Journal article

Organiblò : engaging people in “circular” organizations and enabling social sustainability

  • Beretta, Edoardo ORCID Istituto di economia politica (IdEP), Facoltà di scienze economiche, Università della Svizzera italiana, Svizzera
  • Burkhalter, Christian Casale SA, Lugano, Switzerland
  • Camenisch, Pietro Department of Innovative Technologies, University of Applied Sciences and Arts of Southern Switzerland, Manno, Switzerland
  • Carcano-Monti, Cristina Department of Innovative Technologies, University of Applied Sciences and Arts of Southern Switzerland, Manno, Switzerland
  • Citraro, Mauro Department of Innovative Technologies, University of Applied Sciences and Arts of Southern Switzerland, Manno, Switzerland
  • Manini-Mondia, Michela Department of Innovative Technologies, University of Applied Sciences and Arts of Southern Switzerland, Manno, Switzerland
  • Traversa, Fabrizio Department of Business Economics, Health and Social Care, University of Applied Sciences and Arts of Southern Switzerland, Manno, Switzerland
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  • 2024
Published in:
  • Sustainability. - 2024, vol. 16, no. 8, p. 3468
English The present analysis related to social sustainability aims at evaluating and understanding how a “circular” or “round” organization such as the so-called Organiblò (i.e., a fusion of the terms “organigram” and the Italian word for “porthole”) functions. More precisely, the present article wants to raise awareness among companies that a profound cultural change seems necessary to push the search for sustainable objectives further. In this specific regard, independent interviews with the CEOs of 11 medium-sized enterprises and 46 young middle managers were conducted. Based on their responses, our analysis highlights the advantages of a “circular” organization, which range from better corporate sustainability to greater freedom of staff and cross-functional activities as well as the valorization of individuals and enhanced flexibility and collaborative spirit. However, time is needed to effect such a profound cultural change. The main difficulties consist in the approach to decision-making processes, because top management is often not yet prone to strongly encourage transparency, a culture of feedback and inclusiveness in the workforce. Consequently, a new, additional manager (i.e., a “wheeler manager”) might disseminate a new managing culture and involve employees in contributing to the company’s sustainability.
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Language
  • English
Classification
Economics
License
CC BY
Open access status
gold
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Persistent URL
https://n2t.net/ark:/12658/srd1331805
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