The 2020 special report of the MJA–Lancet Countdown on health and climate change: lessons learnt from Australia's "Black Summer"

The MJA-Lancet Countdown on health and climate change was established in 2017, and produced its first Australian national assessment in 2018 and its first annual update in 2019. It examines indicators across five broad domains: climate change impacts, exposures and vulnerability; adaptation, planning and resilience for health; mitigation actions and health co-benefits; economics and finance; and public and political engagement. In the wake of the unprecedented and catastrophic 2019-20 Australian bushfire season, in this special report we present the 2020 update, with a focus on the relationship between health, climate change and bushfires, highlighting indicators that explore these linkages. In an environment of continuing increases in summer maximum temperatures and heatwave intensity, substantial increases in both fire risk and population exposure to bushfires are having an impact on Australia's health and economy. As a result of the "Black Summer" bushfires, the monthly airborne particulate matter less than 2.5 μm in diameter (PM2.5 ) concentrations in New South Wales and the Australian Capital Territory in December 2019 were the highest of any month in any state or territory over the period 2000-2019 at 26.0 μg/m3 and 71.6 μg/m3 respectively, and insured economic losses were $2.2 billion. We also found growing awareness of and engagement with the links between health and climate change, with a 50% increase in scientific publications and a doubling of newspaper articles on the topic in Australia in 2019 compared with 2018. However, despite clear and present need, Australia still lacks a nationwide adaptation plan for health. As Australia recovers from the compounded effects of the bushfires and the coronavirus disease 2019 (COVID-19) pandemic, the health profession has a pivotal role to play. It is uniquely suited to integrate the response to these short term threats with the longer term public health implications of climate change, and to argue for the economic recovery from COVID-19 to align with and strengthen Australia's commitments under the Paris Agreement

Assessing the relationship between bpm maturity and the success of organizations

Pinto, J., & dos Santos, V. D. (2020). Assessing the relationship between bpm maturity and the success of organizations. In R. Silhavy (Ed.), Applied Informatics and Cybernetics in Intelligent Systems: Proceedings of the 9th Computer Science On-line Conference, CSOC 2020 (pp. 108-126). (Advances in Intelligent Systems and Computing; Vol. 1226 AISC). Springer. https://doi.org/10.1007/978-3-030-51974-2_10For the past decades, organizations have been investing heavily in BPM projects in the hope of improving their competitive advantage in an increasingly complex environment. However, although it is believed that the higher the level of BPM maturity the greater the success of the organization, experience shows that this relationship is not always possible to prove. The purpose of this study is to help clarify the relationship between the level of BPM maturity and the success of an organization. This was done through the implementation of a case study-based research within a global company, focusing on the shared services organization. An analysis of the existing BPM maturity models and its level of coverage of BPM core areas was conducted to select the most suitable BPM maturity model to conduct the assessment of the current BPM maturity level. It was also established a framework to characterize the success of an organization. These two inputs, along with information gathered to understand implemented process improvements, were the basis for conducting the research. Results show a successful organization, with a high maturity level according to the BPM OMG maturity model, that has been investing in continually improving its processes with a strong focus on digital transformation. The identified benefits from a high level of BPM maturity, namely improved productivity, cost reduction, error & risk prevention, higher agility, employee upskilling and knowledge retention, were shown to have a positive influence in the majority of the dimensions used to characterize the success of the organization.authorsversionpublishe

Linking Employee Stakeholders to Environmental Performance: The Role of Proactive Environmental Strategies and Shared Vision

Drawing on the natural-resource-based view (NRBV), we propose that employee stakeholder integration is linked to environmental performance through firms’ proactive environmental strategies, and that this link is contingent on shared vision. We tested our model with a cross-country and multi-industry sample. In support of our theory, results revealed that firms’ proactive environmental strategies translated employee stakeholder integration into environmental performance. This relationship was pronounced for high levels of shared vision. Our findings demonstrate that shared vision represents a key condition for advancing the corporate greening agenda through proactive environmental strategies. We discuss implications for the CSR and the environmental management literatures, with a particular focus on the NRBV and stakeholder integration debates

Business models innovation in investment banks: A resilience perspective

© 2020, The Author(s). Firms frequently change their business models in order to respond to internal and external challenges. This study aims to explore how investments banks adjust their business models in response to internal and external challenges. Based on a qualitative data from ten major investment banks operating in the largest financial market in the Middle East, we show that investment banks can achieve resilience by adjusting their business models through continuous activity changes in response to internal and external challenges. Specifically, investment banks adjust their business models through deploying alternative combinations of activities from a broad repertoire of activities. Within the same bank, divisions that respond to external challenges tend to sustain their performance, whereas resilient divisions that respond to both internal and external challenges tend to bounce back or achieve substantial increase in performance levels. This study contributes to the literature by proposing resilience as an alternative approach to business model innovation and by providing insight into how firms adjust their business models by altering specific activities in response to both internal and external challenges

Circular economy and resilience: A research agenda

The circular economy is argued to be a way of organising industrial systems that support resilience through decoupling economic growth from material consumption. Yet, extant research exploring the impacts of circular economy business practices on resilience is nascent, with few studies detailing if and how these practices enable firms, industries and social-ecological systems to adapt and transform in the face of shocks and disturbances. In this article, we seek to advance research on the circular economy by proposing a research agenda that connects the circular economy to resilience at multiple levels. Based on insights from resilience theory and findings from the limited literature on the circular economy that has considered resilience to date, our research agenda focuses scholarly attention on key areas of congruence and contestation. We posit that pursuit of answers in these areas has the potential for advancing circular economy business practices capable of supporting resilience at multiple levels