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This paper seeks to address the role and impact of employee engagement within an organization undergoing cultural transformation, addressing the issues of monitoring and increasing levels of staff engagement over time.

The paper draws on in‐depth employee engagement surveys over a five year period as part of a case study to illustrate how HR drives and monitors change through employee engagement.

This paper follows a company through enormous organizational change, firstly towards a high performance culture and then to a culture of empowerment. The role of engagement and monitoring processes are highlighted as part of the transition.

The case study does not offer a true multinational case study as only a small proportion of employees are based overseas.

This paper illustrates how an international organization can deliver organizational change and build employee engagement to drive the business forward. The case study offers best practice material for HR managers.

This paper seeks to address the role and impact of employee engagement within an organization that has undergone major change. It looks at the issues of how to monitor and increase levels of staff engagement over time to deliver business results.

It draws on six-monthly employee engagement surveys and a case study to illustrate how HR can drive and monitor change through employee engagement.

This paper follows a company through economic uncertainty to major organizational change and examines how the role of engagement and monitoring can drive business success.

The case study only looks at the issues over an 18 month time period.

This paper illustrates how an HR department can build employee engagement to drive the business forward. The case study offers best practice material for HR managers.

Examines the role and impact of employee engagement in an organization that has undergone major change. Looks at how to monitor and increase levels of staff engagement over time to deliver business results.

Draws on six-monthly employee-engagement surveys and a case study to illustrate how HR can drive and monitor change through employee engagement.

Follows Jupiter Hotels through a period of major change and reveals how employee surveys helped the firm to keep its employees motivated and engaged.

Looks at how a major employer in the hospitality sector coped with organizational change during an economic downturn.

Offers best-practice material for HR managers.

Increased work hours can result in stress and burnout among mine workers. Research within stone, sand and gravel mining operations is limited and has not explored whether health impairment, in this context, influences job satisfaction and turnover intention among these workers.

A path analysis was completed using Mplus to assess a theoretical model and hypotheses associated with model variables to include work hours, stress, burnout, job satisfaction and turnover intention. Cross-sectional survey data from 419 stone, sand and gravel mine workers were used in the path analysis.

Model fit was good. Work hours were positively associated with stress, stress was positively associated with burnout, stress and burnout were negatively associated with job satisfaction, stress and burnout were positively associated with turnover intention and job satisfaction was negatively associated with turnover intention. Burnout partially mediated the relationship between stress and both job satisfaction and turnover intention. Job satisfaction partially mediated the relationship between stress and turnover intention and burnout and turnover intention. An alternate model determined there was no direct relationship between work hours and burnout and that this relationship was fully mediated by stress.

Findings illustrate the importance of managing work hours among mine workers to reduce health impairment and to bolster job satisfaction and reduce turnover intention.

The paper investigates how visibility, information technology and innovation management impact sustainability performance. It proposes a framework explaining the role of visibility in driving firms' sustainable performance and the relevance of innovation management and information technologies in enhancing organisational visibility. This study intends to add to the discussion within the management literature about the potential of innovation management to drive sustainability. It seeks to provide insight into the practices that small and medium-sized enterprises (SMEs) can adopt to improve their sustainable performance.

Using empirical methods, the study investigates SMEs in central Mexico. The demographic information in the dataset includes 15 years as an average length of service from firms. Of the surveyed firms, 70% were from the manufacturing sector and 30% were from the service sector, as these are the most representative sectors of the productive region. A variance-based structural equation model approach was used to test the hypotheses, processed with the partial least squares (PLS) regression method.

The research results show that visibility significantly impacts sustainability performance. Innovation management has a higher influence on visibility than information technologies, emphasising the need to improve the quality of information in firms, not just the tools. The findings support managers in comprehending the crucial importance of visibility in aiding firms to achieve higher sustainability performance.

The study only examined a sample of Mexican SMEs; therefore, the findings' generalizability must be considered within this context. Secondly, the survey only focused on services and manufacturing firms and a more detailed analysis of the sector could provide further clarity on the relationships between variables. As a result, future research should consider these limitations and explore additional contexts to improve the overall understanding of the topic. Moreover, the scale used to measure the variables was adapted from other researchers with similar context research and reflective variables.

The results provide helpful information for SME managers about the importance of focusing on innovation management processes and employing information technologies as crucial managerial strategies. This will aid in increasing visibility and supporting the development of sustainability performance in firms.

