Abstract
PurposeThis paper aims to identify the critical success factors (CSFs) for managing remote project teams (RPT) within project environments. In other words, it focuses on identifying the crucial elements for the success of projects executed by RPT.Design/methodology/approachAn exploratory mixed-method was used combining a case study approach with the application of surveys. Document analysis and direct observation were also applied. The analyzed company is a well-known project-based company acting in the coffee industry and is justified due to its multilocation and multicultural perspectives.FindingsThrough an initial literature review, 93 CSFs were identified and then organized into 7 categories. The subsequent phase involved the relevance evaluation of the identified CSFs through surveys conducted in an international company. The first results analysis identified 20 CSFs. A deeper analysis identified the most relevant factors for each category (Project Managers, 33 factors; Team Leaders, 15; and Team Members, 29). Combining these results, 11 CSFs were identified.Originality/valueWith the trend of remote work that is being kept after the pandemic, this study contributes to identify the most relevant issues that must be taken into account in managing remote teams. By identifying those issues, or CSFs, managers and team members might focus on the most relevant factors.

Abstract
In the current era of digital transformation, adopting circular business models that blend circularity principles with advanced digital technologies, is fundamental for sustainable industrial practices. This paper suggests a semantic model for a Digital Twin based on an Asset Administration Shell. It also explores the Digital Product Passport topic since this will be the final goal for the Digital Twin. The Digital Product Passport serves as a complete digital record of the product life cycle to improve traceability and circularity. The Asset Administration Shell provides a standardized digital representation of assets, facilitating interoperability and fluid data exchange. By taking advantage of a Digital Twin, industries can optimize performance and predict product needs. Moreover, it enriches the Digital Product Passport with updated and accurate data, facilitating traceability and efficient product management. The application of semantic models ensures a consistent interpretation of data across all platforms, increasing the reliability of digital interactions and interoperability. This article explains the potential of these technologies to promote a circular economy, focusing in the particular case of the Digital Product Passport. © 2025 The Author(s).

Abstract
Although the concept of Circular Economy (CE) has become popular in recent years, the transition towards a CE system requires a change in consumers' behaviour. However, there is still limited knowledge of consumers' efforts in CE initiatives. The present paper aims to analyse and compare consumers' behaviour towards circular approaches and compare the results on items like generation and demographics. 495 answers were collected through a questionnaire from 3 countries (Albania, Poland, and Portugal). Data collected was analysed mainly through a Crosstabs analysis to identify associations or different behaviours regarding nationality, gender, generation, education, and place of residence. From the paper's findings, we can emphasise that residents of EU countries seem to be more aware of the concept of circular economy. However, price is still a very important factor for EU residents when it comes to deciding on a greener purchase. Albanians (non-EU residents) tend to take a more linear approach when it comes to purchasing a new product regardless of its cost. Regarding the Digital Product Passport, a tool proposed by the European Commission through its Circular Economy Action Plan, non-EU residents have a better understanding of the concept. This tool seems to be more relevant for Millennials and Generation X. Generation Z, i.e., the tech generation, does not show an overwhelming propensity for technological options, such as online buying and digital technologies for a greener society.

Abstract
Project Management Maturity Models (PMMM) are considered practical tools to deal with poor Project Management (PM) performance, an issue that concerns academics and practitioners. However, the models that exist are something close to one size fits all. This means that those models might not be suitable for activity sectors with specific requirements, such as construction, in particular, the renovation and remodelling construction firms. The present research proposes a PMMM to assess the PM capabilities of Portuguese renovation and remodelling Project-Based Firms (PBF). To achieve this goal, the authors developed documental research, followed by exploratory research through qualitative analysis. The researchers conducted semi-structured interviews and performed a content analysis of the fully transcribed interviews. Compared with the literature review's findings, qualitative analysis results made it possible to find closure on previous research that indicated two models to have the best fit for an assessment project on construction PBFs: the OPM3 from the PMI and the MMGP-Prado. Based on those findings, the latter has the best fit for an assessment project on construction PBF. However, the model needs adjustments to fit the Portuguese context of renovation and remodelling organisations. This article presents a new PMMM for Portuguese renovation and remodelling construction firms based on obtained results. Furthermore, regarding construction PM, this article is among the few that studied PMMM on renovation and remodelling construction companies. Unlike large construction companies, these are small organisations that academics do not target for research.

Abstract
In the chapter, we can find the recommendation for entrepreneurs. The authors are trying to answer the question: How should employers treat Generation Z employees? A complex analysis of the research carried out by the authors as well as other examples from Europe and other continents have been pointed out. A recommendation for enterprises has been included. © 2023 selection and editorial matter, Joanna Niezurawska, Radoslaw Antoni Kycia and Agnieszka Niemczynowicz; individual chapters, the contributors.