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The present study aims to investigate an unsuccessful implementation of an active learning methodology. Active learning methods have emerged in order to improve learning processes and increase students' roles in the classroom. Most studies on the subject focus on developing learning strategies based on successful implementations of such methods. Nevertheless, critical reflections on unsuccessful cases might also provide material for developing further contributions to this literature.

The authors conducted an intrinsic case study of an unsuccessful application of the flipped classroom method to an undergraduate basic statistics course at a Brazilian business school. The data collected comprised the course's syllabus, evaluation forms and two rounds of interviews with students and the professor.

The findings indicate that, apart from that which had been mapped by past literature, three additional aspects may limit the chances of successfully implementing a flipped classroom methodology: students' educational backgrounds, the course's structural issues and methodological and relational issues.

The present study contributes to the literature on active learning methodologies mainly by mapping additional aspects that should be considered in the implementation of the flipped classroom methodology. Additionally, the authors investigate an unsuccessful case of such an implementation, an investigation that is still scant within this literature.

The strategic human resource management (SHRM) emerged in the middle of the 1980s and is currently seen as a relevant research and practical field in the area of business administration (Kaufman, 2015). Its academic relevance has been receiving international attention due to the importance of the strategic performance of human resource management (HRM) (Jackson, Schuler, & Jiang, 2014). It is possible to define SHRM as a vertical connection between HRM practices and international strategy and horizontally as the congruence among the several human resource practices (Wright & McMahan, 1992).

Taking into consideration the emerging research gaps in the area, the necessity to bring to attention the implementation of policies and strategic practices of human resource management became prominent. Our study characterizes the national scenario regarding this specific research theme. For such, we developed a bibliometric review of national journals in the area of business administration with level Qualis B2 [1] or above, described the institutionalization of the research in Brazil and established a sociogram with research relationship networks in the country.

Between 1997 and 2017, only 19 articles on the implementation of SHRM were published in the 32 journals researched. The characterization of the studies indicates a predominance of qualitative articles, which adopt as methodological approach the case study, and most of them use interviews and content analysis as techniques of data collection and analysis, respectively. The use of such investigation tools is in line with the nature of the phenomenon studied. The scenario indicates that the implementation of SHRM is still a developing theme in Brazil.

There is a lack of studies that combine the use of qualitative and quantitative approaches and focus on public organizations. Besides, the results indicate the need to diversify the methodological approaches used. Regarding the institutionalization of research in Brazil, it is possible to notice the growth of research groups investigating SHRM, even though their only focus does not rely on implementation. The academic production regarding the theme is regionally located in the state of São Paulo, even though academic production is also to be found in a decentralized way in the country, with rare networks.

This way, the main contribution of this article is the accomplishment of the first bibliometric review regarding the implementation of SHRM in Brazil, showing the scientific community that the theme still presents a gap to be explored in national studies and showing human resource professionals and the society that the transformational switch of human management to organizational outcomes – despite prolific in the academia – still has not been realized in practice.

In the articles analyzed, the most common finding was that the effective implementation of SHRM and strategic practices of HR, such as the competency management, still deserves attention of the academia through the accomplishment of deeper qualitative studies that exhibit not only interfering factors but also the initiatives that must be adopted by the organization to favor the implementation process.

The interventions occurred in an organization can or cannot stem from an articulated HR strategy. Some policies can be implemented without a previous explicit planning, and other planned strategies may never even be effectively implemented (Truss & Gratton, 1994). As reported by Kaufman (2015), some critical success factors to a large-scale organizational change – which is necessary for the effective adoption of strategic HR models – are the commitment of leaderships and a carefully planned and managed implementation. For such, it is necessary to manage programmed organizational changes properly and to act promptly on the cultural pressure perceived by all levels of the organization (Guest, 1987). Such premises are associated with the SHRM perspective proposed by Wright and Snell (1998), in which the authors claim that the main role of HR is to implement organizational strategies. Lengnick-Hall et al. (2009) present a research agenda that highlights the need to give more emphasis on issues related to the implementation of strategic human resource management, specifically regarding the vertical and horizontal alignment of HR systems.

The purpose is to market a reinterpretation of Brazilian economic history highlighting the importance of non-tradable goods to understand major historical developments such as the lack of industrialization in the mining boom; the rise and contribution of industries to development in the early 20th century; indexation as hyperinflation in the late 20th century; growth and cycles in the early 21st century.

Section 2 introduces analytical perspectives on the relationship between non-tradables, transport costs and external shocks. Section 3 presents a historical overview of the gold and coffee cycles in the Brazilian economy, which highlights the crucial role played by transport costs in the genesis of industrialization. Thus, in a more precise way, industrialization was not an import substitution process but the substitution of non-tradables by the domestic tradable manufactures.

Section 4 shows that Brazilian statistical records and historiography disregard this characterization and, to that extent, underestimate economic growth in the primary export phase (1872–1920) and overestimate growth rates in the industrialization period (1920–1940). Section 5 shifts to the end of the 20th century to analyze the relationship between non-tradables, indexation and hyperinflation. Section 6 concludes with a brief discussion of the role played by the terms of trade and non-tradables in the unfolding of the 2014 economic crisis.

Distance from international markets and a continental geographic size made transport costs in Brazil historically prohibitive: the relevance of non-tradables in the Brazilian economic history. While the theme is not new, it seldom received proper attention in the historiography.

This study aims to investigate the effect of innovation on environmental, social and governance (ESG) performance and, consequently, its influence on the economic and financial performance of companies.

A quantitative and descriptive research was carried out based on secondary data from the Refinitiv Eikon^® database, using the panel data regression technique, considering the constructs: innovation, ESG performance and economic and financial performance.

The results showed that companies that tend to invest more financial resources in R&D are more likely to have higher ESG performance. In addition, companies that have higher ESG performance tend to have higher economic and financial performance.

Managers may consider investing more resources in R&D to achieve superior ESG performance. They should be aware that ESG is a strategic tool for creating financial and nonfinancial value for the organization. More than the traditional preparation of a financial report, stakeholders demand another type of information: ESG information.

The results confirm the basis of Stakeholder Theory, showing that the companies that meet the needs of all stakeholders tend to have greater economic and financial performance. ESG practices can include keeping employees motivated to work, improved corporate image in the eyes of customers, more satisfied suppliers and community and environment aligned with management. Therefore, these ESG initiatives are instrumental in protecting organizational objectives as well as increasing shareholder value.