Administrative Sciences

In recent decades, profound transformations in work organization, employment conditions, and organizational change processes have intensified workers’ exposure to psychosocial risks, with significant consequences for occupational health and well-being. Despite the growing relevance of these risks, organizations often lack psychometrically robust instruments capable of capturing psychosocial stressors associated with change, Conflicts, and working conditions in an integrated manner. The purpose of this study was to develop and psychometrically evaluate a questionnaire designed to measure psychosocial factors related to organizational changes, interpersonal Conflicts, and occupational well-being. An instrumental study design was employed, following international standards for the construction and validation of psychological instruments. The sample consisted of 350 workers with a mean age of 33.19 years (SD = 9.18; range: 18–66) and an average organizational tenure of 6.71 years (SD = 8.61). The initial 48-item questionnaire was refined to a final version comprising 24 items distributed across 7 scales: Organizational Changes, Work Program, Job Security, Promotion, Training, Interpersonal Conflicts, and Lack of Participation. Preliminary analyses indicated that the data adequately met the assumptions for factor analysis (KMO = 0.81; Bartlett’s test χ² = 4376.98, p < 0.001). The results supported a seven-factor structure explaining 72% of the total variance, with clear and interpretable factor loadings consistent with the theoretical model. Internal consistency was acceptable to excellent across scales (α = 0.72–0.91; ω = 0.84–0.95), including short scales with three items. Inter-scale correlations were low to moderate, supporting discriminant validity and indicating that the dimensions, while related, represent distinct constructs. Overall, the findings provide strong evidence for the instrument’s reliability and validity based on its internal structure, supporting its use for psychosocial risk assessment and research on organizational changes, interpersonal Conflicts, and occupational well-being.

The global economy is significantly influenced by family firms, which play a crucial role in shaping and sustaining the so-called real economy. Many flourish in the brewing sector, particularly in the area of craft and microbrewery. Such family firms often have strong community ties, multi-generational leadership and deeply rooted cultural values that influence how they conduct business, both within and outside the organisation. Furthermore, they operate in an industry characterised by a unique blend of cultural identity, emotional branding and a focus on niche markets. Few previous studies have comprehensively approached the topic of marketing agility in family-run brewing businesses. This study provides decision-makers in the brewing industry, particularly those in family-owned businesses, with a research framework for applying agile marketing strategies to improve responsiveness, drive innovation and maintain competitiveness.

The tire industry, as a long-established and mature sector, is undergoing a profound transformation driven by electrification, smart manufacturing, and sustainability. In this context, efficiency-oriented strategies and incremental improvements can no longer ensure long-term competitiveness. Using Michelin as a case study, this paper examines how open innovation operates as an organizational mechanism for fostering ambidexterity by balancing exploitation with the development of exploration capabilities. The findings reveal that Michelin integrates external knowledge through inbound, outbound, and coupled open innovation, while employing structural and domain separation to absorb, recombine, and institutionalize exploratory initiatives within core operations. This dual approach enables the firm to preserve efficiency advantages while cultivating adaptive capacity under technological and regulatory uncertainty. The study extends theories of open innovation and organizational ambidexterity to a mature manufacturing context and highlights the organizational conditions under which openness supports, rather than undermines, strategic renewal. It also offers practical implications for incumbent firms pursuing strategic transformation under uncertain technological and policy environments.