This doctoral thesis describes three case studies of service engineers participating in organizational change, interacting with managers and consultants. The study investigates the role of differences in professional discourse and culture when these three professional groups interact in organizational change, and how this affects the change result. We bring together two scientific fields, first change management and second, linguistics. The intersection represents the overlapping field of professional discourse and culture. The research design was an explorative multiple case study using qualitative linguistic analyses. The study found that successful organizational change is the result of interaction between professional culture, the organizational culture and the organization/change context. The differences between the professional cultures and discourses can hamper the change process. The practical contribution of this study might be the increased awareness among professionals about their own professional, and often implicit, assumptions. Managers, consultants and service engineers have to be aware of the group dynamics and the specific role of their own typical professional discourse and culture in a change project setting.
To enhance the training of sport psychology consultants, it is important to know which learning experiences are useful for which components of professional development. We interviewed 15 novice consultants on their learning experiences related to 13 different topics. Traditional learning experiences (e.g., courses, teachers) were related to the development of practical know-how. Learning from others (e.g., peers, colleagues) was related to professional development (i.e., dealing with issues, challenges, and dilemmas that occur in sport psychology practice). Practical experience and reflective activities were related to both know-how and professional development. These results can be used to shape effective sport psychology education.
Dutch voluntary sport clubs (VSCs) are facing several challenges in perceived consumerist behavior by members (Van der Roest, 2015), demands by the government to attribute to the social policy agenda (Waardenburg, 2016; Coalter, 2007) and declining number of members in complex contexts (Wollebæk, 2009). Between 300-500 sport club consultants, mostly funded by local governments or sport associations, are tasked to vitalize these VSCs. Most consultants play an expert role delivering generic intervention on specific topics as recruiting volunteers, sponsorships or positive behavior support. The other consultants play a process consultation role in which a holistic strategic change approach is used for more sustainable development (Schein, 1999). Aim of this study is to understand how various stakeholders make sense of the approach, competencies and interventions used by the process consultant within a specific context.
CIVITAS is a network of cities for cities dedicated to cleaner, better transport in Europe and beyond. Since it was launched by the European Commission in 2002, the CIVITAS Initiative has tested and implemented over 800 measures and urban transport solutions as a part of demonstration projects in more than 80 Living Lab cities across Europe.The ELEVATE project aims to increase the Europe-wide impact of Research and Innovation Actions on urban mobility policy-making, thereby advancing the CIVITAS community to a higher level of knowledge, exchange, impact and sustainability, while guaranteeing essential high-quality support. ELEVATE is committed to achieving the following objectives:1. Developing the CIVITAS knowledge base and transferring new knowledge.2. Enriching the current CIVITAS generation and feeding future EU initiatives.3. Building a European mobility community able to navigate transition.4. Representing CIVITAS on the international stage.Breda University of Applied Sciences is work package leader for a work package on incubation and CIVINETs.Main collaborating partners:Mobiel21 (project coordinator), DTV Consultants, INOVA, TRT, ICLEI
Dit onderzoek wil de interactie tussen begeleiders van organisatieverandering en betrokken stakeholders verbeteren, zodat deze begeleiders organisaties effectief kunnen faciliteren bij (complexe) organisatieverandering.Doel Het doel van dit onderzoek is om begeleiders van organisatieverandering handvatten te bieden voor effectieve interactie. Uiteindelijk moet dit bijdragen aan het verbeteren van de uitkomsten van de organisatieverandertrajecten. Resultaten Vergrote deskundigheid deelnemende consultants Bijdragen aan masteronderwijs en opleiding van professionals Suggesties voor curriculaontwikkeling van opleidingen Uiteindelijk: doeltreffender begeleiding van ingewikkelde organisatieveranderingen Wetenschappelijke bijdrage in de vorm van een dissertatie Looptijd 01 januari 2019 - 01 januari 2023 Aanpak Social construction, conversaties/personal coaching, observatie en vragenlijstonderzoek.
Dit onderzoek wil de interactie tussen begeleiders van organisatieverandering en betrokken stakeholders verbeteren, zodat deze begeleiders organisaties effectief kunnen faciliteren bij (complexe) organisatieverandering.
