Directive 2008/98/EC released by the European Union represents a significant step forward in all relevant aspects of waste management. Under the already established, extended produced responsibility (EPR) principle, new policies have been enunciated to continuously achieve better overall environmental performance of key products throughout their life phases. This paper discusses how the directive is being articulated in Spain by the main integrated management system (IMS) for end-of-life (EOL) tyres since its creation in 2006. Focusing on the IMS technological, economic and legal aspects, the study provides a global perspective and evaluation of how the IMS is facing the current issues to resolve, the new challenges that have appeared and the management vision for the coming years.
This paper presents an experience in developing professional ethics by an approach that integrates knowledge, teaching methodologies and assessment coherently. It has been implemented for students in both the Software Engineering and Computer Engineering degree programs of the Technical University of Madrid, in which professional ethics is studied as a part of a required course. Our contribution of this paper is a model for formative assessment that clarifies the learning goals, enhances the results, simplifies the scoring and can be replicated in other contexts. A quasi-experimental study that involves many of the students of the required course has been developed. To test the effectiveness of the teaching process, the analysis of ethical dilemmas and the use of deontological codes have been integrated, and a scoring rubric has been designed. Currently, this model is also being used to develop skills related to social responsibility and sustainability for undergraduate and postgraduate students of diverse academic context.
Nowadays the advance towards sustainability poses a global challenge for modern society as well as for companies. Professionals and academics continually redefine business processes and design management mechanisms in a more appropriate way in order to allow companies to balance economic activity with the environmental and social impact that they generate. Under this complex and dynamic scenario, creating a product, providing a service, or achieving a given result requires a different interpretation of the efficiency paradigm and an adequate socio-environmental intelligence. In the context of project management, sustainability-related knowledge, skills, and suitable tools are necessary to face this challenge. Moreover, its close relationship with stakeholder theory presents an alternative to approach that purpose. This article attempts a systematic review of the literature on stakeholder theory in project management during the past nine years, with the aim of providing a comprehensive view of this relationship, revealing its impact and influence on sustainability, and finding new research paths. We highlight the potential benefits derived from this relationship, either as an instrument for the promotion of corporate social responsibility and inclusive policies, as a means for the generation of shared value and technological innovation, or as a key factor in the strategy and business management of a given project.
The technological challenges of the so-called fourth industrial revolution, innovative inter-organizational network relations, integration in corporate strategies of sustainability challenges, or unsatisfactory levels of staff commitment stemming from complexity and related uncertainty are some of the main key issues that organizations have to face in the near future. In this context, the appearance of the ‘evolutionary organization’ model marks an important milestone in terms of a renewed identification of fundamental principles for organizations, arguably as an update or revision of systemic thinking. This model allows organizations, functioning as living beings, to be more agile and humanistic and better prepared to establish agile and trustworthy inter-organizational relationships. Collaborative platforms are possible from that ability to add value between organizations while also being closely aligned with the principles and values of evolutionary organizations. The purpose of this paper is to provide insights into how these (teal) organizations work with respect to their common principles of wholeness, evolutionary purpose, and self-management. In the end, the study intends to highlight relevant practical organizational aspects that can better facilitate the management of current and increasing complexity, as well as the transition to more humanistic-oriented organizations.
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