Purpose: This research examines the impact of integrating lean manufacturing (LM) principles and Industry 4.0 (I4.0) into the product development process (PDP) of manufacturing companies in southern Brazil, with the objective of improving market performance (MP).Design/methodology/approach: A survey was conducted with 110 product development managers to evaluate the level of LM and I4.0 principles, PDP phases, and the improvement of MP. Quantitative analysis was employed to analyse the data, including confirmatory factor analysis (CFA) and ordinary least squares (OLS) hierarchical regression.Findings: The study reveals that integrating LM and I4.0 principles in the PDP enhances product development and positively impacts the MP of manufacturing companies. Additionally, I4.0 partially mediates the LM-PDP relationship, while LM partially mediates the I4.0-PDP relationship, highlighting their interdependence rather than one being a prerequisite for the other.Research limitations/implications: The study has limitations regarding its narrow focus on product development managers in Brazil and the absence of multiple case studies.Practical implications: The study emphasises the importance of coordinated efforts in manufacturing companies to adopt and manage both LM and I4.0 principles, as they positively impact all phases of the PDP and ultimately contribute to the overall MP of the companies.Originality/value: The novelty of this study lies in its systemic approach, examining the relationships and effects of LM and I4.0 principles on the PDP, and demonstrating how these effects manifest in manufacturing companies.

This article seeks to develop criteria for evaluating sustainable suppliers in civil construction and to contribute to improving the understanding of the factors that influence the selection of sustainable suppliers. Organizations should develop strategies that motivate suppliers to participate in green supply-chain initiatives, as supplier selection can directly interfere with sustainability performance at work. However, there is a gap in the research that addresses the selection of sustainable suppliers in the Brazilian context of civil construction related to certifications for sustainable construction. To fill this gap, the present article used literature-review methodologies, content analysis, data triangulation, and field research through a survey. The literature review identifies the certifiable standards for sustainable construction most cited in the literature: LEED, AQUA, BREEAM, and CASBEE. The standards analysis allows us to identify seven similar supply criteria for sustainable construction certifications. The parameters of each certification were analyzed to define those related to the selection of suppliers, identifying those that qualify a supplier as environmentally sustainable. We found that 60.7% of respondents work in companies without certifications, 75% know sustainable procurement, 50% of companies had established a sustainable procurement policy, and 83% of companies had a strategy for selecting suppliers. The results of this research contribute to construction companies being able to rank the importance of these criteria when choosing a supplier, in addition to having access to the mapping of essential criteria, allowing a search for greater interaction between the links of the green supply chain and rendering buildings and supplies more sustainable.

Distributed teams are a reality for several companies nowadays, many authors covered their benefits and problems, and the rate of adoption of such team's structure by companies is growing fast. Since these teams are more present in companies, a performance measurement system must get adapted to fulfill the gap of not having a vast theory about the subject. To fill that gap, this paper brings results from previous steps in the research (Systematic Literature Review and Qualitative analysis of the data). It presents to a group of experts to reach a consensus on which capabilities are essential to managing/developing distributed teams’ performance. The experts were exposed to the information following a Delphi Panel format and provided output that reached consensus and refined the list. The experts indicated that a group of six capabilities (engagement, development of a culture of performance measurement, organizational learning, alignment between planning and execution, accurate information and consistency) are essential to have their performance measurement system working correctly and reaching all functions. The work also identified the success factors for virtual teams, providing directions for the adoption and the monitoring of this kind of team that gained importance during the COVID-19 pandemic.