Purpose: This article aims to introduce a guide to improving hospital bed setup by combining lean technical practices (LTPs), such as kaizen and value stream mapping (VSM) and lean social practices (LSPs), such as employee empowerment.Design/methodology/approach: Action research approach was employed to analyze the process of reconfiguration of bed setup management in a Brazilian public hospital.Findings: The study introduces three contributions: (1) presents the use of VSM focused specifically on bed setup, while the current literature presents studies mainly focused on patient flow management, (2) combines the use of LSPs and LTPs in the context of bed management, expanding current studies that are focused either on mathematical models or on social and human aspects of work, (3) introduces a practical guide based on six steps that combine LSPs and LSPs to improve bed setup management.Research limitations/implications: The research focused on the analysis of patient beds. Surgical beds, delivery, emergency care and intensive care unit (ICU) were not considered in this study. In addition, the process indicators analyzed after the implementation of the improvements did not contemplate the moment of the COVID-19 pandemic. Finally, this research focused on the implementation of the improvement in the context of only one Brazilian public hospital.Practical implications: The combined use of LSPs and LTPs can generate considerable gains in bed setup efficiency and consequently increase the capacity of a hospital to admit new patients, without the ampliation of the physical space and workforce.Social implications: The improvement of bed setup has an important social character, whereas it can generate important social benefits such as the improvement of the admission service to patients, reducing the waiting time, reducing hospitalization costs and improving the hospital capacity without additional physical resources. All these results are crucial for populations, their countries and regions.Originality/value: While the current literature on bed management is more focused on formal models or pure human and social perspectives, this article brings these two perspectives together in a single, holistic framework. As a result, this article points out that the complex bed management problem can be efficiently solved by combining LSPs and LTPs to present theoretical and practical contributions to the important social problem of hospital bed management.

Purpose: This research aims to structure a hierarchical model that integrates the industry 4.0 (I4.0) concepts and standardizes concepts based on the literature. Originality/value: Kamble et al. (2018) point out the lack of architecture to represent I4.0 concepts. This paper brings an approach to the relationship between these concepts of I4.0. It expands the studies by Ghobakhloo (2018) and Liao et al. (2017) and homogenizes terms present in the literature. Design/methodology/approach: From a systematic review of the literature in the Scopus and ScienceDirect databases, from 2011 to 2019, 91 articles were reviewed, of which 58 articles were analyzed. Findings: From the literature, the terms related to I4.0 were grouped into three categories: technologies, principles, and dimensions. Technology clusters represent tools used to promote changes and transformations in the processes, here called principles. These changes and transformations create new industry standards, enabling process integration for problem-solving, and contributing to implementing intelligent management. The relationship between these categories results in a hierarchical model for I4.0 concepts. This hierarchical model can be used to identify opportunities for future research, demonstrating associations between categories that have not yet been explored. It opens possibilities for organizations to enter the fourth industrial revolution. The results help practitioners and researchers to understand this new process in detail and facilitate the construction of a valid and operational intelligent manufacturing platform.

The Covid-19 pandemic impacted the world economies. Among the most affected sectors is the service sector, with the tourism segment standing out. Museums, parks, theatres, and tourist monuments had a great challenge with the period of social detachment. Digital transformation was the way adopted by companies to connect with their audiences and, consequently, contribute to the different segments of the value chain such as accommodation, transport and leisure and recreation. Thus, the managers of tourist attractions bet on entrepreneurial actions supported by digital transformation to change the business model in the face of the new pandemic scenario. The literature is still scarce to explore these actions adopted by museums worldwide. Thus, the research aims to identify the actions related to digital transformation adopted by museums in Ouro Preto during the pandemic period and compare them with the actions adopted by other museums around the world. Ouro Preto is a historical city of Brazil, conferred by Unesco. These museums are one of the main attractions of the city, whose economy is anchored in this segment of the service sector. This research comprises a Systematic Literature Review, using the PRISMA method. The literature served as a basis for the preparation of the protocol for collecting information from museums in Ouro Preto, guiding the comparative study of the actions practiced by them and compared with actions in the world. The study identifies the digital presence of museums on social platforms and verifies the reaction of these organisations to the pandemic. The information was collected in 12 museums. The protocol was answered through secondary data published on Facebook, Twitter, Instagram and digital platforms used by the museums. The results show differences between the strategies of Ouro Preto museums and other museums. It was observed that Ouro Preto museums adopted a more passive strategy when compared to the strategies adopted by other museums in the world. This result demonstrates the lack of an improvement agenda of adopting advanced technologies to increase the added value of museums.

