The purpose of this chapter is to highlight the importance of cross cultural collaboration and leadership contextualized in a knowledge management paradigm with innovation and intangibles as cornerstones of competitive advantage. It is our intent to shed light on the importance of new knowledge arising from the paradigm shift of organizational values wherein intangibles lie. An innovative culture based on learning steers organizations on human potential with a new mindset to develop core competencies. This chapter demonstrates how core values of commitment, tolerance, involvement and willingness to take risk foster organizational sustainability in the new age paradigm. Complex, dynamic and turbulent organizational environments lead to second order learning, as opposed to first order learning. Organizational memory is reinforced in an environment of collaborative effort and committed knowledge workers. The quality of learning depends on leadership fostering teamwork and harnessing a common vision and organizational principles that nurture and encourage trust.

The world’s economy is experiencing important changes brought on by diverse factors, namely technological advancements, the appearance and diffusion of personal computers, high-speed telecommunications, and the Internet. These technological changes have influenced the corporate environment, with recent decades denominated as the information economy, the digital economy, the economy of knowledge, a risk society, and the age of quality and innovation. To designate the key concept of the new economic era as “intellectual capital” implies a classification and evaluation effort in order to proceed with its generalization. In today’s world, the study of a model capable of adding explanatory diversity to intellectual capital is very relevant. We observed a true panoply of concepts in the analyzed models based on a literature review. The conceptual evolution during recent decades has motivated many investigations in this field, resulting from the phenomenon of globalization, growing technological innovation, and the observation of significant disparities between the market value and the accounting value of companies. This article describes an investigation carried out, presenting an explicative model of intellectual capital based on four distinct patterns, which are the aggregating factors of the existing conceptual diversity. We present the identification of a model with two axes, x (the type of knowledge, from tacit to explicit) and y (the capital of knowledge, from human to structural), which represents the conceptual diversity mirrored in four quadrants resulting from the research carried out with an initial exploratory study and two following studies with 45 and 72 specialists. In this article we analyze the Martins model, which proves to be essential for systematizing and mapping the dimensions that intellectual capital includes. This model can be used to identify the different aspects of intellectual capital in an organization and thus contribute to its understanding, optimization and good management.

Testou-se um modelo que relaciona as três componentes do comprometimento organizacional com a voz, mediada pela satisfação com o trabalho. Introduziram-se dois perfis baseados na componente normativa. Um primeiro, denominados de Dever Moral de elevada componente afetiva e normativa e um segundo com elevada componente calculativa e normativa denominado de Obrigação por Dívida (Meyer & Parfyonova, 2010). Foi testado, inicialmente, o modelo proposto. Posteriormente verificou-se em que medida é que esse modelo diferia de um perfil de Dever Moral para um perfil de Obrigação por Dívida. Os resultados revelaram que cada um dos perfis determinava modelos diferentes, pelo que demostrou-se a necessidade de se continuar a realizar estudos referentes à componente normativa. Este trabalho revelou também a importância em percecionar os diferentes tipos de vozes que emergem nestes contextos. Finalmente, invoca-se a necessidade das organizações passarem a gerir os afetos, visto a componente afetiva ter assumido um papel preponderante independentemente do perfil de comprometimento. Foram discutidas as implicações dos resultados obtidos.

In this article, we propose that social economy organisations (SEOs) can improve their effectiveness if their leaders create a strategy for the management of organisational identity, that is, if they get involved in identity work. After placing the mission at the core of the effectiveness of SEOs, we identified four main focuses of identity work that we see as fundamental to promote the performance of these organisations: a) identity as a lens and as a compass; b) identity as a resource; c) management of multiple identities; d) identity as source of identification. We end with the suggestion of SEOs leaders' development practices that, by emphasizing these four lines of identity work, take advantage of organisational identity, a valuable asset to be used by all those who place the collective benefit above all other income obtained through organised action.

Objective: This study investigates the influence of internal marketing strategies on organizational talent retention at Jupiter Marina Hotel (JMH), a unit within the Jupiter Hotel Group. The aim is to explore how specific internal marketing practices, such as employee satisfaction, engagement, and commitment, impact the retention of key talent. Methodology: A mixed-methods approach, incorporating both quantitative and qualitative analyses, was employed. The study gathered data through a survey of JMH employees and structured interviews with management. Factor analysis and Pearson’s correlation were used to assess the relationship between internal marketing practices and talent retention. Findings: The results reveal a significant positive impact of internal marketing strategies on talent retention, particularly through the dimensions of employee satisfaction, engagement, and commitment. Practices related to leadership, communication, training, and cultural initiatives were found to be critical in fostering a supportive work environment that enhances employee retention. Value Added: This study contributes to the understanding of how internal marketing strategies can be leveraged to retain talent in the hospitality industry. By comparing employee and management perspectives, it provides insights into the mechanisms through which internal marketing influences organizational commitment and reduces turnover intentions. Recommendations: It is recommended that JMH and similar organizations strengthen their internal marketing practices, particularly focusing on leadership development, continuous employee training, and transparent communication. Enhancing these areas will likely lead to higher levels of employee satisfaction, deeper engagement, and stronger commitment, ultimately improving talent retention rates.

O debate nacional acerca da gestão dos estabelecimentos de ensino básico e secundário tem estado centrado em problemas curriculares e disciplinares sem atender a questões relevantes nos domínios da eficiência. O presente texto procura trazer para o cerne do debate a necessidade de se dispor de indicadores fiáveis e facilmente interpretáveis por um conjunto vasto de atores sociais interessados na eficiência das organizações escolares. Na ausência desta comparabilidade entre estabelecimentos escolares dificilmente se poderá escapar a uma captura do debate democrático por interesses meramente corporativos e ou pela questão ideológica, afastando deste os principais interessados, os pais e outros atores pertinentes da comunidade educativa envolvente. O estudo de caso que suporta a apresentação e interpretação de indicadores de gestão revela que a procura de indicadores de eficiência permite, por um lado, levantar questões pertinentes de eficácia subjacentes e por outro, ganhar os docentes e outros funcionários para uma tomada de consciência da importância da gestão dos recursos humanos disponíveis nestas organizações