Artikel / Interview in de Telegraaf (400.000 exemplaren) met Petra Biemans en Hank Kuit (Vitens), tevens gepubliceerd in NL Carrière dagen (oplage 10.000) en de carrière glossy van Nederland Memory Magazine (50.000). Business Studies bij Inholland. Donald Ropes, lector Learning and Development in Organisations, geeft zijn reactie hierop.
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Lectorale rede
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In this chapter I would like to introduce the knowledge management concept known as communities of practice (CoPs) and show a direct link between CoPs and human resource development (HRD). CoPs are a proven way to effectively manage knowledge as well as promote organizational learning, so it is a logical step to aim HRD initiatives towards developing and supporting them. It is my experience that both the vision and operational goals of an organization’s HR department is exceptionally crucial in designing and supporting a learning organization and that CoPs are one strategy to achieving these goals. The set up of the chapter is as follows; in this section I present some of the advantages that communities can have for the organization and the individual. Then I give an introduction to what CoPs actually are and how they function, followed by a discussion of the link between HRD, CoPs and organizational learning. In section four I look at what kind of support CoPs need in order to thrive and in section five, I expand these concepts to include global communities. The following section looks at how technology enables CoPs – both local and global – and describes general guidelines for deciding which technology is appropriate for facilitating communities. My closing remarks consider the increasing role of Cops in HRM as well as some of their possible down-sides.
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Intergenerational learning (IGL) has been identified as a viable way to help organizations deal with the problems an ageing worker population brings with it. Information and communications technology (ICT) in its many forms can be utilized to support IGL. This paper investigates the requirements for a game that would help raise stakeholder awareness for IGL, and allow individuals to practice skills related to it. By interviewing members of the European Union (EU)-funded SILVER-project we aim to find out suitable contexts, interventions and mechanisms that allow us to design such a game. Based on the interviews we found out that the game should be easily contextualized so that it works in—or is easily adapted to—different countries and cultures. For example sports or nature could be such contexts. As for mechanisms and interventions we found out that there are many possibilities. We conclude that such a logical combination of mechanisms and interventions that support the selected context must be chosen.
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Het doel van het onderzoek was om een grote luchthaven helpen te definiëren en te begrijpen welke competenties lagere management zal nodig hebben om effectief te kunnen functioneren in de vernieuwde organisatie geportretteerd in een intern strategisch document met de naam "Chief plan voor 2025".
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Programma 4e HRM praktijk & onderzoek congres
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The impact communities of practice (CoPs) make can be understood in several different ways, depending on which theoretical perspective is used. For example, CoPs have been studied from a learning-theory perspective, from organizational development theory, and from a small-group theory. To understand the effects of participating in a CoP on individuals, groups or the organization in which they function, we could use traditional learning theory, organizational learning theory, information-processing theory or small-group process theory, etc. Or we could look at the internal processes of CoPs; the output they generate, or employ a synthesized view. CoPs can also be seen as impacting different actors in the organization in which they operate; individuals, groups or the whole organization. This means, for example, that we could look at CoPs from an organizational learning perspective to see how CoPs impact strategy development or renewal. At the level of the group, we could look at how CoPs lead to increased group performance and how that in turn leads to a higher output of knowledge products. And as learning is one of the key processes in a CoP, an important aspect of we need to study is how the individual learns, as well as what the individual learns. The complexity of impact a CoP can have on the diverse actors requires a pluralistic and multiperspective approach. However, a review of the literature showed no comprehensive model that neither integrates these different levels of impact nor employs multiple theoretical perspectives. Furthermore, most models of measurement or assessment use traditional types of output measurement, such as ROI, or anecdotal evidence that the CoP has improved organizational capability. Much like any human resource development initiative – which is the perspective of CoPs we take in this paper – there has been no real attempt to develop measures for assessing impact. We try to fill this gap by presenting a comprehensive, multidisciplinary, conceptual model that approaches measuring certain aspects a CoP has on individuals, groups and organizations.
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In May 2007, our Centre for Research in Intellectual Capital hosted the International Congress on Intellectual Capital: The future of business navigation. The Congress – which took place in Haarlem, The Netherlands – was attended by more than 140 participants from 23 countries. Based on almost 70 papers, we designed a conference program that consisted of more than 90 sessions. This special issue is based on a selection of the best papers of our conference.
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Onderzoek naar belangrijkste business trends, die door onze stakeholders worden gezien. Duurzaamheid in al zijn facetten en digitalisering zijn de significante ontwikkelingen in het economisch domein, met grote gevolgen voor organisatie en werk, zo blijkt uit ons onderzoek.
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Dit eindrapport behandelt het onderzoek van CDM@Airports, gericht op Collaborative Decision Making in de logistieke processen van luchtvrachtafhandeling op Nederlandse luchthavens. Dit project, met een looptijd van ruim twee jaar, is gestart op 8 november 2021 en geëindigd op 31 december 2023. HET PROJECT CDM@AIRPORTS OMVAT DRIE WERKPAKKETTEN: 1. Projectmanagement, dit betreft de algehele aansturing van het project incl. stuurgroep, werkgroep en stakeholdermanagement. 2. Onderzoeksactiviteiten, bestaande uit a) cross-chain-samenwerking, b) duurzaamheid en c) adoptie van digitale oplossingen voor datagedreven logistiek. 3. Management van een living lab, een ‘quadruple-helix-setting’ die fysieke en digitale leeromgevingen integreert voor onderwijs en multidisciplinair toegepast onderzoek.
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