Concern regarding the circular economy and Industry 4.0 is starting to increase in the emerging countries. This research study aims to analyze the healthcare sustainable supply chain 4.0 by proposing the circular economy transition conceptual framework with the corporate social responsibility mirror. The authors developed an observation guideline to collect empirical data from a private healthcare institution located in Rio de Janeiro, which has been promoting investment in new technologies within its operations. The research observation is between January and April 2017. The results show the glass structure can be a channel that provides the lightning resources, the solar energy with the photovoltaic panels, and the water management. The corporate social responsibility links the social role in healthcare institutions with sustainable practices and it improves smart technologies. The applicability of the internet of things and the internet of services adds value to sustainable practices. The circular economy transition conceptual framework integrates the result analyses. The research concludes that the union among the triple bottom line, Industry 4.0, and the corporate social responsibility allows the transition from the linear model to the circular model and can improve the sustainable healthcare supply chain 4.0.

The global movement around themes like sustainability on its triple bottom line and industry 4.0 allows for the establishment of a ground of connection with corporate responsibility towards society. This current research study was developed between 1 March 2019 to 2 September 2019, through a literature review involving human resources and terms related to the concept of sustainability, industry 4.0, corporate social responsibility, and the youth generation. Its target audience is the world’s youth generation. Two proposals were created after the literature review and data collection, which allowed the elaboration of “an analysis of the corporate social responsibility and the industry 4.0 with focus in the youth generation: a sustainable human resource management framework.” Regarding conclusions, the authors of this research study contribute with theoretical and practical educational purposes to insert the youth citizen into society. This contribution also involves the work of companies on planning and preparing their staffs to develop activities in the communities in their neighborhood. Future studies are stimulated, which will allow the creation of new proposals to be presented, so that the nations can incorporate their youth people on the transitional job market and have a sustainable view for the future generations.

Background/purpose: In comparison to Industry 4.0 (I4.0), Industry 5.0 (I5.0) shows a more systemic transformation that includes business innovations driving the transition to a sustainable, human-centric, and resilient industry. I5.0 implies on rethinking business models, ecosystems, managerial practices, etc. while moving toward sustainable development. Despite the novelty of I5.0 and the growing interest in the subject, the literature is still scarce. Therefore, this study aims to analyze the state of the art and understand the approaches that constitute the study of I5.0, through the lens of business and operations management. Method: A systematic literature review was performed through the lens of the business and operations management literature. Results: Four major themes were identified: (i) technological application, (ii) Human Resources and workers, (iii) education, and (iv) business and operations management. For each theme, the implications, future avenues and practical considerations are presented. Conclusions: Most I5.0 studies have focused on Human Resources and workers discussing the role of technological applications on operator safety. Despite I5.0 calls for a step forward in sustainable development, studies on it are scarce. Also, the literature is still missing practical contributions and frameworks for how I5.0 could impact on business management.

This article presents the state of the art of Lean principles applied in Emergency Departments through a systematic literature review. Our article extends previous work found in the literature to respond to the following questions: (i) What research problems in emergency departments can Lean principles help overcome? (ii) What Lean approaches and tools are used most often in this environment? (iii) What are the results and benefits obtained by these practices? and (iv) What research opportunities appear as gaps in the current state of the art on the subject? A six-step systematic review was performed following the guidance of the PRISMA method. The review analysis identified six main research problems where Lean was applied in Emergency Departments: (i) High Waiting Time and High Length of Hospital Stay; (ii) Health Safety; (iii) Process redesign; (iv) Management and Lessons Learned; (v) High Patient Flow; (vi) Cost Analysis. The six research problems’ main approaches identified were Lean Thinking, Multidisciplinary, Statistics, and Six Sigma. The leading Lean tools and methodologies were VSM, Teamwork, DMAIC, and Kaizen. The main benefits of applying Lean Principles were (a) reductions in waiting time, costs, length of hospital stay, patient flow, and procedure times; and (b) improvements in patient satisfaction, efficiency, productivity, standardization, relationships, safety, quality, and cost savings. Multidisciplinary integration of managers and work teams often yields good results. Finally, this study identifies knowledge gaps and new opportunities to study Lean best practices in healthcare organizations.