ENEKuS – a key model for managing the transformation of the normalisation of the Basque language in the workplace

The aim of this study is to develop a reference model for intervention in the language processes applied to the transformation of language normalisation within organisations of a socio-economic nature. It is based on the case study of an experience carried out over10 years within a trades’ union confederation, and has pursued a strategy of a basically qualitative research carried out in three stages: 1) undertaking field work through application of action-research methodology, 2) reconstructing experiences following processes of systematisation and conceptualisation of the systematised data, applying methodologies for the Systematisation of Experiences and Grounded Theory, and 3) formulating a model for intervention, applying the Systems Approach methodology. Finally, we identified nine key ideas that make up the conceptual framework for the ENEKuS reference model, which is structured in nine ‘action points', each having an operating sub-model applicable in practice.

Could innovative teams provide the necessary flexibility to compete in the current context?

[EN] In the modern era firms should look for a sustainable and profitable business model. They operate in highly volatile and competitive markets. Innovation is a key element that allows firms to survive in these complex environments. Accordingly, some companies are developing human resource models that align to the actual competitive context. For instance, they establish democratic systems, flexible work practices, they focus on responsibility and initiative and increase the self-control of team members. In this framework, firms tend to use resources such as creativity, capacity for innovation or development of human talent. Therefore, innovative teams are able to adapt and react to turbulent, complex and dynamic environments, which allow them to handle in a more efficient way several subtasks. This fact gives rise to a higher effectiveness in the activities of firms. This paper analyze the characteristics and performance of multifunctional teams, virtual teams, open-innovation teams and self-managing teams. It also study the case of Semco, a company that is characterized by its innovative practices in human resources management and focus on responsibility and initiative and increase the self-control of team members.