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The development of this document identifies a conceptual basis for the terms Industry 4.0, Education 4.0, and University 4.0, focused on the Fourth Industrial Revolution. It is qualitative research that follows a process of systematic review of the literature, based on the period from 1986 to 2023, from the objective hermeneutic paradigm, allowing an understanding of the dimensions in the processes of educational management. Three relevant findings are presented: 1) Understanding concepts; 2) Challenges of human capital management; 3) Elements for succession planning in educational organizations due to the need to identify talent groups according to the socio-structural systems of higher education institutions to reduce gaps and strengthen organizational leadership through the renewal of skills for the future. [ABSTRACT FROM AUTHOR]

Copyright of Human Review is the property of Eagora Science and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Talent management is, to date, an ambiguous field of study where four different approaches coexist: the first considers it similar to the management of qualified personnel; the second relates talent management with planning and succession of employees; the third defends the development of higher-performing personnel; and the fourth links this development with key positions. This work aims to analyze the dimensions and processes of talent management and to study their relationship with these lines of approach. To this end, a case study of four companies operating in Spain has been carried out, which has allowed us to conclude that the approaches are not exclusive. [ABSTRACT FROM AUTHOR]

Copyright of Estudios Gerenciales is the property of Universidad ICESI and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This work compares the various forced shares contemplated in our Succession Law. The fact that their very extent limits the freedom of the deceased and that all of them are forced in nature does not obstruct their study so that, should there be conflict among them, it is possible to anticipate which one shall prevail over the others. [ABSTRACT FROM AUTHOR]

Executive succession is one of the most studied topics in the area of family businesses. That is not so for asset succession, which is essential to the continuity of businesses within the same family core. The objective of this multi-case exploratory study is to identify the factors that most influence the founder in choosing a mechanism for property succession (no testament, simple, national or international) in Colombian family businesses. Among the factors studied, those most inherent were (a) education (the founder's educational level), (b) experience (negative situations in other successions), (c) security (difficulties in the Colombian environment), (d) culture (based on the concept of family entrapment), and (e) taxes (knowledge of liens). [ABSTRACT FROM AUTHOR]

This case outlines the history of the Asociación Chilena de Seguridad (ACHS), a non-profit organization dedicated to the prevention, treatment and rehabilitation of work-related accidents and illnesses. ACHS is part of the Chilean system of «workers insurance organizations,» known generically as mutuales. By law these organizations may not be administered directly or indirectly by any for-profit company. At the end of 2003, ACHS administered 7 hospitals, 27 clinics, and 70 medical centers throughout Chile. However, due to efficiency in accident prevention and advancements in medical treatment, hospital infrastructure far exceeded demand. To deal with this problem ACHS is reviewing a possible alliance with one of its competitors. The case focuses on this dilemma, along with the pending succession of the organization's president for 45 years. The case illustrates the delicate balance between pursuing financial goals and remaining loyal to the organization's mission. Teaching Purpose: To sharpen strategic analysis skills, examine the importance of balancing financial goals and mission attainment when managing a non-profit organization, and raise awareness regarding the need to plan for leadership succession. Chile, Prevention, Treatment and Rehabilitation of Work-related Accidents and Illnesses, Non-profit Industry (mandated by law), $165 million yearly revenues, 2003-2005, Case, Field and Pub.Mat. [ABSTRACT FROM AUTHOR]

The article presents the case which describes the alliance that Manuel Ariztia, a highly respected owner of one of the leading poultry companies in Chile, has forged with Melipilla, a Chilean municipality, to collaborate in the management of its public educational system. It explores the vehicle used for the alliance which is the "Corporación Municipal de Melipilla" (CMM). It presents issues addressed by the case including management succession, governance, decision making, among others.

El artículo discurre sobre los desafíos asociados con las empresas familiares. El autor comenta sobre el impacto de las relaciones familiares en una empresa sustentable y describe la importancia de la diferenciación entre la familia y la empresa. También se considera el proceso de la sucesión del control de la compañía.

El artículo discurre sobre los problemas asociados con la sucesión en las empresas familiares. El autor comenta sobre la importancia del liderazgo y la toma de decisiones para el futuro y el éxito de una empresa, especialmente una empresa familiar. También se considera la prevalencia de conflictos familiares que pueden afectar la empresa.

IESA's Entrepreneurship Center undertook an exploratory study of twelve Venezuelan family-owned firms in order to identify major factors that bear on their management. Factors examined were grouped under organization, strategic planning, and corporate government. Organization scored best. Most companies seem to employ well defined organizational features -organization charts, objectives, values, and principles. Moreover, some evidence shows they employ well defined task and position division structures. Succession is poorly planned for; moreover, companies lack formal mechanisms to govern relationships and encourage discussion among family members. Of the three factor groups, corporate government scored lowest. In most family-owned companies surveyed, a handful of heirs or founders control top management. Companies lack clear procedures for family members exiting voluntarily or when fired; and lack meaningful remuneration and dividend payout rules. [ABSTRACT FROM AUTHOR]