Abstract
The COVID-19 crisis exposed the vulnerability and poor resilience of the global supply chains. The objective of this research is to reflect on the possible impacts of the Coronavirus crisis in the global supply chains and provide some recommendations to overcome the present situation, offering suggestions for future research: (1) What are the contingency factors affecting Supply Chains in the complex COVID-19 operating environment? (2) How do these factors affect post-COVID-19 operating performance? After a contextualization of the COVID-19 pandemic crisis and its impacts, theoretical background on Supply Chains and Supply Chain Management are presented, and a summary of the main scenarios for the post-COVID-19 crisis are discussed. The propositions regarding the contingency factors and their impact on the Supply Chain operating performance in post-COVID-19 suggest that successful companies will focus on creating a new kind of operational performance and minimize risks. To that end, companies will aim to improve their operations' resilience (ability to resist, hold on, and recover from shocks) and accelerate the end-to-end digital transformation. Consumers will have to adapt to the contact-free economy, less low-cost supply chains, and put additional emphasis on service levels. Governments will reinforce the focus in the health sector supply chain and increase spending in the health and social care sectors. Furthermore, the longer, the more concentrated, the less transparent, and the more price sensitivity is the supply chain, the more challenging the adaptation to the new pos pandemic realities. Suggestions for future research are also provided.

Abstract
This paper focuses on the drivers, curriculum and Project-Based Learning (PBL) learning strategies applied to the Business Process Modelling course, part of the Master in Services Engineering and Management (MESG), while presenting critical reflections on said course. The curriculum unit aims to develop skills that we consider essential in the analysis, design, management and improvement of processes that support the services provided by an organisation to its customers. Since the creation of the course, the main objective has been to motivate students to look into exploratory approaches to address specific challenges. In this sense, the PBL approaches explored have proved to be quite successful. Students are organised into larger teams and asked to come up with an innovative business idea. Then, they ought to carry out a project focused on the analysis and design of the business processes of the organisation/company, as well as specifying the respective supporting technological elements. The project, carried out as a team, is of medium/high complexity and long duration (throughout the semester). Each team is encouraged to use appropriate digital tools to support the collaborative work, namely, to facilitate information sharing, activity coordination, documentation management and communication. In this paper, we focus on the implementation and evaluation of the PBL practice, as well as on the analysis and consideration of the lecturers and students’ experience. We’ve adopted a cooperative and student-centred teaching and learning strategy since the beginning, in order to provide the right conditions to put into effect the skills of "doing" and "learning", without neglecting “knowledge”. Accordingly, we point out the main challenges, the lessons learned and the future views regarding the PBL practice.

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Abstract
The purpose of this article is to describe the process of forming intersectoral partnerships in social innovation initiatives in Portugal. The methodological approach used was the qualitative study of multiple cases through a triangulated analysis of the data. This resulted in a set of interrelated categories explaining the formation process of the partnerships: formation of the partners, means of identification, motivation of the partners to form the partnership, criteria for forming the partnership, determining factors, facilitators, and training process. We discuss the implications of this process and foment some strategies to support the development of intersectoral partnerships for social innovation initiatives.

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This study identified and characterized the factors influencing managers' intentions to adopt collaborative robots (cobots) in manufacturing companies. Based on a conceptual framework that integrates three technology adoption theories (Diffusion of Innovation, Technology-organization-environment and Institutional theory) and following an exploratory qualitative research design, this paper identifies 39 factors influencing the intention to adopt cobots in three contexts (internal, external and technology). Twelve of these factors are new as contrasted with previous literature. The findings of this study can assist organizations in their process of adoption of cobots and in the development of managerial practices that consider the role of these factors.

Abstract
Purpose To study how supply chain decision makers gather, process and use the available internal and external information when facing supply chain disruptions. Design/methodology/approach The paper reviews relevant supply chain literature to build an information management model for disruption management. Afterwards, three case studies in the vehicle assembly sector, namely cars, trucks and aircraft wings, bring the empirical insights to the information management model. Findings This research characterises the phases of disruption management and identifies the information companies use to recover from a variety of disruptive events. It presents an information management model to enhance supply chain visibility and support disruption management at the operational level. Moreover, it arrives at two design propositions to help companies in the redesign of their disruption discovery and recovery processes. Originality/value This research studies how companies manage operational disruptions. The proposed information management model allows to provide visibility to support the disruption management process. Also, based on the analysis of the disruptions occurring at the operational level we propose a conceptual model to support decision makers in the recovery from daily disruptive events.