Sistema Regional de Información
en línea para Revistas Científicas de América Latina,
el Caribe, España y Portugal

The creative industries sector is a field where art, culture, technology, entertainment, and management converge. Although it is a promising field for organizational analysis, mainly because it is characterized by dynamism, complexity, and possible contradictions between art/culture and business, little is known about creative work or the organization of creative products or services. Some products of the creative industries have some particularities, such as “live” performances, presented with the presence of an audience in the space and moment in which the action takes place, being organized and experienced simultaneously. Given the scarcity of empirical studies aimed at understanding how artistic/cultural or entertainment events or performances are organized, this article, in the form of a theoretical essay, aims to present two theoretical-methodological approaches that can potentially be explored in understanding the processes of “live” organizing: Actor-Network Theory and the Dynamics of Organizational Routines. It is presented and justified why these approaches can be used to understand “live organizing,” especially performing arts such as plays, operas, ballets, or popular and classical music concerts.

This article presents a theoretical-empirical discussion in dialogue with actor-network theory through the concepts of “technical democracy” and “hybrid forums” present in the book Acting in an uncertain world by Michel Callon, Pierre Lascoumes, and Yannick Barthe. We assessed the degree of technical democracy in the management of the Baleia Franca Environmental Protection Area in Santa Catarina during a seminar to identify and reward emblematic initiatives in environmental and social sustainability and territorial development. By analyzing the controversies and deliberations at the forum, we identified that the management of this conservation unit acted and promoted technical democracy in the territory to a large extent.

This study aims to understand how unlearning occurs at the individual level in a banking organization. We describe the work environment, identifying the spaces and times for creating situational awareness and the limits to temporal freedom; investigate how errors and accumulated knowledge are processed in organizational daily life; understand how constant changes affect the unlearning process; identify the existence of elements of the unlearning process in the management practices of workers in leadership positions and describe them. This research is exploratory and descriptive, with a qualitative approach, being a single case study. The data collection techniques used were semi-structured interviews, focus groups, and document analysis, enabling data triangulation, which were analyzed using content analysis. The results reveal that unlearning at the individual level occurs fortuitously due to obstacles that make the process difficult and lack the means and actions that intensify daily practices for unlearning in the organizational environment. By applying the proposed analytical conceptual scheme, it was found that the occurrence of unlearning requires intentional intervention - workers need to be able to unlearn.

In recent decades, the diversity, equity, and inclusion (DE&I) agenda has highlighted the importance of including different minority groups in organizations. Despite the scientific advances of DE&I in the field of management and organizations, the neurodiversity movement has been neglected both in the literature and in organizational practice. This theoretical essay discusses how the neurodiversity movement can be included in this segment to propose a research agenda that recognizes neurominorities as a relevant social group to be investigated in academic research. We present four propositions as guidelines for future research into the intersection between DE&I and neurodiversity based on economic, critical, and interdisciplinary perspectives linked to labor market dynamics.

This article analyzes the narrative of the Brazilian media in the communication about green hydrogen production on news portals. A text mining methodology was adopted on Google News, using the term “green hydrogen” to analyze the publications using the Voyant Tools software. The results revealed Brazil’s potential for green hydrogen production and highlighted investments for implementing the Green Hydrogen Hub in the state of Ceará. However, the media failed to inform society about the possible environmental and social impacts of green hydrogen production. The selective approach in news coverage fails to provide a comprehensive understanding of the challenges related to a just energy transition and reinforces the media’s power in constructing a developmentalist narrative idealized as free from environmental and social impacts.

This article presents a proposal for an active methodology developed in the classroom. The article reports on planning experience, construction, and applying a case methodology developed by students from the Management of Forms of Accommodation course in the Undergraduate Program in Tourism at Paraiba Federal University (UFPB) in Brazil. The case methodology allowed students to be immersed in an environment of debate, analysis, and decision-making, foreseeing obstacles and situation-problems they would have to deal with in their working lives. This case elaboration experience was divided into three phases: (1) direct participant observation in loco, with the immersion of the students at the location that is the object of the study; (2) direct participant observation in the classroom, after the immersion, to build the case methodology; (3) group interview for the validation of the case elaboration experience and adaptations if needed (Post-case). The result of this work was positively evaluated by the students and indicated the need to intensify the use of active methodologies in the classroom. With this in mind, it is hoped that this study will inspire new experiences on the part of professors to stimulate the involvement of students with teaching cases.

The teaching case unfolds in a course entitled “Epistemology of Management Research,” part of the Academic Doctorate program in Management at a renowned university. The central dilemma of the case aims to trigger a critical analysis of the scientific nature of Management, given its multidisciplinary nature, and how the epistemological approaches/dimensions typically practiced in our field can support such a reflection. Students are introduced to different epistemological approaches/dimensions, including Positivism, Functionalism, Structuralism, Dialectical and Historical Materialism, Phenomenology, Hermeneutics, and Pragmatism. Each offers a distinct perspective on the nature of knowledge and scientific research in Management. As they engage with the topics discussed throughout the course, students are encouraged to use the epistemological content learned to underpin discussions involving the dilemma: “Can Management be considered a science?” The teaching notes aim to stimulate discussions and learning about the epistemological approaches/dimensions in their characteristics, criticisms, and limitations; notions of objectivism and subjectivism; and the construction of arguments about the scientific nature of Management from an epistemological standpoint.

This study proposes a theoretical framework for implementing the circular economy in the metallurgical sector, highlighting the necessary processes for such implementation. Circular practices and governance aligned with the ReSOLVE framework were identified within B3 listed companies in the Corporate Sustainability Index through documentary research and a survey. A multiple case study and interviews were conducted with three B3 Corporate Sustainability Index companies already adopting the circular economy. Based on benchmarking, a theoretical framework was developed, considering the reality of the metallurgical industry, for which a technical visit and interview with the administrative director were conducted. The fundamental processes for transitioning to the circular economy include the engagement of leaders and top management; awareness, training and engagement of employees; identification of gaps in the production process; monitoring indicators; and communication and transparency with stakeholders. The study contributes to the proposal of an applicable framework that managers can use to advance toward circularity.

This case presents an opportunity for students to experience the management challenges faced by startups modeled as digital platforms. The startup in focus, Safer, connects drivers with passengers, concentrating exclusively on their transportation from airport disembarkment terminals to their destinations in the city. The case invites students to step into the shoes of Safer’s founder, evaluating tactics that would enable the startup to compete against large incumbent platforms such as Uber. The case is designed to stimulate discussions on strategy with an emphasis on platforms, addressing topics such as understanding their key properties, the challenges in managing them, the dynamics of envelopment, and innovation. It is recommended for use in graduate programs.

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