The COVID-19 pandemic significantly influenced the purchasing behavior of consumers, who began to see in the tools available in the virtual environment the necessary allies to satisfy their consumption desires. Given the relevance achieved by the virtual environment, organizations began to explore more intensively the various digital platforms to enhance their reach to their customers. The traditional electronic commerce then evolved into what we call Social Commerce (S-commerce), which allowed a substantial increase in the way of interacting and promoting sales. Despite the limitations and incipient studies on how organizations use their strategies and explore digital media tools to leverage sales, it is perceived as relevant to understand how the process of joining these organizations to digital media and the influence they have passed to exercise in the reformulation of its strategies and business models. Focusing on the Instagram environment, the objective of this research is to characterize the sales strategies used by three female-owned enterprises, through Instagram, during the pandemic by COVID-19. As a methodological research strategy, the study of multiple cases was used. Three Brazilian female-owned enterprise were analyzed, being: a jewelry company, a women's adult footwear company and a beauty salon. The entrepreneurs responsible for the companies were submitted to a semi-structured questionnaire, which was conducted in loco. As a result, it was observed that the most used Instagram tools are feed resources, stories and metrics. On the other hand, the sales strategies most used by entrepreneurs were e-WOM, recommendations and feedbacks and, finally, encouraging user participation. In conclusion, it was noticed that both the entrepreneur and the company that wants to implement sales strategies in digital media, need to understand the functions and objectives of the set of tools made available by Instagram. Once the functionalities present in these resources are understood, entrepreneurs and managers can formulate their strategies in an assertive way, being more efficient in their commercial transactions, since the actions aim to promote involvement with the public that follows the business. Instagram proved to be a tool with great potential for business in the female sector.

The development of Artificial Intelligence (AI) is revolutionizing different organizational contexts, including health services. Among these services, ophthalmology and dentistry stand out for being areas with intense use of technological innovations, mainly for obtaining images. The use of AI promotes innovation in the provision of these services, helping the activities of professionals working in this area. However, the literature is still scarce on the perception of these professionals regarding the benefits and challenges arising from the use of these innovations. In this sense, the objective of this article is to evaluate the perception of ophthalmologists and dentists in the use of AI technological innovations in relation to the benefits for patient care, as well as the challenges for its implementation and adoption. This is a qualitative research that was developed from data collected, through a questionnaire, with 18 health professionals, 10 ophthalmologists, and 8 dentists. As a result, it was observed that the main benefits found with the use of AI-assisted innovations were diagnostic support, mainly in increasing assertiveness and reducing the time to detect diseases. In addition, these innovations provided an increase in the time of the doctor-patient relationship, reflecting greater satisfaction of the users of these health services. The challenge presented in the implementation of innovations in ophthalmology and dentistry was the lack of incentives from health plans in the application of AI. Without financial incentives, the costs of these innovations become a significant barrier to adoption. To overcome the barrier related to cost, some ophthalmologists acquired equipment in partnership with other health professionals, enabling the sharing and rationalization of costs related to the technological resource. Finally, in the perception of both professionals (ophthalmologists and dentists), AI promotes innovations in health services, complementing and not substituting the clinical diagnosis of a specialized professional.

Knowledge Management (KM) is a fundamental process for improving the efficiency and effectiveness of organisations, there are few articles that address KM in service environments, especially those in the sphere of public administration. This current situation poses an important gap between the KM in public settings. While in firms the KM practices should be guided to the necessity of firm obtain profits and generate value clients who pay for its products, in public services social wellbeing is the main purpose. In light of this possibility of contributing to the KM literature, in this article we propose a methodology for KM to improve public services. Through an essentially qualitative approach we adopted the case study method to collect data in administrative department in a public university. As a result, it was proposed the knowledge management model to public services settings.