Purpose: The purpose of the study is to identify which factors facilitate and hinder change management in the business strategy execution journey and contribute to its transformation.Design/methodology/approach: Companies that have implemented organizational transformation projects, as an adaptive response to their survival, were studied. The authors chose to work with three companies that went through strong changes in the period between 2014 and 2019. A total of 12 professionals were interviewed, encompassing top management and team members.Findings: Cases were described, and the learning from them culminated in the recommendation of six managerial propositions, which should guide change agents in the planning and execution of their business transformation journeys.Research limitations/implications: The findings were observed in the three case studies that implemented change management strategies. Failure case studies were not considered, which could present other managerial propositions.Originality/value: The results of the article highlight the importance of coalition issue before the urgency in the organizational change model and also the importance of institutionalization along the change journey. As a managerial contribution is the model called “framework of the journey of execution and transformation of corporate strategy”, which serves as guidance for executives and agents of change in organizations.

This article presents a case study of two companies operating in the Brazilian market;one in the electrical energy sector, and the other in the pharmaceutical sector, both of whichappeared on the list of 150 Best Companies to Work for in Brazil in 2012, and have stated thatthey consider retaining talents to be essential to their Human Resources strategies. Thesecompanies identified the professionals they considered to be talents, through the applicationof a questionnaire to the employees, with 51 statements, the results of which were used toanalyze the link between retention factors and intention to remain in the company. Togetherwith the application of the multiple regression technique for associations between the variables,the retention factors, measured by means of the employees’ perceptions, were qualitativelylinked to the practices of talent retention adopted by the companies. Among the results, it ishighlighted that the retention factors explained 86% in company A, and 83% in company B, ofthe variation in the variable “intention to remain in the company.” It was observed that thetalents are determined by the management model of each company, and that the employeeswho were considered talents based on their current performance, together with those withpotential to be considered talents in the future, represent 20% of the company’s staff. Basedon the results, we believe that before implementing a talent retention strategy, companiesneed to understand the influence of the macroeconomic scenario on the job market; the socialinfluences that impact on employees’ career expectations; and the individual personalities ofthe talents.

As atuais opções profissionais são diferentes das vislumbradas no planejamento original da carreira de certas pessoas, como, por exemplo, os ex-funcionários do Banespa, privatizado no ano 2000. A pesquisa apresentada neste artigo teve como objetivo identificar se e como as carreiras sem fronteiras se manifestam na gestão pessoal da transição profissional desses trabalhadores. O procedimento metodológico foi o quantitativo, aplicando-se um questionário fechado a uma amostra aleatória proporcional, estratificada em dois grupos: os que permaneceram trabalhando na instituição após a privatização, e os que foram desligados voluntariamente em 2001. A suposição, levantada na hipótese 3, de que as respostas desses dois grupos apresentariam diferenças, foi negada. Os resultados, que levaram à aceitação da hipótese 2, apontaram que a maneira como a pessoa gerencia sua carreira enquanto trabalha na empresa estável influencia a gestão pessoal da sua transição profissional, influenciando também a manifestação das carreiras sem fronteiras. Não foi possível estabelecer um padrão para essa manifestação durante a transição profissional; dessa forma, aceitou-se a hipótese 1. Foi possível concluir que as carreiras sem fronteiras podem não corresponder à realidade absoluta das carreiras atuais, mas certamente ajudam na compreensão dessa realidade.

Purpose: The purpose of this paper is to identify the relationship of career anchors with three aspects: the millennials’ professional skills, the millennials’ awareness of the replacement of jobs with new technologies and the technological stress in the millennials’ working environment. Design/methodology/approach: The responses of 200 questionnaires were analyzed using descriptive and variance analysis techniques. Findings: Among the three hypotheses raised, two were confirmed, showing that these young people recognize the development of professional skills through new technologies, but are not highly sensitive to the stress associated with technological innovations. Originality/value: The paper contributes to a recent debate, which emphasizes the impact of the application of new technologies on the nature of study and employment levels.

Career anchors and values from different career management perspectives

Este trabalho tem por objetivo principal analisar a influência das competências coletivas sobre o desempenho coletivo de equipes de alunos de gastronomia de uma universidade privada. Com uma proposta metodológica quali-quantitativa, o estudo utilizou o método comparativo e a técnica de observação em 12 encontros para trabalhos coletivos no Laboratório de Alimentos, por 131 alunos distribuídos em 21 equipes: 10 equipes do quarto período e 11 do segundo período. As equipes foram observadas de forma sistemática, uma aula prática semanal, período de quatro meses sequenciais e avaliadas por meio de dois instrumentos de coleta de dados: o formulário quali-quantitativo de competência coletiva e o formulário de notas acadêmicas. Para análise dos dados, a pesquisa empregou métodos estatísticos para obter as médias dos escores quantitativos das variáveis para testes de correlação, cálculo do coeficiente de correlação de Pearson, além de interpretações qualitativas de indicadores de competências coletivas. A correlação positiva entre competências coletivas e desempenho coletivo apareceu apenas nas equipes do quarto período que já trabalham juntas há mais de um ano, e se diferenciaram pela presença de liderança e indicadores de competências coletivas.