The world red-code, among others, with climate change and social gaps, has generated the need to contribute to sustainable development, and it has mobilised people on all levels all over the world for the simple purpose of preserving life. Therefore, society, as a crucial group that affects and is affected by this red-code situation, should act in favour of visibility, the use of high-quality information (e.g. transparent, accessible and relevant) and information technologies to promote sustainable practices. This could mean that society should be prepared to incorporate new capabilities and spaces to interchange knowledge as a participatory community that can contribute to better sustainable dynamics that could expand its participation in public decisions. Also, the government should encourage digital democracy (e.g. develop social participation platforms), opening and harmonising rules and mechanisms combining high-quality information with IT to provide flexible and adequate services that support sustainable development, such as efforts towards constructing sustainable and smart cities.

This study explores how innovation management can drive firms' sustainability performance, which is crucial for improving competitiveness. The question of how to enhance sustainability performance through managerial drivers is a critical one. This study empirically investigates the nexus of visibility and sustainability performance, innovation management and information technology with visibility.

Using a contingency approach, the purpose of this paper is to study how organizational factors (such as the organizational life cycle, firm size, firm ownership concentration and firm technology) determine the relative importance of the monitoring and provision of resources roles provided by board members.

This paper highlights the importance of contingency factors in carrying out board’s roles using a sample of 579 European firms registered in the STOXX Europe 600 index. The authors used a longitudinal analysis for the period from 2002 through to 2011.

The results show that the monitoring role is more relevant for companies that are large, are operating at the mature and stagnant stages, have a dispersed ownership and are low-technology. However, the provision of resources role is more relevant for companies that are in the growth and stagnant stages, and have a concentrated ownership.

The traditional analysis that relates the board’s structure and composition to the board’s roles focuses on determining what board should be the best. It plays little attention to analyzing which organizational factors affect the importance and presence of monitoring or resource dependence roles. In this regard, this work adds significant insights to agency theory and resource dependence theory as, with a contingency framework, the research aims to find what functions the board needs to develop in order to get better firm performance.

This paper aims to study the relationship between the knowledge obtained in social networks by firms together with the firms’ knowledge absorptive capacity and organizational unlearning as influencers of service-dominant (S-D) orientation, as well as the mediating role of absorption capacity and organizational unlearning in this process.

The sample amounts to 101 responding companies, obtained from the SABI database. The companies belong to the service sector in Spain and have at least 50 employees and 5 years or more of existence in the market. The model was estimated through partial least squares structural equation modeling with smartPLS software 3.2.6.

The results show that the use of social media is very important for firms to acquire knowledge and capabilities that help them to become S-D oriented. In addition, absorptive capacity and unlearning processes are dynamic capabilities necessary to transform the knowledge acquired in social media and to become S-D oriented.

Companies’ managers draw conclusions that can generate great value, while better meeting the needs and desires of the market, the more knowledge is obtained. In addition, the use of the knowledge generated in this process will reduce the risk of sudden changes in the market.

The more knowledge is gained using social networks, the better the companies’ managers will be able to draw conclusions that can generate great value, while at the same time better satisfying the needs and desires of the market, and thus create capacities that allow the company to be service-oriented. In addition, the use of these knowledge platforms strengthens the strategic advantage of companies through the promotion of innovation and by relating dynamic capabilities with the orientation toward sustainable development. As mentioned above, a process will be generated that will reduce the risk of sudden changes in the market.

This is one of the few studies trying to study the antecedents of S-D orientation and the first to study the direct effect of social media use, and the direct and indirect effect of absorptive capacity and organizational unlearning on S-D orientation as dynamic capabilities.

This chapter analyzes the way in which challenge-based learning (CBL) is conceptualized and used in a private university in Puebla, Mexico, to promote social innovation. The university has recently changed its educational model, incorporating more integrative teaching and learning methodologies. The university has considered the 2030 Sustainable Development Goals (SDGs), especially the first goal to end poverty and the 10th regarding reducing inequality. These goals are relevant because the university is located in the state of Puebla, which has ranked fifth in the country (out of 32) in terms of poverty, especially in rural areas, where 58% of the population is living in poverty or extreme poverty conditions (CONEVAL, 2018). An example of a successful CBL project will be presented, showing how students have worked with their professors, community experts, and other stakeholders. In 2020, the university was recognized by the Times Higher Education World University Ranking as the number one university in Mexico to fight poverty based on the United Nations SDGs because of its CBL activities and social projects. Through these projects, students, administrators, and professors put into practice and develop different skills such as teamwork, analysis, facing new realities, innovating to design solutions to the problems in their environment, and beyond.