The current business environment characterized by volatility, uncertainty, complexity, and ambiguity (VUCA) advances numerous challenges for organizations. To respond effectively to these changing demands, traditional approaches to solving problems often prove inadequate in this dynamic context. A new approach, the ProCESS methodology, was developed and tested in the last three years within an Erasmus+ consortium in four European countries. This approach stimulates unconventional thinking and the finding of creative solutions for real-world business challenges. The aim of this perspective paper is to present the research data collected in two Romanian companies by testing ProCESS methodology. In the discussion section, the paper highlights the potential of this methodology that uses various artistic tools like drawing, music, modeling, or meditation to encourage participants to tap into their sensory, emotional, and spiritual sides for finding new and unexpected solutions. The paper also discusses potential influences on organizational culture and employee well-being.

This quantitative survey was non-experimental and had two goals. An evaluation of predictor variables of empowerment, motivation, teamwork, interpersonal skills, and training and development in project environments was one goal to help explain the industry’s high project failure rate. Second, this research tested Bandura’s social learning theory and tested the hypothesis that empowerment and motivation boost performance. Using a survey-based questionnaire, the data was collected from 212 employees working in different IT companies in Pakistan. The results revealed that empowerment, motivation, teamwork, and training and development have a significant impact on project performance. Using the results, this study proposes theoretical implications for the researchers and managerial implications for the organizations.

The world has complex mega-cities and interdependent infrastructures. This complication in infrastructure relations makes it sensitive to disasters and failures. Cascading failure causes blackouts for the whole system of infrastructures during disasters and the lack of performance of the emergency management stakeholders is clear during a disaster due to the complexity of the system. This research aimed to develop a new concurrent engineering model following the total recovery effort. The objectives of this research were to identify the clustered intervention utilized in the field of resilience and developing a cross-functional intervention network to enhance the resilience of societies during a disaster. Content analysis was employed to classify and categorize the intervention in the main divisions and sub-divisions and the grouping of stakeholders. The transposing system was employed to develop an integrated model. The result of this research showed that the operations division achieved the highest weight of information interchange during the response to improve the resilience of the system. The committee of logistics and the committee of rescue and relief needed the widest bandwidth of information flow in the concurrent engineering (CE) model. The contributed CE model helped the stakeholders provide a resilient response system. The final model and the relative share value of exchanging information for each workgroup can speed up recovery actions. This research found that concurrent engineering (CE) is a viable concept to be implemented as a strategy for emergency management. The result of this research can help policymakers achieve a collaborative teamwork environment and to improve resilience factors during emergency circumstances for critical infrastructures.