The circular economy (CE) is a proposal for a new, more sustainable, and durable economy model. As a consequence, this pro-environmental economic model induces visible changes in the labor market which are Green Jobs (GJs). This paper is focused on the creation of Green Jobs in the CE. The GJs are most visible in the environmental goods and services sector (EGSS). This study aims to investigate EGSS among 28 European Union countries in the years 2009–2019. The adopted method was literature research complemented by the statistical analysis of secondary data from Eurostat in the linear regression method. Then, some Sustainable Development Goals (SDGs) and their measure were used as main indicators reflecting changes in the labor market. Results are presented as a model indicating which of the SDGs can support CE and enhance a number of the Green Jobs. Presented results contribute to the science because combine factors influencing GJs creation in EGSS, in a CE perspective. This study underlines a lack of uniform methods for measuring and forecasting the effects of Green Jobs creation and indicates future research directions.

Gaining a competitive advantage assumes that a company should build a unique position, but this concept is related to a relatively stable environment. However, it is difficult to predict the consequences of the enterprises’ changes, leading to changes both in the business and natural environment. Therefore, this study’s authors asked a research question: Is it possible to restore a balance between durability and variability of the organization in terms of strategy? The answer to such a question was drawn upon the literature review and survey research. This paper presents a qualitative and quantitative model of competitive advantage in a changing business environment. This article uses an inductive inference method supported by a literature study and a deduction method supported by statistical calculations, based on a survey conducted among 150 Polish companies in different economic sectors. As a result of the research methods, a dualistic competitive advantage model in a changing environment was proposed and discussed. The article’s aim was achieved in the model combining a sustainable (SCA) and temporary competitive advantage (TCA). Understanding the conditions for gaining competitive advantage allowed to formulate general conditions under which sustainable strategic management can be built to consider sustainability objectives and contribute to the green economy. This research has confirmed that building a competitive advantage in unstable conditions requires finding a balance between implementing the planned development strategy and using new opportunities.

Digital transformation is a concept based on the use of digitalization and digitization. Digitalization leads to change of business models and provides a competitive advantage also in the energy sector. The process of change towards a digital business requires a specific strategy type, aimed to solve problems with uncertainty caused by Industry 4.0 implementation. This paper aims to propose a theoretical model combining different digitalization strategies and business models. Their theoretical foundations were discussed in the literature review part and related empirical research questions were attempted to be answered by the reference method analysis. The quantitative method of analysis was based on the secondary data from Eurostat for all EU member states and backed the theoretical part in terms of ICT variables. The novelty of this research is based on Hellwig’s reference method used in management sciences and the presented managerial implications. The discussed challenges of the energy sector are related to the digital strategy implementation, relationships between digital transformation and business models, and solutions for such issues as strategy communication and new roles for managers, who should become digital leaders in the energy sector organizations. The main consequence of the proposed model in this study, for the energy sector companies’ managers, is that uncertainty in modern energy sector organizations is more related to employees and their technical skills than implemented ICT itself.

Companies that belong to the energy sector can use Sustainable Development Goals (SDGs) for their strategies and diversify electrical energy production with reverence to the natural environment. This article aims to analyze sustainability strategy types among the Visegrád Group (V4) countries’ energy producers, who decided to generate electrical energy from the renewable resources. This research uses an inductive inference approach supported by a literature study and deductive reasoning supported by a statistical reference method. The main finding is that the energy producers from the V4 group have a common direction of evolution in their strategies. This change is based on a growing share of renewable energy sources to achieve environmental excellence strategies. The lack of renewable energy sector organizations’ strategies translates into disappointment with the goals pursued by these organizations. The significance of this study lies in an explanation of how sustainability strategies compare at a firm and country-level in a proposed classification. The analysis can open future research areas to examine development of strategies in the renewable energy sector.

The aim of this article is to propose a measurable definition of green jobs based on balanced, durable and sustainable development, which is an example of both the Green Economy and New Public Management (NPM) concepts. This approach is justified due to the nature of NPM, which uses the goals of management and measures of effectiveness. In this paper, the definition of green jobs is formulated as tool for measuring, based on the Polish Classification of Activities (PKD), which has roots in the classifications proposed by UN the ISIC and Eurostat NACE. Then the ease with which this tool can be used is tested by determining the efficiency of labour market institutions. Therefore, the green jobs concept can be much wider than just a qualitative description of an organisation’s strategy. In this paper it is proposed that green job characteristics based on section E of PKD is more specific and because of its quantitative approach it is a suitable measurement not only in Polish conditions, but generally.