby extending trait activation theory to AI-enabled workplaces and offering actionable insights for leadership development in the intelligent era. Full article

This study examines the moral agency of French secondary school headteachers through the lens of the theory of conventions. Using qualitative data from interviews with fifteen headteachers involved in professional development, this study explores how these leaders justify their practices within a centralized, bureaucratic, and hierarchical education system. It identifies a variety of conventions—civic, domestic, industrial, project, market, inspired, and fame—that headteachers draw on to navigate institutional constraints, manage professional relationships, and foster pedagogical and organizational change. Particular attention is given to how civic and domestic conventions shape leadership discourse and practices, especially regarding trust building, decision making, and reform implementation. We also compare the French context with international examples from the International Successful School Principalship Project (ISSPP), focusing on Nordic countries, where leadership emphasizes democratic participation, professional trust, and shared responsibility. This study underscores the uniqueness of the French leadership model, which resists managerial and market logics while remaining rooted in republican and egalitarian ideals. It concludes by advocating for a more context-aware, ethically grounded, and dialogical approach to school leadership. Full article

This study investigates the critical capabilities and integration mechanisms that enable organizations to achieve substantive sustainability transformations. Using a mixed-methods approach combining survey data (n = 234), in-depth interviews (n = 42), and comparative case studies (n = 6), the research identifies how organizations effectively navigate sustainability paradoxes while developing integration practices that embed sustainability throughout organizational systems. Our research is primarily grounded in paradox theory, complemented by insights from organizational learning theory, institutional logics, and power dynamics perspectives to develop a comprehensive theoretical framework. Statistical analysis reveals strong relationships between paradox navigation capabilities and transformation outcomes (β = 0.31, p < 0.01), with integration practices emerging as the strongest predictor of sustainability success (β = 0.42, p < 0.01). Qualitative findings illuminate four essential integration mechanisms—governance integration, strategic integration, operational integration, and performance integration—and their temporal development. The significant interaction between power mobilization and integration practices (β = 0.19, p < 0.01) demonstrates that structural interventions are insufficient without attention to power relationships. The research contributes to sustainability science by advancing theory on paradoxical tensions in transformation processes, demonstrating how organizations can transcend the gap between sustainability rhetoric and substantive action through both structural integration and power-conscious approaches. By identifying contextual contingencies across sectors and organizational types, the study challenges universal prescriptions for sustainability transformation, offering instead a nuanced framework for creating organizational conditions conducive to context-specific transformation toward more sustainable futures. Our findings offer practical guidance for organizations navigating the complex landscape of sustainability transformation and contribute to the implementation of UN Sustainable Development Goals, particularly SDG 12 (Responsible Consumption and Production) and SDG 17 (Partnerships for the Goals). Full article

In the context of small and medium-sized enterprises (SMEs), organizational resilience has emerged as a critical capability for navigating dynamic and turbulent environments. The ability of firms to sustain their performance despite external disruptions, particularly those arising from market and technological change, is paramount for achieving long-term sustainability. This study offers a novel contribution by examining how two key dimensions of environmental turbulence—market turbulence and technological turbulence—moderate the relationship between organizational resilience capacity and sustainability performance. Our empirical findings, based on data from 423 SMEs, demonstrate that while organizational resilience positively correlates with sustainability performance, this relationship is significantly weakened under high levels of market and technological turbulence, indicating a negative moderating effect. These results advance resource-based and dynamic capabilities theory by highlighting the contingent nature of resilience in unstable contexts. Furthermore, this study provides practical guidance. SMEs should strategically invest in resilience-building efforts and continuously adapt their strategies in response to environmental fluctuations. Targeted approaches to managing different forms of turbulence and forming resilience-oriented collaborations can enhance sustainability outcomes. This research makes significant contributions to theory and practice; however, there are limitations that future research should take into account in order to appropriately utilize this study’s findings. Full article

