We are in an increasingly disruptive context, in an Era in which the world presents challenging and growing levels of uncertainty, unpredictability, and complexity. As a result, society is facing, at all levels and in all areas, more and more global challenges, challenging its stability and prosperity, whether at a technological, economic, social, environmental, or educational level. The new Era, Era 5.0, which places the human being at the center of innovation and technological transformation, can and must make its contribution to improving the quality of life, solving social problems, and human well-being, with the support of technology. Thus, this work intends, based on a systematic review of the literature, to analyze the challenges of Era 5.0 and its impacts on industry, society, and education as engines and promoters of the path to sustainable development. The results of this work show that the challenges for industry and education on the road to a “new” society are immense, in order to achieve a more humanistic society, centered on human beings, quality of life, and sustainability. We believe in contributing to the state of the art in Era 5.0 and providing an analytical reflection in the field of education and industry, on the path towards a society that places the human being at the center of innovation and technological transformation.

Condições estruturais do desequilíbrio dinâmico; 2. As etapas do ciclo recente; 3. As tendências à crise; 4. A aceleração inflacionária e os mecanismos da especulação financeira.

Intellectual capital (IC) has become one of the most valuable resources of an organisation. Along with the increasing concerns for sustainable practices, a new concept has emerged: Sustainable IC (SIC). However, research on SIC is scarce, especially when addressing its relationship with sustainable organisational performance. Through a case study conducted on a small- and medium-size industrial orthopaedic footwear organisation, we aimed to assess how an organisation’s internal stakeholders perceive the concepts of SIC, sustainability, and sustainable performance and to comprehend better the effect of SIC on the economic, social, and environmental dimensions of sustainable organisational performance. Evidence suggests that the stakeholders were not familiar with the SIC concept and overemphasised the environmental dimension when referring to both sustainability and sustainable performance concepts. Furthermore, it was found that the organisation’s sustainable performance was affected by all its SIC components (human, structural, and relational). This study contributes to the development of two different but complementing areas of research: IC and sustainability. It also provides important managerial implications for industrial organisations concerned with their performance. Finally, generalisation for other situations should only be conducted in a theoretical fashion.

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