Armando Calabrese

The human resources field faces increasing challenges related to social sustainability and the adoption of Sustainable Human Resource Management (SHRM) principles. Recruitment practices play a crucial role in this process, as job advertisements represent the first stage in shaping an inclusive workforce. While artificial intelligence (AI) technologies are increasingly applied in recruitment processes, most existing tools focus primarily on gender discrimination, often overlooking other relevant dimensions of diversity and inclusion (D&I). This study explores how an AI‐based framework grounded in European legislation can support the detection and prevention of discriminatory content in job advertisements (JobAds). The framework combines the development of regulatory guidelines with the design of a Generative AI‐based JobAd screening tool to identify potential non‐compliance before publication. Validation results from analysing 200 JobAds highlight the potential of AI‐assisted screening to support inclusive recruitment practices by reducing human bias, improving efficiency, and strengthening compliance with D&I standards within SHRM.

This study explores how the characteristics of the stakeholder environment shape business model innovation and corporate sustainability by analysing survey responses from 870 top and middle managers in Denmark, Norway, and Sweden. The findings demonstrate that the level and consistency of stakeholder demands are positively related to business model innovation and corporate sustainability. In environments with high stakeholder demands, organizations are more likely to innovate business models and pursue sustainability activities. Moreover, the moderating effect of resource availability is positive for the level of stakeholder demands but negligible for demand consistency. The study provides new insights on the stakeholder‐related antecedents of business model innovation. Moreover, it contributes to corporate sustainability research by indicating that the level and consistency of stakeholder demands in general influence commitment to corporate sustainability. Demanding stakeholders are an important driver of organizational changes.

The challenge of single‐use plastics (SUPs) and packaging waste has intensified in recent years, with deposit‐refund systems (DRS) emerging as one of the most effective solutions. Although DRS improve recycling rates, their adoption is often hindered by high setup costs and uncertain cost‐effectiveness. This study addresses a central question in waste management: how to design economically viable and scalable DRS. Adopting a design science research strategy, the study proceeds in three phases. First, it reviews existing DRS operating modes and identifies key design parameters. Second, it tests a set of recommendations, ‘technological rules’ in design science, through a scenario‐based analysis applied to a DRS for polyethylene terephthalate (PET) in Italy. Third, it generalises the results into a transferable adoption procedure. The findings reveal trade‐offs between environmental ambition and economic sustainability, underscoring the importance of designing systems that are adaptable to specific national and regional contexts. The study provides policymakers with a structured procedure for adopting economically viable DRS aligned with circular economy goals.

The aim of this study is to examine how the permeability of organizational boundaries shapes corporate sustainability (CS) integration. The literature suggests that CS should be integrated throughout the organization and in its relationships with key, external stakeholders, but limited knowledge exists on the relationship between CS integration and the characteristics of the multiple, co‐existing boundaries which define the organization (hierarchies, functions, professions, etc.). Based on a partial least squares structural equation modeling (PLS‐SEM) analysis of survey responses from over 7000 organization members in three Nordic countries (Denmark, Norway, and Sweden), this study demonstrates that the permeability of organizational boundaries increases the level of CS integration and reduces the level of organizational tensions. Moreover, the findings show that boundary permeability becomes increasingly important for understanding CS integration as the size of the organization increases. The findings deepen our knowledge of organizational boundaries and show how these “sites of difference” influence the level of CS integration.

Scholars and practitioners have increasingly focused on how business contribution to the Sustainable Development Goals (SDGs) is disclosed through SDG reporting. However, corporate sustainability literature and practice suggest that SDG reporting may be purely symbolic, potentially leading to SDG washing. This paper proposes two indices to detect, through their discrepancy, the presence of symbolic approaches to SDG reporting. The SDG Coverage Index measures the completeness of the disclosed SDG‐related data, while the SDG Commitment Index describes the level of detail in the disclosed data, assessed according to SDG‐related Global Reporting Initiative indicators. The paper presents a content analysis of the sustainability reports of 376 companies to measure SDG coverage and commitment. The results suggest that, although companies tend to cover a wide range of SDG‐related indicators, this does not necessarily translate into significant commitment to the SDGs, revealing the presence of symbolic approaches and potential SDG washing practices.