Operations management personnel emphasize the maintenance of workforce empowerment on the shop floor. This is made possible by implementing effective operations and human resource management practices. However, organizations are adept at controlling the workforce empowerment domain within operational scenarios. In the current industry revolution scenario, industry personnel often face failure due to a laggard mindset in the face of industry revolutions. There are higher possibilities of failure because of standardized operations controlling the shop floor. Organizations utilize well-established human resource concepts, including McClelland’s acquired needs theory, Herzberg’s two-factor theory, and Maslow’s hierarchy of needs, in order to enhance the workforce’s performance on the shop floor. Current SME individuals require fast-paced approaches for tracking the performance and idleness of a workforce in order to control them more efficiently in both flexible and transformational stages. The present study focuses on investigating the parameters and factors that contribute to workforce empowerment in an industrial revolution scenario. The present research is used to develop a framework utilizing operations and human resource management approaches in order to identify and address the issues responsible for deteriorating workforce contributions. The framework includes HRM and operations management practices, including Herzberg’s two-factor theory, Maslow’s theory, and lean and smart approaches. The developed framework contains four phases for achieving desired outcomes on the shop floor. The developed framework is validated by implementing it in a real-life electric vehicle manufacturing organization, where the human resources and operations team were exhausted and looking to resolve employee-related issues instantly and establish a sustainable work environment. The current industry is transforming from Industry 3.0 to Industry 4.0, and seeks future-ready innovations in operations, control, and monitoring of shop floor setups. The operations management and human resource management practices teams reviewed the results over the next three months after the implementation of the developed framework. The results revealed an improvement in workforce empowerment within the existing work environment, as evidenced by reductions in the number of absentees, resignations, transfer requests, and medical issues, by 30.35%, 94.44%, 95.65%, and 93.33%, respectively. A few studies have been conducted on workforce empowerment by controlling shop floor scenarios through modifications in operations and human resource management strategies. The results of this study can be used to fulfil manufacturers’ needs within confined constraints and provide guidelines for efficiently controlling workforce performance on the shop floor. Constraints refer to barriers that have been decided, including production time, working time, asset availability, resource availability, and organizational policy. The study proposes a decision-making plan for enhancing shop floor performance by providing suitable guidelines and an action plan, taking into account both workforce and operational performance. Full article

The escalating climate crisis and global disruptions have prompted a critical re-evaluation of operations management within manufacturing and supply systems. This conceptual article addresses the theoretical and strategic gap in aligning resilience and sustainability by proposing an Integrated Sustainable Operational Strategy (ISOS) framework. Drawing on systems theory, circular economy principles, and sustainability science, the framework synthesizes multiple operational domains—circularity, localization, digital adaptation, and workforce flexibility—across macro (policy), meso (organizational), and micro (process) levels. This study constructs a conceptual model that explains the interdependencies and trade-offs among strategic operational responses in the Anthropocene era. Supported by multi-level logic and a synthesis of domain constructs, the model provides a foundation for empirical investigation and strategic planning. Key propositions for future research are developed, focusing on causal relationships and boundary conditions. The novelty of ISOS lies in its simultaneous integration of three strategic pillars—circularity, localization, and digital resilience—within a unified, multi-scalar architecture that bridges fragmented operational theories. The article advances theory by redefining operational excellence through regenerative logic and adaptive capacity, responding directly to SDG 9 (industry innovation), SDG 12 (responsible consumption and production), and SDG 13 (climate action). This integrative framework offers both theoretical insight and practical guidance for transforming operations into catalysts of sustainable transition. Full article

