Presented at the 14th 14th European Conference on Management, Leadership and Governance ECMLG 2018: From the article: "Abstract: Scientific literature and practices emphasize that organizations have to align their business strategies with their IT strategy. Strategic alignment of business with IT in organizations is not only a prerequisite for organizations to be successful or competitive but also positively influences IT effectiveness and leads to greater profitability. At the same time organizations have been struggling for a long time with the concept of strategic alignment. In this paper an enhanced concept of strategic alignment is given in such a way that organizations can practically use to align their business and IT. Based on scientific research in this study the existing concept of strategic alignment model, i.e. the relationship between business and IT, was enhanced by placing the discipline of information management between business and IT and thus making information management responsible for the alignment or linking of business with IT. This conceptually enhanced concept of strategic alignment was practically enhanced even further with the use of the Business information Service Library (BiSL) framework. This framework links business with IT on the strategically, managing and operational level of an organization. The BiSL process framework thus provides an description of the information management processes on the different levels of an organization that have to be implemented and carried out to achieve strategic alignment within an organization. With the support of three experts in the field of information management and BiSL, an enhanced Strategic Alignment Model was constructed. To validate this model 25 semi-structured interviews were conducted in eleven organizations. The results of these interviews show not only a strong and solid support for adding information management to the existing concept of strategic alignment but also indicate a strong and solid support for the use of the BiSL framework for implementing information management. These findings support the notion that the BiSL enhanced Strategic Alignment Model not only provides a conceptually enhanced strategic alignment model but also provides organizations with a concept of strategic alignment that organization can practically use to align their business with IT."
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This paper examines how a serious game approach could support a participatory planning process by bringing stakeholders together to discuss interventions that assist the development of sustainable urban tourism. A serious policy game was designed and played in six European cities by a total of 73 participants, reflecting a diverse array of tourism stakeholders. By observing in-game experiences, a pre- and post -game survey and short interviews six months after playing the game, the process and impact of the game was investigated. While it proved difficult to evaluate the value of a serious game approach, results demonstrate that enacting real-life policymaking in a serious game setting can enable stakeholders to come together, and become more aware of the issues and complexities involved with urban tourism planning. This suggests a serious game can be used to stimulate the uptake of academic insights in a playful manner. However, it should be remembered that a game is a tool and does not, in itself, lead to inclusive participatory policymaking and more sustainable urban tourism planning. Consequently, care needs to be taken to ensure inclusiveness and prevent marginalization or disempowerment both within game-design and the political formation of a wider participatory planning approach.
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This article examines whether calls for European ‘strategic autonomy’ in response to Trump’s rhetoric are qualitatively different from earlier disagreements in US-EU relations. By doing so, it re-assesses Geir Lundestad’s concept of “Empire by Invitation” to illustrate constraints for the development of such an autonomy especially in defence affairs. We argue that the US’s involvement in European defence affairs was never an invitation to ‘empire’, as the invitational aspect was based on consent. A process has been accelerated by the Trump presidency whereby this consent has shifted towards strategic estrangement. However, the article argues that the reactive and intergovernmental nature of EU foreign and security policy continues to hamper more autonomous policy planning in CSDP matters – different readings about cyclical disruptions in EU-US relations notwithstanding. The article finally discusses how the introduction of new CSDP mechanisms impacts on this debate. LinkedIn: https://www.linkedin.com/in/martijn-lak-71793013/
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Background and purpose: Automatic approaches are widely implemented to automate dose optimization in radiotherapy treatment planning. This study systematically investigates how to configure automatic planning in order to create the best possible plans. Materials and methods: Automatic plans were generated using protocol based automatic iterative optimization. Starting from a simple automation protocol which consisted of the constraints for targets and organs at risk (OAR), the performance of the automatic approach was evaluated in terms of target coverage, OAR sparing, conformity, beam complexity, and plan quality. More complex protocols were systematically explored to improve the quality of the automatic plans. The protocols could be improved by adding a dose goal on the outer 2 mm of the PTV, by setting goals on strategically chosen subparts of OARs, by adding goals for conformity, and by limiting the leaf motion. For prostate plans, development of an automated post-optimization procedure was required to achieve precise control over the dose distribution. Automatic and manually optimized plans were compared for 20 head and neck (H&N), 20 prostate, and 20 rectum cancer patients. Results: Based on simple automation protocols, the automatic optimizer was not always able to generate adequate treatment plans. For the improved final configurations for the three sites, the dose was lower in automatic plans compared to the manual plans in 12 out of 13 considered OARs. In blind tests, the automatic plans were preferred in 80% of cases. Conclusions: With adequate, advanced, protocols the automatic planning approach is able to create high-quality treatment plans.
