Address book

Contacts

Staff Structures

PAOLO GUBITTA

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Position

Professore Ordinario

Address

VIA DEL SANTO, 33 - PADOVA

Telephone

0498274286

Notices

Office hours

  • at Il ricevimento si tiene in varie sedi: Sala Colloqui di Via Bassi 1; stanza 127 di Via del Santo 33 (studio del docente); via Skype (paologubitta)
    RICEVIMENTO Venerdì 3 marzo - dalle 12.00 alle 14.15 in via Bassi, secondo piano. - L'orario di ricevimento viene comunicato settimanalmente: gli studenti possono in ogni caso contattarmi via email per fissare incontri ad hoc - Le modalità di ricevimento NON sono standardizzate: - LAUREANDI TRIENNALI (di cui sono supervisore per la prova finale): il ricevimento è concordato ad hoc in funzione delle specifiche necessità degli studenti. La soluzione Skype è suggerita per ottimizzare i tempi e per affrontare in modo efficiente micro-esigenze - LAUREANDI MAGISTRALI: il ricevimento è concordato ad hoc durante tutto il percorso di sviluppo della tesi di laurea - STUDENTI CHE FREQUENTANO I MIEI CORSI: il ricevimento può essere concordato al termine delle lezioni o in altra fascia oraria compatibile con le esigenze didattiche degli studenti. - PER LE ALTRE PERSONE: il ricevimento è concordato ad hoc. Per contattarmi e fissare un incontro: email - paolo.gubitta@unipd.it; skype – paologubitta; twitter - paologubitta

Teachings

Thesis proposals

THE EMERGING «CIRCULAR ENTREPRENEURSHIP»: ORGANIZATIONAL PROCESSES AND HRM PRACTICES
Circular Entrepreneur is defined as an agent who promotes change and exploits opportunities, with the purpose to do business according to the principles of the circular economy concept. The solutions created by the circular entrepreneur are intentionally regenerative and impact positively the planet and humanity. The actions of the circular entrepreneur are intentional, which means that since they begin to create a solution, they have the intention to provide positive impacts not only to the environment, but also to the economy and society. In addition, a circular entrepreneur innovates not only in products, but also in services and/or business models.

BENEFIT CORPORATIONS AND MANAGEMENT OF FAMILY FIRMS
Recent scientific literature reveals an overlap between Family Firms and Benefit Corporations. Family Firms follow simultaneously business logic (profitability), family logic (satisfying the family and its members is the prevailing mission) and community logic (the company pursues the goals to support the social needs and the local community and to produce better environmental performances). Benefit Corporations are for-profit companies, pursuing the multiple missions of maximizing the profit and taking care of creating social and environmental impact.

ORGANIZATIONAL RESILIENCE OF THE QUASI-MEDIUM-SIZED ITALIAN FIRMS IN MADE IN ITALY INDUSTRIES
Research on organizational resilience has focused mainly on its effect in large, publicly traded firms and on transitional economies. Little work has been done on the value of organizational resilience for smaller firms in mature industries. The aim of the dissertation is to review the literature on this field and to carry out a quantitative analysis of a broad sample of Italian SMEs that operate in the traditional “Made in Italy” industries. The purpose of the study is to use longitudinal data from before and after the 2008 world financial crisis to determine whether organizational resilience drive growth and profitability in organizations with limited resources that operate in mature industries in periods of recession.

HYBRID JOBS FOR ECONOMY 4.0: JOB REDESIGN AND THE WORKPLACE OF THE FUTURE
The digital workforce has developed many competencies in the course of their interactions with technology that may be leveraged at work. Among the most obvious of these competencies is their proficiency and comfort in achieving desired outcomes using technology, often referred to as “digital fluency”. Given that the digital workforce will share the workplace with an older cohort of co-workers less comfortable with technology, organizations will also need to reconcile the conflicts that may arise as these groups collaborate.

HYBRID JOBS FOR ECONOMY 4.0: REDESIGNING ORGANIZATIONAL STRUCTURES AND HIERARCHY
Recently, some scholars found out that younger employees are often promoted into supervisory positions in which they then manage older subordinates and examined how average age differences between younger supervisors and older subordinates are linked to the emotions that prevail in the workforce, and to company performance. Starting from this evidence, the aim of this project is to investigate which are the main and most relevant organizational changes caused by the digital transformation and the hybrid jobs.