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Studying the gap between improvements in operational performance of a manufacturing organization does not necessarily represent the existent of safe and healthy work. The purpose of this paper is to fill this gap validating a scale about social practices.

The literature was studied; data analysis instrument and the scale validated by Q-sort. The reliability and validity of research instrument indicators were drawing from the analysis of judges. The data were assessed by convergence matrix.

It was validated five social practices factors. It was enabled the adequacy of the name of the constructs and establishment which indicators better convergence to the constructs.

The judge´s number that answered the research was low. The level of convergence related of two factors was above 50 percent.

It is possible to achieve better levels of performance through social practices. Organizations must rethink the management and the routine of the workers to implement the operational practices.

The practices need to have with well-defined rules, as well as action to drive compliance. This vision also needs to be expanded to suppliers, customers and society.

Highlight five points: technology is the main factor for analyzes and decisions; the search for quality leads organizations to seek practices that improve workers’ well-being, health and safety; the activities of the worker are carried out on the factory, or in the work environment; Should not to belittle the local community; culture is an essential factor to continuous improvement.

In light of the new way of interpreting work spearheaded by Generation Z, the objectives of this study are to investigate (1) whether young entrepreneurs identify their start-ups with “zebras” – that is, as a concrete response to the evanescence and fantasy of “unicorns” based on the simultaneous pursuit of profit and social value, mutualism and resilience – and (2) whether they adopt a “teal” organizational configuration – that is, one characterized by evolutionary purpose, self-management and wholeness.

Through a qualitative approach with 41 interviews, this study focuses on start-uppers and companies that are particularly innovative and promising in the Italian context, as selected by Forbes magazine in its ranking of the brightest entrepreneurs, leaders and stars under 30.

The results suggest that young entrepreneurs recognize the importance of the common themes of the zebra movement and therefore identify their startups with zebras. More specifically, Generation Z entrepreneurs: (1) pursue a dual (economic and social) purpose, (2) are mutualistic and (3) build their organizations with resilience and capital efficiency. In addition, the interviews show that the organizational approach taken follows the paradigm of teal organizations, particularly in terms of evolutionary purpose, distributed leadership and decision-making power, and employee wholeness and empowerment.

This is the first study to analyze the evolutionary trends of animal entrepreneurial “species” led by Generation Z entrepreneurs and organized on the basis of the teal paradigm.