Abstract
An innovative, forward-looking organization has a different kind of internal structure, different Marketing and a different way of processing things. Innovative organizations have methods and processes that help them avoid stagnation. In the 21st century we have embraced a whole new technological world. Communicating through social networks is a new phenomenon and organizations must follow this trend, otherwise they will not endure. Companies need to be close to clients and the best way to achieve this is by exploring the new tools that online social media provide (social media includes e-mail and social networks and other such applications). The way people are exposed to information and publicity suffered a real change, as nowadays almost everything is also advertised online. Internet usage and social networking will be the focus of this article. The main research question of this paper is: what is the impact of using social networks on the performance and competitiveness of organizations? This question is relevant since almost every company has access to the Internet, as do their employees. Social networks may also be used for professional purposes as networks that connect everyone to expedite and facilitate communication. On the other hand, social networks may influence productivity negatively. To better discuss the main issue, we will use a Portuguese company as a case study. Thus, we interviewed an employee at BRABBU - the head of the BRABBU Press & Communications department - to establish patterns in the usage of social networks for internal communication during working hours. BRABBU is an award-winning company which won the Best Viral Instagram award, in January 2018, attributed by the Maison et Objet. Furthermore, a sample of the general population was surveyed (we received 352 answers to the survey) to deepen the study of this topic and so as to ascertain whether people think that online social networks help or hinder business performance. The result was clear: social networks may be a great help for internal communication, but this does not replace human contact. Finally, this usage of social networks in the work environment has to reach a consensus amongst the younger generations (e.g. millennial, in favour of this usage) and older ones (e.g. baby boomers, not so receptive to new technologies).

Abstract
This study followed a mixed methodology - five semi-structured interviews were performed, and transcribed in full, with four senior lecturers and one administrative employee at the university; and a survey with 124 valid responses, answered by students of the university, was also conducted. The research question was the following: how does the University of Aveiro achieve its competitive advantage, in view of its competition in Porto, Coimbra and Lisbon, which are the three main geographical areas nearby? The University of Aveiro may also be seen, however, to be competing with other international universities, as the University of Aveiro is highly placed in the international rankings for young universities (the University of Aveiro was, in 2017, ranked 81st in the Times Higher Education Young University Rankings, for universities aged under fifty years). The resources, capabilities and key competences of the University of Aveiro, founded in 1973, were analysed. The results of the study indicate that 76% of the respondents of the survey chose the University of Aveiro as their first choice in their applications, which means that these students are following their first choice for their careers. The University has constructed its attractiveness around value innovation: its low price (not only for its annual fees, but also concerning the cost of living in the Aveiro area - in central Portugal), coupled to its superior and highly recognized teaching practices, its highly recognized research around its 18 research centres, its start-up incubator, its creative science park, its cooperation and knowledge transfer to society (via its many partnerships with different organizations), its multicultural environment (the University of Aveiro is a favourite of Erasmus students), its award-winning campus (in architectural terms), and its organizational culture geared towards the satisfaction of its students, as well as its organizational structure in a matrix format whereby the university is built around different and unique departments (for different functional areas of study) with each having a degree of autonomy, though being managed centrally by the university rectorate. The University of Aveiro is thus seen to be very entrepreneurial as it has remained flexible, dynamic, and principally open to new teaching methods.

Abstract
Increasing wildfire threats and costs escalate the complexity of forest fire management challenges, which is grounded in complex interactions between ecological, social, economic, and policy factors. It is immersed in this difficult context that decision-makers must settle on an investment mix within a portfolio of available options, subject to limited funds and under great uncertainty. We model intra-annual fire management as a problem of multistage capacity investment in a portfolio of management resources, enabling fuel treatments and fire preparedness. We consider wildfires as the demand, with uncertainty in the severity of the fire season and in the occurrence, time, place, and severity of specific fires. We focus our analysis on the influence of changes in the volatility of wildfires and in the costs of escaped wildfires, on the postponement of capacity investment along the year, on the optimal budget, and on the investment mix. Using a hypothetical test landscape, we verify that the value of postponement increases significantly for scenarios of increased uncertainty (higher volatility) and higher escape costs, as also does the optimal budget (although not proportionally to the changes in the escape costs). Additionally, the suppression/prevention budget ratio is highly sensitive to changes in escape costs, while it remains mostly insensitive to changes in volatility. Furthermore, we show the policy implications of these findings at operational (e.g., spatial solutions) and strategic levels (e.g., climate change). Exploring the impact of increasing escape costs in the optimal investment mix, we identified in our instances four qualitative system stages, which can be related to specific socioecological contexts and used as the basis for policy (re)design. In addition to questioning some popular myths, our results highlight the value of fuel treatments and the contextual nature of the optimal portfolio mix.

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Apresenta o Modelo de Gestão do Sistema de Informação Ativa e Permanente (MGSI-AP), resultado de uma investigação que discutiu conceitos e perspetivas em torno da Gestão da Informação, posicionou-a como área transversal e aplicada em Ciência da Informação, com foco no(s) fluxo(s) infocomunicacional(ais), atendendo de forma particular aos que ocorrem em meio digital, no contexto de uma instituição complexa – a universidade pública portuguesa – e respetivos serviços de informação. Aborda um dos eixos da operacionalização da investigação realizada e do modelo desenvolvido. Nele se destaca a estreita ligação da Gestão da Informação à área de estudo da Produção Informacional. A universidade, foco do estudo, é abordada numa dupla faceta sistémica e, consequentemente, complexa, isto é, entre o sistema organizado formal e o sistema combinatório de feição loosely coupled. A formulação de uma proposta teórico-metodológica e de modelação operacional convergiram para uma definição de Gestão da Informação.