The incorporation of sustainability in universities finds the greatest barriers in the field of teaching. The curricula do not usually cover all dimensions of sustainability as most of the experiences are isolated and they do not reach all students. Within a larger study, an exploratory investigation has been carried out on how sustainability competences are being integrated into the programs of both Informatics Engineering and Industrial Engineering degrees of 25 Spanish universities. The main findings suggest that existing courses in the domain of the humanities and engineering projects, as well as the final degree project, are very appropriate areas for developing a holistic and reflective approach. Likewise, there is a lack of environmental issues in Informatics Engineering, and ethical issues do not usually appear in Industrial Engineering courses. In general, there is no systematic and strategic integration along the degree programs. However, inspiring practices have been identified to propose lines of action and a curriculum model to embed sustainability into engineering education coherently and effectively. In addition, some reflections on drivers, opportunities, and challenges to achieve it are presented.

The technological challenges of the so-called fourth industrial revolution, innovative inter-organizational network relations, integration in corporate strategies of sustainability challenges, or unsatisfactory levels of staff commitment stemming from complexity and related uncertainty are some of the main key issues that organizations have to face in the near future. In this context, the appearance of the ‘evolutionary organization’ model marks an important milestone in terms of a renewed identification of fundamental principles for organizations, arguably as an update or revision of systemic thinking. This model allows organizations, functioning as living beings, to be more agile and humanistic and better prepared to establish agile and trustworthy inter-organizational relationships. Collaborative platforms are possible from that ability to add value between organizations while also being closely aligned with the principles and values of evolutionary organizations. The purpose of this paper is to provide insights into how these (teal) organizations work with respect to their common principles of wholeness, evolutionary purpose, and self-management. In the end, the study intends to highlight relevant practical organizational aspects that can better facilitate the management of current and increasing complexity, as well as the transition to more humanistic-oriented organizations.

Achieving universal access to energy by 2030 (Sustainable Development Goal 7.1) hinges on significantly scaling up and accelerating electrification efforts in developing countries. Governing the ecosystem of government agencies, energy utilities, practitioners, development and finance institutions, banks, NGOs, academia, and, most importantly, beneficiary communities to accelerate the pace of electrification requires the interweaving of technological innovation, disruptive business models, improved institutional frameworks, and inclusive multi-stakeholder decision-making, to ensure that no one is left behind. The foundation of this article is based on extensive insider research, including 14 national electrification plans, numerous visits, field studies, and semi-structured interviews with these actors conducted over ten years in 25 countries. This article presents a novel comprehensive conceptual approach that integrates both macro (national and global) and micro (local and individual) level mechanisms and the role of cultural factors and shared values within the ecosystem in driving and accelerating action within a harmonized regulatory, policy, and planning framework. It outlines the essential mechanisms for effectively engaging and empowering governments, utilities, donors, and local actors to accelerate the path to universal electrification through the most cost-effective articulation of diverse technologies and business models.

La innovación organizativa puede ser una de las palancas para implementar mejores prácticas de gestión en el sector público. Sin embargo, esta innovación debe examinarse a la luz de la complejidad, ya que se trata de una característica principal de las políticas públicas, así como de las organizaciones del sector público que se ocupan de esas políticas. Para hacer frente a esa complejidad, esta investigación utiliza el marco conceptual desarrollado por Frédéric Laloux en su indagación sobre las organizaciones ‘Teal’, vinculándolo a los antecedentes teóricos sobre la aplicación de la teoría de la complejidad a los estudios sobre organizaciones y gestión pública.El objetivo principal de la investigación es así pues identificar y analizar, según el marco de las organizaciones ‘Teal’, experiencias de innovación organizativa en las administraciones públicas europeas. Para este análisis se examinan la estructura organizativa, los procesos de recursos humanos y las prácticas cotidianas (rutinas repartidas por la organización que incorporan valores y políticas), junto con las condiciones para la aparición de estas iniciativas, los elementos clave para su sostenibilidad y su efecto en el desempeño de la organización.La investigación utiliza el estudio de caso como estrategia, identificando cuatro casos en los que se están implementando diferentes formas de innovación organizativa: el Servicio Público Federal Belga de Seguridad Social, el Conservatorio Municipal de Música de Barcelona, la unidad A.2 de la Agencia Ejecutiva para la Pequeña y Mediana Empresa (EASME) de la Comisión Europea y el Tribunal de Cuentas Europeo.Aunque la muestra de casos es demasiado pequeña para sacar conclusiones generales, los resultados revelan que la innovación en prácticas organizativas en el sector público no solo es posible, sino que está ocurriendo. Al comparar estos cuatro casos, la investigación encuentra algunos patrones comunes que podrían ser utilizados como referencia por los profesionales del sector público interesados en introducir nuevas formas de trabajo en sus organizaciones.

Organizational innovation can be a promising path for public administrations to follow to become more supportive of the realization of sustainability goals. With the Teal Organizations framework as a reference, this study explores organizational innovation in Spanish public administrations by assessing the extent and patterns of the implementation of selected innovative organizational practices, with the aim to help them improve. This study performs multivariate and individual analyses of the variance and factor analysis of the responses given by Spanish public sector employees to an online questionnaire about the degree of implementation of certain practices in their organization. The results show that there are little differences in the degree of implementation of these practices among the national, regional, and local administrations and that this implementation does not seem to be guided by the three principles of Teal Organizations: self-management, wholeness, and evolutionary purpose, but by five factors combining them, labeled as trust, task assignment, meetings management, hierarchy, and community and values. Because of the low degree of implementation of the practices under the community and values factor and the comparatively low effort required to introduce them, these practices appear as interesting options to explore when considering administrative reforms.