Background: Nemaline myopathy is a rare congenital neuromuscular disease associated with progressive weakness and frequent respiratory complications. In emergency situations, families often serve as the first and only responders. The aim of this study is to explore how parents in Spain care for children with nemaline myopathy during emergency situations, focusing on the clinical responses performed at home and the organizational challenges encountered when interacting with healthcare systems. Methods: A qualitative phenomenological study was conducted with 17 parents from 10 families belonging to the Asociación Yo Nemalínica. Semi-structured interviews were performed via video calls, transcribed verbatim, and analyzed using Giorgi’s descriptive method and ATLAS.ti software (version 24). Methodological rigor was ensured through triangulation, reflexivity, and member validation. Results: Four themes were identified. First, families were described as acting under extreme pressure and in isolation during acute home emergencies, often providing cardiopulmonary resuscitation and respiratory support without professional backup. Second, families managed ambiguous signs of deterioration using clinical judgment and home monitoring tools, often preventing fatal outcomes. Third, parents frequently assumed guiding roles in emergency departments due to a lack of clinician familiarity with the disease, leading to delays or errors. Finally, the transition to the Pediatric Intensive Care Unit was marked by emotional distress and rapid decision-making, with families often participating in critical choices about invasive procedures. These findings underscore the complex, multidisciplinary nature of caregiving. Conclusions: Parents play an active clinical role during emergencies and episodes of deterioration. Their lived experience should be formally integrated into emergency protocols and the continuity of care strategies to improve safety and outcomes. Full article

The COVID-19 pandemic has exposed and intensified structural tensions surrounding work−life balance, precarity, and gender inequalities in academia. This paper examines the spatial, temporal, and emotional disruptions experienced by early-career and precarious researchers in Italy during the first national lockdown (March–April 2020) and their engagement in remote academic work. Adopting an exploratory and qualitative approach, the study draws on ten narrative video interviews and thirty participant-generated images to investigate how structural dimensions—such as gender, class, caregiving responsibilities, and the organizational culture of the neoliberal university—shaped these lived experiences. The findings highlight the implosion of boundaries between paid work, care, family life, and personal space and how this disarticulation exacerbated existing inequalities, particularly for women and caregivers. By interpreting both visual and narrative data through a sociological lens on gender, work, and organizations, the paper contributes to current debates on the transformation of academic labor and the reshaping of temporal work regimes through the everyday use of digital technologies in contemporary neoliberal capitalism. It challenges the individualization of discourses on productivity and flexibility and calls for gender-sensitive, structurally informed policies that support equitable and sustainable transitions in work and family life, in line with European policy frameworks. Full article

Small news media organizations are increasingly reshaping the news media system in Latin America. They are stepping into the role of watchdogs by investigating issues such as corruption scandals that larger outlets sometimes overlook. However, this journalistic work exposes both journalists and their organizations to a range of security threats, including physical violence, legal pressure, and digital attacks. In response, these outlets have developed coping strategies to manage and mitigate such risks. This article presents an exploratory study of the approaches adopted to protect information and data, ensure the safety and well-being of journalists, and maintain organizational continuity. Based on a series of in-depth interviews with leaders of award-winning news organizations for their investigative reporting, the study examines a shift from a competitive newsroom model to a collaborative approach in which information is shared—sometimes across borders—to support investigative reporting and strengthen security practices. We identify strategies implemented by small news organizations to safeguard their journalistic work and propose an integrative model of news safety encompassing the following three areas of security: physical, legal, and digital. This study contributes to the development of the newsafety framework and sheds light on safety practices that support media freedom. Full article

This study employs k-means clustering to analyze local organizations responsible for land improvement in Greece, identifying four distinct groups with consistent geographic patterns but divergent financial and operational characteristics. By integrating unsupervised machine learning with spatial analysis, the research offers a novel perspective on irrigation water pricing and cost recovery. The findings reveal that organizations located on islands, despite high water costs due to limited rainfall and geographic isolation, tend to achieve relatively strong financial performance, indicating the presence of adaptive mechanisms that could inform broader policy strategies. In contrast, organizations managing extensive irrigable land or large volumes of water frequently show poor cost recovery, challenging assumptions about economies of scale and revealing inefficiencies in pricing or governance structures. The spatial coherence of the clusters underscores the importance of geography in shaping institutional outcomes, reaffirming that environmental and locational factors can offer greater explanatory power than algorithmic models alone. This highlights the need for water management policies that move beyond uniform national strategies and instead reflect regional climatic, infrastructural, and economic variability. The study suggests several policy directions, including targeted infrastructure investment, locally calibrated water pricing models, and performance benchmarking based on successful organizational practices. Although grounded in the Greek context, the methodology and insights are transferable to other European and Mediterranean regions facing similar water governance challenges. Recognizing the limitations of the current analysis—including gaps in data consistency and the exclusion of socio-environmental indicators—the study advocates for future research incorporating broader variables and international comparative approaches. Ultimately, it supports a hybrid policy framework that combines data-driven analysis with spatial intelligence to promote sustainability, equity, and financial viability in agricultural water management. Full article

