1e alinea column: Sociale media dwingen bedrijven zichzelf als ecosysteem te zien, binnen=buiten, en daarmee de buitenkant met de binnenkant van een onderneming te verbinden. Ze zetten bedrijven, maar ook zorg-en onderwijsinstellingen, achterstevoren, binnenstebuiten en ondersteboven, versnellen de beweging van B2C naar C2B naar P2P en maken bedrijven tot extended, op samenwerking gerichte ecosystemen van klanten t/m leverancier. Werkgemeenschappen zeg maar. Dat klinkt toch veel gezelliger? Klanten zijn steeds meer onderdeel van het bedrijfsproces. Daar moet je je als bedrijf dus op gaan inrichten. Sociale media veranderen onze kijk op de wereld, shiften de macht en dwingen tot transparant en integer handelen via Review, Reputatie, Ranking.
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The Internet is changing the way we organize work. It is shifting the requirements for what we call the “schedule push” and the hierarchical organization that it implies, and therefore it is removing the type of control that is conventionally used to match resources to tasks, and customer demand to supplies and services. Organizational hierarchies have become too expensive to sustain, and in many cases their style of coordination is simply no longer necessary. The cost complexity of the industrial complex starts to outweigh the benefits, and the Internet is making it redundant. The question I put forward in this Article, after a short description of how I envision “the change,” is what new requirements should be met by software in order to meet the requirements of the networked economy. Business will develop from Business-to-Consumer (B2C) to Consumer-to- Business (C2B) to People-to-People (P2P), customers more and more taking control over business activities, overhead being replaced by customer focus. This is also a new reality for the software world.
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Europe continues to be affected by Russia’s aggression against Ukraine, which has brought about high inflation rates, surging energy prices and general geopolitical instability. All of these notonly impact the purchasing power of consumers but also disrupt markets and global supply chains. Despite this, the findings of this year’s report show that e-commerce still continues to grow. In fact, the turnover in European B2C e-commerce increased from €849bn in 2021 to €899bn in 2022, even though the growth rate did decrease from 12% in 2021 to 6% in 2022. That said, thegrowth rate for 2023 is forecast to slightly increase to 8%, with the turnover in European B2C e-commerce also continuing its positive growth tendency.
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De sterke groei van b2b, b2c en c2c e-commerce zorgt echter voor nieuwe problemen op logistiek vlak. De straten worden drukker door rondrijdende bestelauto’s, er is meer vervuiling, verkeersonveiligheid en geluidsoverlast. E-commerce zorgt voor meer leveringen in steden, en dat onder grote tijdsdruk. Welke innovaties zijn nodig om de situatie te verbeteren? Wat zijn de tien belangrijkste trends in last mile bezorging?
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Business owners seem to recover. 52% of the business owners can pay their bills on time and 60% have enough financial resources to continue their business. Business investments are rising and the number of business owners having a lower renumeration than in 2019 are diminishing.The number of business owners earning less than remuneration welfare allowances is strongly decreasing. Other signs of recovery are the increase of staff employment in Q4 2021, except for Aruba. And Business Confidence further rises for Q1 2022. Not only in sales, but also in timely payments. Yet there is a definite need for additional capital for 40% of all businesses to continue the uplift. Especially so for business owners on Curaçao. Overall start-ups and self-employed are as steady going as established enterprises and business with employees. Yet start-ups and self-employed have lower sales, lower levels of entrepreneurial remunerations, but employ more new staff members in Q4. Businesses in B2B largely outperform B2C and mixed B2C/B2B business models in sales and entrepreneurial remuneration. The island of Aruba deviates from the (is)lands of Bonaire and Curacao in Q4 2021. Businesses on Aruba seem more mature with less start-ups, more employees, more likely to be family businesses and have higher scores on provided annual reports. Entrepreneurial remuneration is also highest on Aruba. Yet growth of employment is negative. On all (is)lands business owners endure above average stress levels, with a quarter of them at extreme levels. This indicates the major uncertainties business owners are facing.
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In dit project onderzoeken we voor diverse opdrachtgevers de business van innovaties op het gebied van duurzaamheid.
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The adoption of social media (web 2.0) in the e-marketing strategy of small and medium enterprises (SMEs) is not yet researched much. Research findings in bigger companies in the USA, Europe and the Netherlands suggest that the issue is high on the think list of marketers and entrepreneurs. But what are the drivers and barriers for small and medium enterprises to make, execute, and further develop their strategy on social media? This paper places the perceptions and actions of 10 SMEs in the Netherlands in the Stages of Growth for e-Business model (SOG-e model) which focuses on e-business maturity. Findings are that general expectations and customer wishes are important drivers and that, besides time and money, the fear of negative comments on the Internet are important barriers.
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Triggered by highly publicised corporate scandals, changing societal expectations and the collapse of financial markets, the roles of boards of directors have changed significantly in safeguarding the interest of shareholders and other stakeholders. Yet, relatively little is known about contemporary challenges non–executive directors face and whether their boards are well–equipped for their new tasks. Based on self–assessment reports by supervisory boards, a survey and interviews with supervisory board members, this paper investigates the challenges non–executive directors face in the Netherlands, particularly after a decade of corporate governance reform. Non–executive directors' inadequate role in scrutinising executive directors' performance, information asymmetries and dysfunctional working relationships between executive and non–executive directors are among the greatest challenges indicated by non–executive directors on Dutch supervisory boards. The paper discusses several implications for scholars and practitioners and provides a unique insight in boardroom dynamics.
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Communities of practice (CoPs) impact different actors in different ways. Because using a singular approach would not do justice to the complexity that surrounds CoPs, a multi-disciplinary and pluralistic approach is used here to develop a model for measuring the impact CoPs may have on individuals, groups and the organisations in which they are situated. A review of the literature showed no such comprehensive model. In fact, empirical work on CoPs, in general, is scarce and evaluations of them are underdeveloped. Most assessments are look at process alone, or try to link output to anecdotal evidence. I try to fill this gap by presenting a multi-disciplinary conceptual model that approaches measuring certain types of impact a CoP has on individuals and groups that are functioning as CoPs. I also make a theoretical link to how CoPs may contribute to organisational capability.
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1e alinea column: Hoofdpijn of een wondermiddel? Huidige zorg efficiënter. Over weinig onderwerpen in de zorg is meer geschreven dan over hoe internet, mobiele data en sociale media de zorg goedkoper, beter en leuker zouden kunnen maken. Heel veel zaken zijn al beschreven de laatste 15 jaar en zitten in de pijplijn. Het inzicht is er. Het wachten is op de implementatie.
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