This paper investigates the strategic dimensions influencing the adoption of environmental innovations (EIs) in small and medium-sized manufacturing enterprises (SMEs) in Mexico City. The study aims to understand the fundamental strategic dimensions defining eco-innovation and examine how SMEs manage the complexities of incorporating these practices. Employing a mixed-methods approach with documentary analysis and expert interviews, the study identifies key factors influencing EI adoption through causal maps and the viable system model. Findings highlight the significance of external and internal factors such as competitive pressure, economic constraints, technological capabilities, political support, and social influence. This integrative approach emphasizes the importance of adaptability and responsiveness, presenting eco-innovation as a source of sustainable competitive advantage for SMEs.

Developing the company’s capacity to deal with changing environments means ceasing to see processes as a traditional and linear model. Therefore, the objective of this research is to apply VSM to HRM to show its complexity. It is qualitative research, which is carried out in two moments. The first consists of a literature review in the WoS, and the second, is the design of the model “MV-HRM”, based on the approach of complex adaptive systems, viable system model, soft system methodology, and holistic theory. The MV-HRM consists of five systems: (S1) HRM processes, (S2) information system (S4) operational control, (S4) strategic planning and (S5) governance. The model emphasizes the relationships and interactions it has with its immediate and future environment. Finally, the contribution of the research is to show another look and understanding of the functioning of HRM, in addition to awakening the interest of strategists to develop best practices that allow them to respond in an agile way to the dynamic and complex environment.

This paper investigates the strategic dimensions influencing the adoption of environmental inno-vations (EIs) in small and medium-sized manufacturing enterprises (SMEs) in Mexico City. The study aims to understand the fundamental strategic dimensions defining eco-innovation and ex-amine how SMEs manage the complexities of incorporating these practices. Employing a mixed methods approach with documentary analysis and expert interviews; the study identifies key factors influencing EI adoption through causal maps and the Viable System Model. Findings high-light the significance of external and internal factors such as competitive pressure, economic con-straints, technological capabilities, political support, and social influence. This integrative approach emphasizes the importance of adaptability and responsiveness, presenting eco-innovation as a source of sustainable competitive advantage for SMEs.

The study addresses the challenges companies face in increasingly complex environments, which traditional Human Resource Management (HRM) models struggle to address. It proposes a Viable Model of HRM (MV-HRM) based on systems thinking and complex adaptive systems to enhance flexibility and adaptability. This model integrates five interconnected systems: operational processes, information systems, operational control, strategic planning, and governance. The methodology used includes a qualitative literature review to identify existing research gaps and the subsequent design of the MV-HRM using Beer's Viable System Model (VSM). The results show that MV-HRM enhances organizational resilience by promoting self-organization and interaction between systems, which supports agile decision-making in response to external changes. The model highlights the importance of aligning HRM with dynamic environments through effective communication, feedback, and a systemic approach to human capital management. The findings emphasize the need for HR leaders to adopt holistic strategies that integrate internal processes with environmental demands, ensuring long-term sustainability and competitive advantage. The study concludes that understanding HRM as a viable system is essential for addressing the complexity of modern organizational environments.