Programa del congreso

La sostenibilidad social corporativa (SCC) se ha convertido en un pilar fundamental de la estrategia organizativa moderna, destacando la integración de prácticas equitativas, el empoderamiento de los empleados y la resiliencia. Aunque la transformación digital tiene el potencial de potenciar la SCC mediante la promoción de la innovación, la inclusividad y la eficiencia operativa, también conlleva riesgos, como el desplazamiento laboral, preocupaciones sobre la privacidad de los datos y desafíos medioambientales. Este estudio examina cómo las competencias digitales de los empleados median en la relación entre transformación digital y SCC, integrando la Teoría de los Recursos y Capacidades y la Teoría de los Stakeholders para posicionar estas competencias como recursos estratégicos organizativos.

A partir de un conjunto de datos longitudinal de 452 empresas europeas que cotizan en bolsa, observadas durante siete años (2015-2021), desentrañamos los efectos de la transformación digital sobre la SCC y demostramos que el desarrollo de competencias digitales es esencial para alcanzar la SCC. Nuestros hallazgos destacan la importancia estratégica de las competencias digitales de los empleados. Este estudio enriquece las perspectivas teóricas sobre digitalización, capital humano y sostenibilidad, ofreciendo ideas prácticas para académicos, profesionales y responsables políticos que enfrentan las complejidades de la era digital.

• Purpose: Self-managed organisational models are transforming traditional structures by embracing decentralised frameworks where authority and decision-making are shared among all members. This shift challenges processes traditionally reliant on hierarchical structures, such as HRM. Therefore, this paper aims to explore the implications of self-managed models for the HRM function.

• Theoretical framework: The study is framed within the HRM theoretical framework, focusing on its actors, practices, and implementation within self-managed organisations and teams.

• Methodology: We conducted a systematic literature review and a thematic analysis drawing from key conceptual papers and case studies on self-managed organisations.

• Findings/implications: The findings highlight that self-managed organisations reflect a shift towards humanistic and soft HRM paradigms. In these models, traditional HRM roles, such as line managers and departments, tend to diminish, with employees and self-managed teams taking on responsibilities for HRM design and implementation. This redefinition of “human resources” places greater emphasis on recognising individuals as “just a person,” not merely as a resource. These changes offer new research opportunities for HRM, providing valuable insights for both practitioners and scholars. The study deepens our understanding of the challenges and opportunities presented by self-managed models, contributing to the advancement of HRM knowledge and practice.

This research analyzes the influence of Artificial Intelligence (AI) and Big Data Analytics (BDA) on eco-innovation. Although the literature has proposed countless studies that analyze green and sustainable innovations, little attention has been paid to application to the effect of new data processing tools on eco-innovation in the tourism sector, let alone in tourism SMEs. More specifically, our research proposes sequential mediation between AI and BDA on eco-innovation through clean technology and process innovation. We realize a theoretical model and test it using data from 220 questionnaires collected from Spanish tourism SMEs.

The results suggest that AI and BDA don’t directly influence eco-innovation; instead, clean technology and process innovation are required as sequential mediators in this relationship. Our findings highlight the importance of an intensive approach to eco-innovation implementation, in which AI and BDA must be combined with the adoption of clean technologies and process innovation to drive eco-innovation.

The present study aimed at empirically testing the effect of Responsible Leadership development, as a dynamic capability for sustainability, on managers’ well-being, the possible mediating role of Organizational Identification, and the possible moderating role of country culture on a sample of 192 cooperative top and middle-line managers from Finland and Spain.

Results confirmed the positive effect of responsible leadership on managers’ well-being. However, differently from the case of ordinary businesses, in the cooperative context organizational identification did not play a mediating role. Neither country's culture moderated the relationship between responsible leadership and managers’ well-being. This can be explained by the strong cooperative culture traits.

To date, the current study is the first one that considers the cooperative business context when analyzing the impact of responsible leadership on managers’ well-being and it has provided some interesting insights. i.e. the mediating role of organizational identification is not significant in cooperatives, as it is not significant the moderating role of country culture because of the strong cooperative culture that dominates these organizations.