Abstract
Most business enterprises are small and medium-sized enterprises (SMEs), and many of them are without a human resource and recruitment department. Thus, one of the challenges that organizations currently face is to find a strategy to retain and attract talent. To overcome this difficulty, enterprises must invest in employer branding policies and be aware of the factors that differentiate them from others when attracting employees. This study aims to develop an employer branding model applicable to SMEs, to increase and enhance the attraction and retention of talents. An exploratory approach based on a quantitative perspective was adopted to develop an employer branding model applied to SMEs, with two major reference employer branding models and frameworks used as the main support. The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?), (3) company reputation (e.g., how do you perceive and treat negative feedback?), and (4) reward systems (e.g., do you feel that your employees are motivated intrinsically or extrinsically or both?), ordered by layers based on a logical sequence. The new proposed model is expected to serve as a useful strategic tool and as a basis for attracting, retaining and managing talent, specifically in the SMEs context. This new model provides a set of strategic and competitiveness benefits for SMEs, while contributing to making enterprises more profitable. The model also contributes to SMEs having a better image and reputation, enabling them to stand out from others in the war for talent.

Abstract
In a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in differentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee's affective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an affective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising different positions in the different sectors of activity. Results obtained with these techniques indicate a high level of affective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that affective commitment develops when the individual becomes involved and identifies with the organization.

Abstract

Abstract
The aim of this article is to show how autoethnography is a useful and revealing research methodology that should be encouraged in academia, especially in higher education. With objectivity, autoethnography, which is a relatively new approach, may be a path toward deeper cultural discussions that are so important in everyday life. Moreover, autoethnography leads to important reflexive and critical observations made by students. Autoethnography is a readily accessible, low-cost methodology and thus very appealing to students and younger researchers. With this article, the author exemplifies autoethnographic accounts and narrates three different stories that occurred while trekking with three different trekking guides in Patagonia (El Chalten), Argentina. Argentinian culture, in South America, is the focus. Researchers need to be careful of misleading statements in the literature, such as that in Argentina modesty is apparently not tolerated. We found that two of our guides and leaders - Mariano and Liz - both had modest (and pleasant) demeanors. Hence, we conclude that it is important to maintain an open mind and resist categorizing people. This is a vital point of cultural studies that is often not taken seriously. Cultures are made up of individuals and thus many differences can be found in the midst of an attempted standardization, and the desire to put everyone in the same "basket".

Abstract
In this age of technology, information, innovation, and so many other features that could be associated with it, it becomes necessary to review the benefits and risks associated with this change. The question that guides this article is: Does the easiness granted to us, through the many online mechanisms, affect our ability to perceive at the moment of making a purchase decision? Rather, from a financial perspective, is the quick and easy way that the internet allows the consumer to make a payment influencing the consumers' buying act? Through the analysis of various mobile applications available for the aforementioned purpose, as well as a survey, that featured 137 answers from various age groups and occupations, we will present a brief conclusion about this theme, aiming to contribute to a better and broader understanding of the benefits, risks, advantages and disadvantages of these so well-known banking applications that increasingly stand out in the daily lives of the Portuguese. The results of this exploratory study reveal the importance of a greater and better instruction when using these innovative tools, so the user can stop being merely a hostage to their risks and begin to fully enjoy the benefits.

Abstract
For many years, industrial engineers and managers have differentiated their duties in the work environment. While this has allowed for the two specialities to operate in their respective domains, the all necessary integration required to deliver a seamless industrial operation and outcomes has been sub-optimal - particularly in cases of conflict of knowledge or power. Industrial engineering and management (IEM) has come to resolve this situation, creating a new professional field and profile, as well as a multifaceted specialisation with a practical character. The challenge to take the next step in the refinement of this relatively new reality in Portugal is placed upon the most recent IEM degree, at the University of Tras-os-Montes e Alto Douro (UTAD).