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This paper aims to explore the potential contribution of integrated traffic and parking management strategies to ensure more rational use of available parking spaces and to reduce fuel consumption and greenhouse gas emissions by commuters traveling to the University of Coimbra (UC) main campus.

An integrated modelling approach is used, including the characterization of supply and demand for parking and public transport, the creation and implementation of a survey to campus users and a life-cycle approach to assess six transportation and parking strategy scenarios.

This comprehensive analysis demonstrates the importance of integrated management measures to greening commuters’ transportation and parking within a University campus, identifying and quantifying opportunities for successfully making the transitions toward a more sustainable future, namely, increasing well-being and reducing environmental impact.

Results demonstrate that effective control of illegal parking and different forms of modal shift toward public transportation may contribute to important reductions in environmental impacts.

Local population reveals willingness to participate in collective efforts to tackle traffic and parking problems, challenging authorities to take action and empowering ever more people to engage in such cathartic changes.

This comprehensive approach is highly valuable for the management of parking and traffic within the UC campus, providing innovative lessons on the social and environmental impacts that would result from this policy approach to urban areas (e.g. historical centers) facing the typical problems of a carbon society, such as traffic congestion, non-regulated parking and intensive car use.

Purpose – Role-taking refusal was a foundational problem in Mead's work but was ignored by subsequent interactionists who focused on the benefits of role-taking – empathy and solidarity – but failed to examine how they are destroyed or crippled from emerging as inclusionary aspects of social consciousness. Role-taking refusal constitutes both the microfoundation of dehumanization in the case of the oppressor and, in the case of the oppressed, the microfoundation of resistance. Role-taking refusal is linked to Giddens's notion of the reflective project of the self, Omi and Winant's racial formation theory, Feagin's theory of systemic racism, and the perspective of Critical Race Theory.

Methodology – I shall portray role-taking refusal by using historical, theoretical, and empirical works, especially ethnographic studies.

Social implications – The oppressed know the image their oppressors have of them. Refusing to internalize this image is the first step – the microfoundation – of resistance. Role-taking refusal in the oppressed fosters critical consciousness, which, if solidarity with others is formed, can lead to collective action and, possibly, permanent institutional change.

Originality – “The superiority delusion” is the paradigmatic ideology of all oppressors, deployed to justify their power, privilege, and prestige. This delusion is maintained by the microfoundation of dehumanization, which is a systematic refusal to role-take from those over whom oppressors oppress. All other ideologies that justify oppression are derived from some form of “the superiority delusion,” identifying for the first time role-taking refusal as paradoxically both the original sin of social relations and the foundation of social resistance.

This article proposes a conceptual basis upon which to address strategic design as business intellectual capital.

A literature review was carried out on the subjects of strategic design and intellectual capital.

A conceptual basis is derived from the theoretical proposal that strategic design is an intangible, critical factor, which favors organizational competitiveness, when it impacts the betterment of organizational and intellectual capital processes.

On the level of business practice, this article submits a broadened view of design, which may be applied to organizational strategic processes and which transcends its emphasis in the production of goods or services.

In previous literature, strategic design has not been addressed as intellectual capital, which supports the resolution of strategic problems.