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.

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.

In recent years, telework (TW) has been seen as a feasible and flexible alternative to deal with global and market risks; however, companies’ lack of vision and planning to implement it has generated the reality that TW, far from bringing advantages, generates personal and social labour conflicts. The objective of this research is to design a TW adoption sustainable process (TW-ASP) that guides the development of organizational strategies to maximize benefits and mitigate challenges for companies, employees, and society. This qualitative study comprises three phases: a review of previous research in Web of Science, identification and inter-relation of relevant variables, and TW-ASP design using Cooper’s stage-gate methodology. The process includes three stages, and each one has a gate: TW thinking, TW decision, and TW adoption. Each stage and gate is structured according to linkages between technological, organizational, labour, and social variables. TW-ASP positions TW as a sustainable initiative requiring a holistic and systemic approach. This study offers a proposal that can serve as a reference for designing organizational strategies aimed at sustainability.

Ante la necesidad de generar conocimiento que traspase la visión disciplinaria y el desarrollo de investigación e innovación responsable (por sus siglas en inglés RRI), el objetivo de esta investigación es diseñar un proceso transdisciplinario que integre el enfoque de la RRI en las empresas para fortalecer el compromiso y desarrollo de objetivos de orden superior tanto para el individuo como para la sociedad. La investigación es de corte cualitativo, de tipo documental, se lleva a cabo en dos fases: la primera, consiste en una revisión de la frontera del conocimiento referente a la TD y la RRI, en publicaciones de los últimos cinco años, en la web of science. En la segunda, se configura el proceso TD-RRIE, cimentado en la metodología de los sistemas suaves, la teoría holónica, la metodología de stage-gates y el enfoque por competencias. El proceso consta de cuatro momentos, a través de los cuales se busca promover actuaciones éticas y socialmente admisibles, así también, se pretende que el proceso logre que la organización conciba la RRI como un patrón de pensamiento integrado para observar la realidad e incidir en la sociedad en general.

The aim of this research is to develop a preliminary causal loop diagram (PCLD) of the tacit knowledge (TK) provisioning in a firm, from the knowledge-based human resource management (KB-HRM) perspective, which facilitates understanding phenomenon dynamics for designing strategies that ensure attraction, retention, and exploitation of TK. This research is qualitative and exploratory, conducted in two phases. In the first phase, we identified variables and KB-HRM processes involved by reviewing relevant documents from Web of Science to create a PCLD. The second phase involves designing this diagram. Findings suggest positive and negative interactions that favour and disfavour TK provisioning. Thus, organisational innovation is essential, requiring knowledge, particularly TK, and indispensable HR participation, as they possess and generate this knowledge. The diagram’s novelty is based on causality between twenty-three variables, grouped into three systems: (S1) acquisition of new TK, (S2) acquisition of existing TK, and (S3) loss of TK; and six KB-HRM-related processes. Therefore, PCLD presents the first step towards understanding TK provisioning complexity, as knowing TK inflows and outflows is crucial for firms to make better decisions and formulating strategies related to TK acquisition and retention.