Open innovation (OI) is a pivotal driver in fostering the practical implementation of circular economy (CE). Based on 42 case studies identified through a systematic search, the present study seeks to understand how OI strategies are currently integrated within companies' circular business models (CBMs). The content analysis of the cases, interpreted through a strategy matrix, emphasises a prevalent inclination among companies towards collaborative and network‐based OI strategies. These strategies exhibit high depth and breadth of knowledge search, indicating companies' tendency to engage with numerous knowledge sources in deep partnership. Moreover, the findings underscore that the companies tend to favour OI strategies rooted in the depth of knowledge search rather than breadth in developing CBMs. In addition to contributing to the existing CE knowledge, the findings of this study offer empirical insights for managers, practitioners and policymakers, aiming to effectively integrate OI strategies into CBMs.

Purpose: The primary objective of this paper is to show a systematic and methodological approach for the digitalization of critical clinical pathways (CPs) within the healthcare domain.Design/methodology/approach: The methodology entails the integration of service design (SD) and action research (AR) methodologies, characterized by iterative phases that systematically alternate between action and reflective processes, fostering cycles of change and learning. Within this framework, stakeholders are engaged through semi-structured interviews, while the existing and envisioned processes are delineated and represented using BPMN 2.0. These methodological steps emphasize the development of an autonomous, patient-centric web application alongside the implementation of an adaptable and patient-oriented scheduling system. Also, business processes simulation is employed to measure key performance indicators of processes and test for potential improvements. This method is implemented in the context of the CP addressing transient loss of consciousness (TLOC), within a publicly funded hospital setting.Findings: The methodology integrating SD and AR enables the detection of pivotal bottlenecks within diagnostic CPs and proposes optimal corrective measures to ensure uninterrupted patient care, all the while advancing the digitalization of diagnostic CP management. This study contributes to theoretical discussions by emphasizing the criticality of process optimization, the transformative potential of digitalization in healthcare and the paramount importance of user-centric design principles, and offers valuable insights into healthcare management implications.Originality/value: The study’s relevance lies in its ability to enhance healthcare practices without necessitating disruptive and resource-intensive process overhauls. This pragmatic approach aligns with the imperative for healthcare organizations to improve their operations efficiently and cost-effectively, making the study’s findings relevant.

Purpose: Previous research reports mixed results regarding the performance impact of servitization in manufacturing firms. To resolve this, the purpose of this paper is to develop a conceptually consistent and comprehensive measurement framework for both dimensions, servitization and its performance effect, and apply in a configurational analysis to reexamine previous evidence, arriving at a configurational theory of the relationship between servitization and firm performance.Design/methodology/approach: Combining systematic literature review (SLR) and inductive reasoning, the existing indicators for servitization and performance are identified and clustered into groups that adequately represent both dimensions. The dataset is reanalyzed against the resulting framework to identify the configurational patterns and to formulate the theoretical propositions.Findings: Financial and nonfinancial indicators of servitization and its performance impact are organized into a comprehensive measurement framework grounded on existing research. The subsequent meta-analysis shows that the positive or negative impacts of servitization on performance depend on how firms implement servitization strategies and which performance aspects are examined.Research limitations/implications: The results explain when servitization can be successful and confirm the existence of the so-called servitization paradox. The meta-analysis identified patterns that explain the previous mixed results, shaping a configurational theory of servitization. Thus, the measurement framework is conceptually robust and has sufficient detail to capture servitization and its performance outcome as it feasibly distinguished between different organizational configurations.Originality/value: The framework provides a comprehensive portfolio of indicators for both managers and scholars to measure servitization intensity and performance. This supports managers of servitizing firms in leading this organizational transformation while avoiding its organizational and financial paradoxes.