Purpose: Performance measurement systems (PMSs) have long been used for monitoring and improving administrative performance. In parallel, organizational ambidexterity refers to firms that manage different organizational functions and various demands to generate performance. The purpose of this paper is to propose that three dimensions of PMS increase organizational ambidexterity and consequently they influence organizational performance. In this framework, organizational ambidexterity mediates the relationships between three dimensions of PMS and organizational performance.Design/methodology/approach: The data were collected through a structured questionnaire sent to Brazilian software companies. Owners, directors, project managers and responsible for company strategy answered the questionnaire. The final sample was 227 Brazilian software firms that answered according to their PMSs and organizational ambidexterity.Findings: The results provide four main findings. First, the three dimensions of PMS, namely—attention focus, legitimization and strategic decision-making—influenced organizational ambidexterity. Second, organizational ambidexterity had a major effect on organizational performance. Third, organizational ambidexterity mediated the indirect effects of attention focus, legitimization and strategic decision-making on organizational performance. Fourth, exploration and exploitation—two dimensions of organizational ambidexterity—mediated the indirect effect of the abovementioned PMS dimensions on organizational performance.Research limitations/implications: Although there are different dimensions of organizational ambidexterity, this paper is limited to two of the most used ones: exploitation and exploration. In addition, the results were limited to subjective—in contrast to objective—performance measures.Practical implications: Software companies can use PMS for attention focus, legitimization of firm’s choices and strategic decision-making to increase their exploration and exploitation capabilities. Moreover, software companies can use strategic decision-making to control existing strategies and establish new strategies for legitimizing ambidextrous choices and thereby support their decision-making process.Originality/value: The data showed that not only organizational ambidexterity mediates the effects of the three dimensions of PMS use on performance, but also exploration and exploitation.

BACKGROUND: The working population is exposed daily to unavoidable climatic conditions due to their occupational settings. Effects of the weather such as rain, heat, and air pollution may increase the risk of diseases, injuries, accidents, and even death during labor. OBJECTIVE: This paper aims to summarize the impacts of climate change on workers’ health, safety and performance, identifying the risks, affected workplaces and the range of methodological approaches used to assess this problem. METHODS: A thorough systematic mapping was conducted in seven scientific international databases: Emerald, IEEE Xplore, Science Direct, Scielo, Scopus, SpringerLink, and Web of Science. Three research questions guided the extraction process resulting in 170 articles regarding the impacts of climate change on occupational health and safety. RESULTS: We found an accentuated trend in observational studies applying primary and secondary data collection. Many studies focused on the association between rising temperatures and occupational hazards, mainly in outdoor work settings such as agriculture. The variation of temperature was the most investigated impact of climate change. CONCLUSIONS: We established a knowledge base on how to explore the impacts of climate change on workers’ well-being and health. Researchers and policymakers benefit from this review, which explores the suitable methods found in the literature and highlights the most recurring risks and their consequences to occupational health and safety.

Os Arranjos Produtivos Locais (APLs) são sistemas que podem ser utilizados para promover a cooperação empresarial, a inovação contínua e o desenvolvimento sustentável das Pequenas e Médias Empresas (PMEs). O processo de gestão de desempenho do APL é construído a partir do planejamento estratégico e com a implantação de ações coletivas de melhoria contínua. Também é necessário construir uma infraestrutura local e um ambiente que estimule a confiança e a cooperação dos membros do APL. A avaliação de desempenho é uma prática que fortalecerá a coordenação e execução das atividades de melhoria contínua do APL. Assim, o objetivo deste trabalho é propor um Sistema de Medição do Desempenho (SMD) que dê suporte ao processo de gestão de desempenho do APL. A proposta foi construída a partir das pesquisas de campo realizadas nos APLs de Ibitinga e Jaú. Os resultados demonstram que a medição de desempenho integrada a um processo sistemático de melhoria contínua promove a gestão colaborativa, aprimora o processo de tomada de decisão ou coordenação das ações planejadas pelas instituições, empresas e outros órgãos que fazem parte dos APLs. É um instrumento que pode ajudar a monitorar o desempenho das PMEs inseridas em uma rede de cooperação empresarial e direcionar as iniciativas coletivas ou ações de melhoria para as principais necessidades do APL.

This study investigates the influence of perceived environmental uncertainty by the manager and the performance measurement through financial and non-financial indicators on startups’ performance. Our study was carried out through a survey sent to startups registered in the Brazilian Startup Association (ABStartups), and the sample used in the data analysis is composed of 103 startups. Our results indicate that financial indicators assist managers in the assessment of startups’ reality and contribute to their perceived performance. On the other hand, non-financial indicators and perceived environmental uncertainty did not have influence. Moderating effects of perceived environmental uncertainty in the relationship between performance measurement and performance were also investigated. In this case, we observed that the perceived environmental uncertainty by entrepreneurs did not influence on startups’ performance and significant use of financial indicators to improve decision making. However, the relationship between non-financial indicators and performance, moderated by environmental uncertainty, became more reliable for the decision-making process of strategies adopted by startups.

Representing financial costs and productivity penalties, work accidents and occupational diseases generate concerns in organizations in a global sphere. Although strategies to reduce or eliminate occupational risks and measures of prevention are being increasingly developed worldwide, accidents remain very frequent (Alli, 2008). According to the Yearbook of Social Security Statistical, in 2018 approximately 235 thousand accidental benefits were granted, including pension for death, sickness, and accident assistance, representing a cost of R$ 366,723.00 (Brasil, 2018). Also, between 2012 and 2018, a total of 351,796,758 working days were lost due to work leave, this number takes into account every work leave that happened across the country even if it happened simultaneously, according to the Digital Observatory on Occupational Health and Safety (2018). International standards, such as ISO 45000, offer guidelines for the standardization of the organization's Occupational Health and Safety Management System (OHSMS), defining criteria, policies and objectives to be followed, however, for these safety measures to be effective, companies need to maintain control over them (Almeida & Nunes, 2014; International Organization for Standardization, 2018).