Abstract: In the future of knowledge society and digital worlds, the fundamental strategic factor are the quality of human capital and good relationships able to push self-coordination fuelling by well-being of three: primarily, people, organization and environment, supported by — secondarily — availability of raw materials and advanced technologies. Welfare levers that represent factors of integrated enhancement of the relationships between human capital, social capital and semantic capital that change the nature of work and the nature of capital towards a joint and complementary transformational organization that contains all. Useful in forging the concrete transition from techno-centric approaches (for rigidity, heaviness and control) to anthropocentric approaches (for lightness, flexibility and self-assessment) to eco-resilient, motivating and enabling organizations that have at the heart of the enhancement of emotions and passions. “Emotional organizational” forms, therefore, as engaging and participatory, constructive forms of a new Humanism of Work and Enterprise to realize a shared sense of our unexhausted learning to learn to prosper together with the Other. In the knowledge that within every worker, manager or entrepreneur — as in every user — we always find a person attracted by the sense of dizziness of the limits of our species of living, hungry for reflexive knowledge of the Other to explore their exhausted overcoming between emotions and empathy in search of meaning even in some shared happiness. The debate on the welfare state crisis and the relaunch of a second-tier (or close) welfare system as “complementary” to the one delivered to us by the XIX’ and XX’ centuries, which is increasingly fragile in all industrialized countries due to debt sustainability, social changes (family, work, life expectancy, mobility, education, gender gap, migration), technological and relationship changes with nature (cloning, induced fertility, biotech, neuroscience, etc.). Structural response to the endemic planetary phenomenon of dissatisfaction at work — that leads about 70% of people in the workplace to demotivation (Gallup, USA, 2018) and therefore to work badly and with uninterested or depressing way — are destroying sense that it will also move into private life in a vicious circle of relational subtraction and malaise and with negative effects of creativity and intelligent collaboration. The aim of this contribution is to try to shed light on an evolution brings the person back to the center of the processes, in particular, looking at the relationships between organizations, digitization and emotion. A trajectory able to rejoin what the fordism had separated: machines and man, intellectual and manual practices, mind - body and conscience, intelligence and routines, decision and action, individual and community, abstraction and concreteness.  In search of a well-being that does not accompany the simple growth of personal income with dynamic organizations to help emerging emotional factors and the multiple human intelligence, exploring their potentials offering responsibility and collaboration supporting mindfulness and sensemaking, “beyond” vertical control and hierarchy. A transformation necessary of organizations to rebuild a sense of corporate social responsibility belonging as a common good that requires advanced forms of direct and indirect participation in the generation of value for new forms of creativity and intelligent collaboration. Also pushing identity of entrepreneurship “beyond” leadership for a shared growth of a company as the “ecology of prosperity” for a new “human flowering” in the smart organization with employeeship.

Key words: welfare organization, emotional factors, creative collaboration, social innovation

JEL codes: M5, M2