© 2025 SURF
Over de hedendaagse kunst(wereld) in relatie tot de (hedendaagse) geschiedenis.
LINK
Met een angstaanjagende precisie verliezen de dagbladen elk jaar 3 procent van hun oplage. Dat is het gemiddelde over tien jaar. Maar soms duikelt een titel plots met 10 procent of meer, soms is er winst. Hoe komt dat?
NL: Repurpose: Afgedankte producten en reststromen hergebruiken in een andere functie en/of context om daarmee de waarde van deze materialen te behouden.Het materiaal dat bij Koninklijke Ahrend voor Repurpose in aanmerking komt, is restmateriaal uit het productieproces of bij gebruikers ingeruild vanwege beschadiging en/of vernieuwing, voortkomend uit de cradle-to-cradle bedrijfsfilosofie van Ahrend. Veel terugkomend materiaal bestaat uit de onverslijtbare, maar verkleurde of toch (licht)beschadigde bureaubladen van Ciranol (Trespa).Deze Ciranol bureaubladen bleken uitermate geschikt om toe te passen in een loopfiets. De vormgeving is gebaseerd op de vormen van diverse bureaustoelen van Ahrend, zodat zowel in vorm als in materiaal de verwantschap met Ahrend zichtbaar is in de loopfiets.EN: Repurpose: Reusing discarded products and residual flows within another function and/or context to maintain the value of these materials.The material to be considered at the Royal Ahrend for Repurpose is left over material from the production process or material returned by users because of damage and/or renewal, stemming from the Cradle-to-cradle business philosophy of Ahrend. Material that often returns exists of the long-lasting but discolored or slightly damaged desktops of Ciranol (Trespa). These Ciranol desktops were found to be ideal to be used in a push bike. The design is based on the shapes of a multitude of Ahrend’s desk chairs, so that the relationship with Ahrend is visible in both shape as well as the material of the push bike.
Educational programs teaching entrepreneurial behaviour and knowledge are crucial to a vital and healthy economy. The concept of building a Communities of Practice (CoP) could be very promising. CoP’s are formed by people who engage in a process of collective learning in a shared domain of human endeavour (Wenger, McDermott and Snyder, 2002). They consist of a group of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly. Normally CoP’s are rather homogeneous. Saxion institute Small Business & Retail Management (SB&RM) started a CoP with entrepreneurs September 2007. Typical in the this community, are the differences between the partners. The Community consists of students, entrepreneurs and members of an institution for higher education. They have different characteristics and they don’t share the same knowledge. Thus, building long-lasting relations can be complicated. Solid relations for longer periods are nevertheless inevitable in using CoP as a mean in an educational concept that takes approximately 4 years. After one year an evaluation took place on the main aspects of a lasting partnership. The central problem SB&RM in Deventer faces is to design the CoP in a way possible members will join and stay for a longer period and in a way it ensures entrepreneurial learning. This means important design characteristics have to be identified, and the CoP in Deventer has to be evaluated to assess whether it meets those design characteristics in an effective and efficient way. The main target of the evaluation is to determine which key factors are important to make sure continuity in partnership is assured and entrepreneurial learning is best supported. To solve the problem, an investigation on how a CoP works, what group dynamics take place, and how this can be measured has to be conducted. Furthermoreusing the CoP as a tool for entrepreneurship means key aspects of entrepreneurial learning have to be identified. After that the CoP in Deventer has to be examined on both aspects. According to literature CoP’s define themselves along three dimensions: domain (indicating what is it about), community (defining how it functions), and practice (indicating what capabilities it has produced) (Wenger, 1998). This leads to meaningful, shared and coordinated activities (Akkerman et al, 2007): Key aspects of a successful CoP lie in both hard and soft sides of creating a partnership. It means on one hand a CoP has to deal with defining their own overall vision, formulating long term goals and targets on the short term. They have to formulate how to achieve those targets and create meaningful activities (reification). On the other hand a CoP has to deal with relations, trust, norms and values (participation). Reification and participation as design characteristic can provide indicators on which the CoP in Deventer can be evaluated. A lasting partnership means joining the CoP and staying. Weick provides us with a suitable model that enables us to do research and evaluate whether the CoP in Deventer is successful or not, Weick’s model of means convergence. To effectively ensure entrepreneurial learning the process in the CoP has to provide or enable actionoriented forms through Project-based activity, accompanied by reflection, with high emotional exposure (or cognitive affection) preferably caused by discontinuities to be suitable as a tool in entrepreneurial learning. Furthermore it should be accompanied by the right preconditions to work effectively and efficiently. The evaluation of the present CoP in Deventer is done by interviewing all participants at the end of the first year of the partnership. In a structured interview, based on literature studies, all participants were separately questioned
MULTIFILE
Het is de hoogste tijd dat er meer (internationale) harmonisatie komt op het gebied van de belastingwetgeving voor multinationals.
LINK
Mecenaat is in opkomst in de Nederlandse beeldende kunst. Van een paar tientjes tot vele miljoenen, gulle gevers strooien met geld en goodies. Succesverhalen en excessen halen vaak de krant; een grote prijs, een geliefd standbeeld, een geval van belastingontduiking. Maar over de grotere structuren van het mecenaat als fenomeen gaat het bijna nooit. Welke belangen drijven de onstuimige opkomst van mecenaat in Nederland? Hoe verandert filantropie het kunstaanbod? En wat doet de steeds ingewikkeldere ‘mix’ van publiek en privaat geld met de machtsverhoudingen in het veld?Platform Beeldende Kunst deed twee jaar lang onderzoek naar mecenaat in Nederland en bracht de resultaten samen in De bevrijding van het mecenaat. De acht teksten in deze reader vormen een venster op de discussie rond mecenaat in de afgelopen vijf jaar, dat kan helpen het publieke debat tot een hoger niveau te stuwen. Weg van een focus op successen en excessen. Weg van moralistisch getouwtrek. Naar een politiek van mecenaat.
MULTIFILE
