Suchergebnisse

Para a análise proposta neste estudo, quanto a relação existente entre o desenvolvimento regional e a composição das regiões metropolitanas brasileiras (RM), privilegia-se como objetivo principal analisar a composição destas a partir das suas cidades polos. Os objetivos específicos são: informar quantas, quais e como estão distribuídas as RM por estado; identificar quantas, entre essas, são polarizadas por metrópoles; e demonstrar a influência dessa composição contemporânea no desenvolvimento regional. Para tanto, utilizou-se do referencial teórico-conceitual e realizou-se uma pesquisa documental. Como resultado foi possível concluir que, na atualidade, as cidades caracterizadas como polos das RM não são exclusivamente metrópoles, mas perpassam por todas as cinco classificações expostas pelo Instituto Brasileiro de Geografia e Estatística (IBGE): metrópoles, capital regional, centro sub-regional, centro de zona e centro local. Diante da diversidade encontrada, constata-se um desafio a mais para o desenvolvimento regional.

Four years have passed since asylum applications in Europe reached their peak. From that moment onwards, there's been a consistent remission of the influx. In 2018 requests dropped to nearly half of those in 2015. While numbers might contribute to political rhetorics claiming that the so-called European refugee crisis has come to an end, the critical scenarios are far from being over. On one hand, it has revealed the frailty of the EU's humanitarian and democratic values. Specially in those countries where populist nationalism is on the rise, promoting xenophobic attitudes. On the other, asylum seekers and refugees are still facing big challenges related to integration and participation in social life. The inefficiency of organizations in providing support, has showed the limitations of highly bureaucratized systems in responding to the demands of increasingly complex and pluralistic societies. In other words, the forces of social acceleration (Rosa, 2010) and rapid social change are overrunning institutional responsiveness, while creating conditions for alienation. Drawing from the results of 14 semi-structured interviews to asylum seekers and refugees, and one focus group with 12 stakeholders, this paper will focus on experiences of integration and participation in Portuguese society, highlighting the (missing) nexus, between agency and structural factors, that determine the subjects' autonomy. This study is part of a greater body of research within the framework of the PandPAS project, backed by the EU's AMIF, which objective is to develop improved processes of welcoming and first integration. ; info:eu-repo/semantics/publishedVersion

Abstract Purpose: This study sought to analyze the elements that compose the resilience of organizations when facing a disruptive event, using as context the crisis caused by Covid-19. Originality/value: The study of organizational resilience helps us to theorize, more accurately, organizational adjustment and adaptation in increasingly complex and difficult-to-understand environments. However, although their research has shown promise, its concept still needs more independent attention and empirical validation. In this sense, this paper contributes to a holistic view with a consistent definition of the term through a quantitatively validated model since most of the empirical studies found in the literature are qualitative in nature. Design/methodology/approach: A survey was applied to test a model for measuring organizational resilience, through an exploratory factor analysis, in addition to the use of simple descriptive statistics. Data collection occurred between November 9 and December 23, 2021, through an electronic form with 41 respondents (companies). Findings: The tested model showed a high level of reliability (McDonald's ω of 0.955) and can be applied within organizations to measure their resilience. The tested model comprises 12 items: unity of purpose; stress testing plans; strategic planning; proactive posture; breaking silos; leveraged knowledge; internal resources; effective partnerships; innovation and creativity; decision-making; staff engagement; and leadership.