Collaborative business ecosystems (CBEs) are increasingly exposed to disruptive events (e.g., pandemics, supply chain breakdowns, cyberattacks) that challenge organizational adaptability and value creation. Traditional approaches to resilience and robustness often fail to capture the full range of systemic responses. This study introduces a unified mathematical framework to evaluate four crisis response modes—plasticity, resilience, transformative resilience, and antifragility—within complex adaptive networks. Grounded in complex systems and collaborative network theory, our model formalizes both internal organizational capabilities (e.g., adaptability, learning, innovation, structural flexibility) and strategic interventions (e.g., optionality, buffering, information sharing, fault-injection protocols), linking them to pre- and post-crisis performance via dynamic adjustment functions. A composite performance score is defined across four dimensions (Innovation, Contribution, Prestige, and Responsiveness to Business Opportunities), using capability–strategy interaction matrices, weighted performance change functions, and structural transformation modifiers. The sensitivity analysis and scenario simulations enable a comparative evaluation of organizational configurations, strategy impacts, and phase-transition thresholds under crisis. This indicator-based formulation provides a quantitative bridge between resilience theory and practice, facilitating evidence-based crisis management in networked business environments. Full article

The concept of sustainable development requires a more human-centered approach to management. Frederic Laloux’s organizational management models—green and teal organizations—offer a response to this challenge. Generational cohorts currently active in the labor market (Baby Boomers, Generation X, Generation Y, and Generation Z) differ in values, beliefs, and preferences, which may influence their acceptance of various organizational management models. This study aimed to examine how representatives of these generations perceive organizational management styles in the context of sustainable development. A qualitative study was conducted using a questionnaire completed by 263 respondents. The survey focused on teal, green, orange, amber, and red organizational models, and the results were analyzed statistically. The analysis showed that respondents’ work experiences with specific organizational management models are not dependent on generational affiliation. The highest levels of acceptance were observed for models aligned with sustainable development—green and teal organizations. Acceptance of these models is higher among younger generations, with the teal organizational model showing a statistically significant generational dependency. As Generation Z enters the labor market, some traditional management practices are becoming obsolete. The green organizational model demonstrates strong potential for current labor market conditions, while the teal organizational model shows high future implementation potential. The forecast suggests that acceptance of the teal organizational model among Generation Alpha may exceed 90%. Full article

In response to growing environmental pressures and material constraints, circular economy principles are gaining traction across manufacturing sectors. However, most existing frameworks emphasize design and supply chain considerations, with limited focus on how circularity can be operationalized within internal manufacturing systems. This paper proposes a conceptual model that embeds circular operations at the core of production strategy. Grounded in circular economy theory, operations management, and socio-technical systems thinking, the model identifies four key operational pillars: circular input management, looping process and waste valorization, product-life extension, and reverse logistics. These are supported by enabling factors—digital infrastructure, organizational culture, and leadership—and mediated by operational flexibility, which facilitates adaptive, closed-loop performance. The model aims to align internal processes with long-term sustainability outcomes, specifically resource efficiency and operational resilience. Practical implications are outlined for resource-intensive industries such as automotive, electronics, and FMCG, along with a readiness assessment framework for guiding implementation. This study offers a pathway for future empirical research and policy development by integrating circular logic into the structural and behavioral dimensions of operations. The model contributes to advancing the Sustainable Development Goals (SDGs), particularly SDG 9 and SDG 12, by positioning circularity as a regenerative operational strategy rather than a peripheral initiative. Full article