Purpose: The core of this study is women in mining. The aim of this study was to analyze the perception of women, about their work environment, their career, the human resources policies and practices and the work–family balance in the context of a multinational organization in the sector.Design/methodology/approach: The case study was carried through semi-structured interviews with 27 women who work in this organization.Findings: Although women report that they are capable of exercising any position/function in the company, they perceive wage gap in the investigated organization; that maternity leave and the fact of having children impact their career and their rise to higher positions in the organizational hierarchy negatively; situations of prejudice and discrimination experienced at work. Sometimes subtly, sometimes not so subtly, but they still constitute barriers faced by women in mining.Originality/value: Although the debate around the issue of gender inequality in organizations is not recent, little has been produced about the working condition of women in occupational fields where male domination is strong, such as mining.

A literatura sobre transferência de conhecimento tem privilegiado uma perspectiva unidimensional na análise de fatores que influenciam esse processo. Argumenta-se, neste artigo, que diferentes fatores relativos tanto ao contexto relacional quanto ao contexto organizacional influenciam o processo de transferência de conhecimento entre organizações. A fim de analisar a influência desses fatores no processo de transferência de conhecimento, realizou-se um estudo de caso qualitativo na Embrapa Milho e Sorgo. Os resultados mostram que fatores do contexto relacional, tal como a baixa conexão e integração entre as organizações (fonte e receptora), e fatores do contexto organizacional, tais como a baixa capacidade absortiva da receptora e a baixa motivação (aprender e ensinar) das duas partes (fonte e receptora), afetam negativamente o processo de transferência de conhecimento.

An increasing number of studies are being conducted with the objective of understanding discriminatory practices associated with the management of female professionals. Aimed at broadening this discussion in the context of the fourth industrial revolution, this paper discusses results of a quantitative research developed with 45,217 professionals (including women and men) from Brazilian companies participants of the Alliance for the Empowerment of Women, an initiative by UN Women. The results show that women are still underrepresented at the top level of organizations and have little participation in the most demanded professional areas in the context of the Industry 4.0.

Purpose: The dynamic capabilities (DC) literature focuses primarily on top managers. Although recent studies have drawn attention to middle management's (MM) relevance, these professionals have not been the focus of much attention in the DC literature. The purpose of this paper is to investigate whether and how MM influences DC dimensions.Design/methodology/approach: Through a qualitative strategy and case-study method, 13 MM professionals from four Brazilian companies embedded in competitive and dynamic contexts were investigated. The “micro-practices” approach was used to operationalize the DC construct.Findings: The evidence shows that MM influences DC dimensions. This influence appears to emanate from 19 identified and named micro-practices.Practical implications: By examining how micro-practices (micro-level) influence macro-level DC dimensions, this article raises the significance of including the micro-practices identified herein in management-training programs.Originality/value: The first relates to the identification of micro-practices within the MM scope. The second relates to the association of micro-practices with management functions. The third relates to the association of micro-practices with DC dimensions. Thereby, this article highlights how DC work in organizations' daily activities. The fourth is the construction of a framework that demonstrates how to integrate the DC micro (micro-practices), meso (managerial functions) and macro (DC dimensions) scopes. Fifth, this paper affirms the emerging research stream that stresses MM's relevance for DC generation.

O objetivo da pesquisa foi o de identificar os fatores críticos da transferência de conhecimento (TC) entre uma universidade pública brasileira e suas empresas parceiras e analisar como eles influenciaram no desempenho do processo. A revisão teórica contemplou a discussão sobre os fatores que, de acordo com a literatura na área, influenciam de forma decisiva na TC entre U-E. Em termos metodológicos, foi realizada uma pesquisa qualitativa com base no método de estudo de caso instrumental, sendo analisados dois projetos desenvolvidos entre uma universidade pública brasileira e suas empresas parceiras a partir de 14 entrevistas e documentos secundários. Os resultados revelam que dois fatores foram decisivos para a TC: o relacionamento estabelecido entre a universidade e empresas parceiras, e as características do professor (o seu know-how e a sua motivação para a TC). Enquanto o relacionamento contribuiu para minimizar a percepção de distância cultural entre U-E, o know-how dos professores tornou a parceria atrativa sob a ótica da empresa.

This article investigates the role and ways of action of leaderships in urban contexts characterized by urban revitalization processes (RJ/Brazil). Adopting as its theoretical basis the bibliographical review of the literature on leadership and public area requalification processes, as well as research conducted by Jacobs (2011) on diversity and innovation, the present research may be characterized as qualitative in nature (case study). Results indicate that the Porto Maravilha project has transposed business concepts to public administration. Today, the keynote lies in the attraction of new enterprises and in the construction of urban revitalization projects for the city's makeover. With regard to the leadership, although public leadership has apparently adopted management instruments for decentralizing management and for public participation, these measures were not enough to achieve an effectively shared leadership that would reflect the multiple interests of different actors (as the theory of relational leadership presupposes). Thus, a set of contradictions and dilemmas for the leaders is apparent, among them: how to build an effectively-shared leadership, as every urban transformation project depends on the negotiation and complex interaction between different social actors?