Who is in charge? A review and a research agenda on the 'human side' of the circular economy

The adoption of the circular economy (CE) at the firm level has rarely intersected with human resource management (HRM) – here called 'the human side of organizations' – and these two fields remain largely separate areas of knowledge. While the literature on the CE is expanding, discussion of its implementation in organizations is, so far, rare, along with exploration of the necessary alignment of the CE with green human resource management (GHRM). In this article, we extend the state-of-the-art literature on CE business models through the inclusion of the ‘human side’ of such issues. This goal is met by offering an original integrative GHRM framework for organizations developing CE. The theoretical lenses of stakeholders' theory and the resource based view (RBV) form the foundation of this framework, which represents a 'middle range theory'. We underline the practices and dimensions of the links between GHRM and the 'ReSOLVE' CE model. Through an exploration of this integrative framework, we propose a future research agenda along with original research propositions. Furthermore, the middle-range integrated theoretical framework we propose can serve both academics and practitioners in developing understanding of the human resource management (HRM) and change management aspects of the CE

Contemporary methods for evaluating complex project proposals

The ability to evaluate project proposals, assessing future success, and organizational value is critical to overall business performance for most enterprises. Yet, predicting project success is difficult and often unreliable. A four-year field study shows that the effectiveness of available methods for evaluating and selecting large, complex project depends on the specific project type, organizational culture, and managerial skills. This paper examines the strength and limitations of various evaluation methods. It also shows that, especially in complex project situations, the decision-making process has to go beyond the application of just analytical methods, but has to incorporate both quantitative and qualitative measures into a combined rational judgmental evaluation process. Equally important, the evaluation process must be effectively linked among functional support groups and with senior management in order to strategically align the project proposal and to unify the evaluation team and stakeholder community behind the mission objectives. All of this requires leadership and managerial skills in planning, organizing, and communicating. The paper suggests specific leadership actions, organizational conditions, and managerial processes for evaluating complex project proposals toward future value and success

Gestão da tecnologia: desafios para as pequenas e médias empresas

Este trabalho discute a gestão da tecnologia ern pequenas e medias empresas tradicionais da área de manufaturados. Ele analisa aspectos estratégicos e operacionais através de um modelo conceitual simplificado, com base em referências bibliográficas e pesquisa exploratória("survey"). Foram detectados alguns aspectos importantes : limitada integração entre planejamento de tecnologia e de produto/mercado; vulnerabilidade tecnológica com relação a direitos de propriedade industrial; dificuldades financeiras para desenvolvimento, capacitação tecnológica limitada; e limitação de mudanças organizacionais de transição. Uma questão importante seria a construção de mecanismos externos de colaboração para essas empresas, com difusão de práticas da gestão da tecnologia e parceria para desenvolvimento de produtos.<br>This paper discuss the technology management in traditional small and medium enterprises-SMEs of the manufacture sector. It analyses strategic and operational aspects through a simplified conceptual model, with support of bibliographical references and exploratory research(survey). It was detected aspects concerning technology management for those companies: limited integration among technology andproduct/market planning, tecnological vulnerability with respect to rights properties, financial difficulties for development, limited technological capability, and limited organizational transition changes. A important question would be how to construct external mechanisms of collaboration to those emterprises, with appropriate diffusion of practices in technology management and partnerships in integrated product development

Estratégias, organização e gestão de empresas em mercados globalizados: a experiência recente do Brasil Strategies, organization and management of industrial companies in globalized markets: the recent experience of Brazil

No novo contexto de economia globalizada, as perspectivas de cada país são função das competências adquiridas por seus elementos constitutivos: pessoas, empresas, instituições. Este estudo analisa as mudanças em curso na indústria brasileira, recentemente envolvida na globalização produtiva, e suas conseqüências em termos de formação de competências. Destaca as profundas mudanças em termos de estratégias, arquiteturas organizacionais e sistemas de gestão que estão ocorrendo, tanto nas empresas estrangeiras quanto nas brasileiras. Mesmo que no curto prazo essas mudanças possam ser consideradas positivas, no longo prazos os seus efeitos serão prejudiciais para o desenvolvimento de competências locais, o que afetará o desempenho competitivo da indústria brasileira.<br>This study analyses the changes that are taking place in the Brazilian industry, recently involved in the process of productive globalization. It shows that drastic changes in terms of strategies, organization and management are in course, both in terms of transnational and Brazilian enterprises. The main conclusion is that knowledge intensive functions such as R&D, Strategic Management and Management Systems are being transferred abroad by the TNCs and the Logistics function is becoming the most "strategic" function in the operation of their subsidiaries. The Brazilian enterprises which succeed in operating in globalized productive chains are adopting similar structures. In the long run, those changes will be detrimental for the formation of local capabilities and consequently, for the maintenance of the competitive position of Brazilian industry