The quality of life at work has been one of the most important aspects to be considered by a given organization to achieve pre-defined objectives. Thus, this research aims to analyze the level of satisfaction with the quality of work life (QWL) of the employees of the Higher Institute of Defense Studies “Lieutenant-General Armando Emílio Guebuza” (ISEDEF) according to Walton’s model. A conceptual framework was built through a bibliographic and literature review. The instrument used for data collection was a questionnaire applied to 97 military and civilian personnel in August 2019. The results show that the general level of satisfaction with QWL is moderate, requiring an improvement in living conditions so that military education and training continues, as well as the development of models that enable the realization of benefits according to the social and economic level in the country.

As climate change is at the top of the world’s agenda, the armed forces and other defense actors must give a signal that they are environmentally responsible. In this regard, the defense industry should be one of the first actors to devise new strategies and actions aimed at reducing the environmental footprint. This article focuses on the measures being taken by the defense industry and the armed forces, and on how technology, the circular economy (CE) and Lean principles can contribute to a better environment. A qualitative multimethod research model was used, covering more than one research method, such as a systematic literature review and a case study research. Although the literature highlights that the defense sector in Europe is far from being a green actor, a transition to the CE was identified. In that regard, the European Union (EU) defense industry has been a key player in CE R strategies, such as: repurpose, remanufacture, repair, reuse, reduce and rethink. The contribution of new technologies has empowered military equipment to acquire enhanced characteristics, such as material resistance, while EU technology centers have been instrumental in a green transition. Additionally, more comprehensive research is needed in order to allow generalization of the results.

As Forças Armadas portuguesas confrontam-se com um problema clássico das organizações militares: atrair, formar, reter e preparar a saída dos homens e mulheres que compõem a força. Problema clássico, porém, sempre reatualizado na confluência das mudanças globais repercutidas no setor da Defesa e respetivos contextos sociais e políticos. O presente artigo descreve os movimentos de saída da atividade, por via da passagem à reserva/reforma dos militares de carreira do Exército português. No plano teórico convocam-se modelos da profissão militar à luz dos quais tais processos adquirem sentido. O suporte empírico decorre da análise da legislação enquadrante e de dados quantitativos referentes aos militares que entre 2000 e 2016 passaram à situação de reserva/reforma, um total de 4872 indivíduos. Verifica-se que a reforma é antecedida por um período na reserva, correspondendo maioritariamente a opções individuais de antecipar a saída da carreira, especialmente quando estão iminentes alterações legislativas que afetam a condição militar.

This paper gains a better understanding about the relation between Business Strategy and Human Capital and of how the introduction of a clear human capital analysis in early stages of strategic planning impact Strategy Execution and the company's achieved results. The findings show that Human Capital and Business Strategy have an intimate relationship. In fact, through literature review, surveys and interviews we were able to understand not only that the alignment between a company's human capital and its outline strategy is critical for strategy implementation and execution but also that the use of a Human Capital Analysis, along with other management tools, in strategic planning helps to maximize the efficiency of achieved results, on one hand, by enabling to design more realistic and doable strategies, it helps to align the strategy with the company's human capital strengths and weaknesses in order to reduce the strategy execution GAP allowing maximizing the efficiency of achieved results and, on other hand, by enabling the right alignment between who defines the corporate strategy and who implements it, it helps the whole company´s human capital become more productive and productive people don't waste time or resources allowing maximizing the efficiency of achieved results. The study's conclusions point towards the need of rethinking the classic tools used in strategic planning, in order to diminish the Strategy Execution GAP and to help companies achieving better results.