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This paper aims to analyze some knowledge management (KM) frameworks that sustainable development goals (SDGs) can apply to such a challenging implementation.

To accomplish this, a systematic scientific literature review was carried out about the KM concept. Searching, analyzing and collecting different KM frameworks were crossed and compared to achieve a standard KM framework list, based on the most important and relevant information collected.

The study outlines how and which KM frameworks may be applied in an effort to reach the 2030 Agenda for Sustainable Development and SDGs, so it can overcome the barriers and pitfalls related to the knowledge management use.

The paper shows some SDG areas that deserve future attention and deep implementation with KM frameworks.

With the enormous potential and vision of the sustainable development goals (SDGs), there is a barrier in its progress and development: the knowledge use, in both the local knowledge aspects and general knowledge management. This paper creates a Knowledge Management Excellence Model (KMEM) linked to SDGs, which will help and promote its use to educate and involve all those interested in meeting these goals.

Despite the school organizational culture broad literature, there is still a gap on culture and educational management, mainly in the public environment. To fill out this space, this article wants to point out the cultural factors that creates school management change in the Brazilian public school context.

The sample is a polar multi-case approach with two high performance and two low performance Brazilian schools. The authors conducted 12 interviews, three each school, with school principal, pedagogical coordinator and administrative officer. To analyze the data, the authors applied synthetic analysis to identify the cultural factors and your conduciveness to change in schools.

The results point out organizational culture as low understood in public municipal schools. These results also indicate the cultural dimensions power distance, uncertainty avoidance, individualism, masculinity, long-term orientation and indulgence as influencers of school management. Therefore, organizational culture is a factor to change and improve performance in public school management.

Despite the low comprehensiveness by the school managers, the authors pointed out the importance of the cultural factors, such as power distance, uncertainty avoidance, individualism, masculinity, long-term orientation and indulgence, in the school management. Future research could assess quantitatively the cultural factors presented here.

The paper provides cultural aspects in the school environment that should be considered in the school management improvement process and school principals’ actions.

The results fulfil the gap of organizational culture and school management in the public sector studies, by pointing out cultural factors of change in the school environment.

The purpose of this paper is to analyse how a Brazilian public research centre implemented business process management (BPM) highlighting the challenges of change that have to be dealt with in the stage developed by this organisation.

The first author of this paper accompanied the implementation of BPM in the research centre for 33 months in order to analyse documents and reports and have interviews with various managers and employees.

The studied organisation developed an intermediate stage towards BPM. The progressive approach favours a better understanding of the challenges that have to be overcome in order to improve BPM in an organisation. Thus, the BPM approach can be effectively assimilated and practised by the centre's staff.

The depth of the analysis carried out in the case study make more structured research possible.

The challenges of implementing BPM in a Brazilian public research centre are investigated. This case study is based on a theoretical, empirical and maturity level approach. Thus, a particular case of implementing BPM which took place in a very specific context, not explored in the literature, is presented to the community interested in BPM.

This article aims to put sustainability as a new step in the evolutionary pathway of human resource management (HRM).

This article provides a literature review on the evolution of HRM and we reflected how HRM can contribute to organizational sustainability.

The study presents a sustainable HRM as a new step in HRM evolution. The study argues that sustainable HRM is completely necessary to achieve sustainable organizations and a more sustainable society.

Sustainability is becoming a key concept and a key element in the future of organizations, but little is known about the role of HRM in this process.

This paper contains descriptive discussions of the implementation of strategic planning in a not‐for‐profit (NFP) organization in Brazil, highlighting the factors that engender emergent strategies. This issue requires more study to enrich both the Brazilian literature in particular and the international literature in general in the field of how emergent strategies triggered in NFP organizations.

Reflections on the debate over managerial strategy and implementation are presented. This theoretical basis supports the discussion of a case study of a Brazilian NFP organization. Interviews were conducted with a range of volunteers with the aim of identifying and discussing the implementation changes that were made to previously planned projects.

The main theme emerging from the cases was the lack of commitment of volunteers, which forced change on previously planned projects.

Research that investigates actions that force the managers of NFP organizations to alter their established action plans is not well canvassed in the context of the literature on Brazil. This paper proposes some future research questions in this context.

The aim of this paper is to analyse the staff development and performance appraisal in a Brazilian research centre.

The key issues of this case study are: the main organisational changes which have taken place over the last decades; the aspects of the organisational structure that have either contributed to or hindered competence‐based management; the development of necessary researchers' competences related to main projects and processes and the way of appraising the development of their competences. The analysis of this paper was carried out considering the following phases: strategic planning, specifications of projects and processes, competence‐based management and performance appraisal of researchers.

Although integration was found between the performance measurement and strategic plans defined by the research centre, competence‐based management is still centred on individuals and based on their tasks. The link between researchers' competences and their social context is not considered.

Feedback from the results of research projects and recycling of organisational processes would allow the studied organisation not only to identify the individual competences necessary for each activity, but also to improve the relationship between professional growth and innovation brought about by competitive strategies of companies.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

It has been a while since the question “What's a Human Resource Department for?” could have been dismissed with a brief, yet comprehensive, answer along the lines of: “Well, it's mainly concerned with administrative stuff – you know, payroll, paperwork, sorting out training courses, keeping a track of holidays and days off. That sort of thing.” Things have moved on apace since then – so what of the future?

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

This paper aims to review the application of business process management (BPM) in the port sector. Its objective is to understand whether BPM principles are applied in the port sector, the role of the procedural factor in port performance evaluation and whether electronic data interchange systems have been used for process management purposes.

The objective of this research is to conduct a critical review of existing academic literature in the domain of BPM and its application in the ports sector. This paper assessed more than a hundred recent publications, from key journals in the domains of port economics, BPM and information technology. The two principle platforms used are the online databases of the World Bank Group and the University of Antwerp.

Academic literature reviewed reveals a partial application of BPM in the port and maritime sector. BPM related research is conducted via the utilization of modeling algorithms or optimization and simulation tools. There exists evidence that electronic data interchange (EDI) data extracted from EDI platforms can be used to model inter-organizational business processes in several industries. Yet, to the best of the author’s knowledge, no research investigates Port Community System (PCS) or single window (SW) data utilization for BPM purposes, although PCS and SW benefits are well documented. Port performance is largely assessed based on the production theory, and limited number of studies use elements of procedural efficiency as variables for their analysis.

The holistic application of BPM has been researched in numerous industries but in the port sector. This paper constitutes the first section of an original research study to define key components, assumptions and constraints for developing a comprehensive BPM framework in the port sector.