Organiblò: Engaging People in “Circular” Organizations and Enabling Social Sustainability

Edoardo Beretta, Christian Burkhalter, Pietro Camenisch, Cristina Carcano-Monti, Mauro Citraro (), Michela Manini-Mondia and Fabrizio Traversa
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Christian Burkhalter: Casale SA, 6900 Lugano, Switzerland
Pietro Camenisch: Department of Innovative Technologies, University of Applied Sciences and Arts of Southern Switzerland, 6928 Manno, Switzerland
Cristina Carcano-Monti: Department of Innovative Technologies, University of Applied Sciences and Arts of Southern Switzerland, 6928 Manno, Switzerland
Mauro Citraro: Department of Innovative Technologies, University of Applied Sciences and Arts of Southern Switzerland, 6928 Manno, Switzerland
Michela Manini-Mondia: Department of Innovative Technologies, University of Applied Sciences and Arts of Southern Switzerland, 6928 Manno, Switzerland
Fabrizio Traversa: Department of Business Economics, Health and Social Care, University of Applied Sciences and Arts of Southern Switzerland, 6928 Manno, Switzerland

Sustainability, 2024, vol. 16, issue 8, 1-19

Abstract: 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.

Keywords: “circular” or “round” organizations; corporate mission; creativity, flexibility and empowerment; human resources management; new managing culture; social sustainability; “wheeler manager” (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2024
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