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From the article: "After 1993, the concept of strategic alignment is evaluated from the connection between IT and business to much broader definitions in which the connection between all business functions, horizontally and vertically, and later also with projects and stakeholders is mentioned. To achieve stategic alignment there must be a coordination between the strategy of organizations and those who contribute to the implementation of the strategy and the actual performance of an organization. This process is called Human Oriented Performance Management (HOPM). The HOPM model consists of four dimensions: strategy translation, information and visualization, dialogue and action orientation, and continues improvement and organizational learning. To measure the effect of strategic alignment a range of financial performance indicators are used. Based on a literature review this paper explores which financial performance indicators could be used to measure the effect of HOPM. The literature was selected over a period from 1996 – 2015. The research is not only focused on the top of the strategy map, but also on the cause-effect relationships in the strategy map. The underlying performance indicators in the strategy map can show on which figures the dialogue in the HOPM model about strategy implementation must be based. This dialogue is the input to action in which strategic alignment comes about. The goal of the research is to optimize this dialogue by looking for performance indicators that can show the effect of HOPM" The article is used for the course: 'corporate policy' minor MSMM (Masterclass Strategic Marketing Management).
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The question of how to design climate-resilient landscapes plays a major role in the European projects in which the green university has been involved, such as Future Cities and F:ACTS!. These are projects in which various European organizations, government authorities and universities have joined forces to find an answer to climate-related issues. Van Hall Larenstein also collaborates with Almere, a relatively new Dutch municipality that is changing rapidly and that prioritizes climate resilience in its development. Over the years there has been a clear development in climate-adaptive planning, both in education and in practice.
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Like most ocean regions today, the European and contiguous seas experience cumulative impacts from local human activities and global pressures. They are largely in poor environmental condition with deteriorating trends. Despite several success stories, European policies for marine conservation fall short of being effective. Acknowledging the challenges for marine conservation, a 4-year multi-national network, MarCons, supported collaborative marine conservation efforts to bridge the gap between science, management and policy, aiming to contribute in reversing present negative trends. By consolidating a large network of more than 100 scientists from 26 countries, and conducting a series of workshops over 4 years (2016–2020), MarCons analyzed challenges, opportunities and obstacles for advancing marine conservation in the European and contiguous seas. Here, we synthesize the major issues that emerged from this analysis and make 12 key recommendations for policy makers, marine managers, and researchers. To increase the effectiveness of marine conservation planning, we recommend (1) designing coherent networks of marine protected areas (MPAs) in the framework of marine spatial planning (MSP) and applying systematic conservation planning principles, including re-evaluation of existing management zones, (2) designing MPA networks within a broader transboundary planning framework, and (3) implementing integrated land-freshwater-sea approaches. To address inadequate or poorly informed management, we recommend (4) developing and implementing adaptive management plans in all sites of the Natura 2000 European conservation network and revising the Natura 2000 framework, (5) embedding and implementing cumulative effects assessments into a risk management process and making them operational, and (6) promoting actions to reach ‘good environmental status’ in all European waters. To account for global change in conservation planning and management, we further recommend (7) developing conservation strategies to address the impacts of global change, for example identifying climate-change refugia as high priority conservation areas, and (8) incorporating biological invasions in conservation plans and prioritizing management actions to control invasive species. Finally, to improve current practices that may compromise the effectiveness of conservation actions, we recommend (9) reinforcing the collection of high-quality open-access data, (10) improving mechanisms for public participation in MPA planning and management, (11) prioritizing conservation goals in full collaboration with stakeholders, and (12) addressing gender inequality in marine sciences and conservation.
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There are changes in society and labour market demands made to TVET and in the TVET system itself. To deal with both types of challenges, the aim for TVET planning and development is to anticipate how employment will evolve and to determine how to give individuals a knowledge base that will enable them to adapt to the changing demands and benefit from the mobility. Major research areas connected to relevant problem areas in the TVET planning and development process can be constituted by analysis of labour market developments and changes in learning contents, new insights into the development of skills, competences and expertise, integration of learning places in school and workplace, professional development of VET teachers and trainers and VET and organisational development in organisations.
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The diversity and intensity of human activities in the North Sea region (NSR) and other maritime regions are increasing. This necessitates transboundary coordination at the sea basin level, which is required but yet insufficiently established. Through European co-funded projects, national policymakers, stakeholders, and scientists in MSP are enabled to develop transboundary coordination (TBC) mechanisms. TBC requires, alongside other factors, a form of social and policy learning between these actors in different countries. The NorthSEE project (2016–2022) was an example of such an EU-co-funded project and was aimed at enhancing coherence in MSP processes and plans across the NSR. This article examines the project's key learning outcomes, the role of the MSP Challenge Simulation Platform in supporting these outcomes, and factors that enabled or constrained learning within the project. Data was collected during the project via document analysis, questionnaires from participatory stakeholder workshops, interviews with sixteen project participants and ten workshop participants, and observations. The study highlights that project participants have gained more insight into each other's planning systems, are able to contact each other more easily, and have initiated several follow-up initiatives. Furthermore, it shows that interactive and participatory tools, such as the MSP Challenge Simulation Platform, can contribute to individual and social learning by providing participants with instant feedback on their decisions. These learning outcomes have been influenced by various enabling and constraining conditions, including time, resources, and the differing levels of expertise and knowledge among project partners and participants. Assessing the broader societal impact remains a challenge and warrants further attention.
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Chronic diseases represent a significant burden for the society and health systems; addressing this burden is a key goal of the European Union policy. Health and other professionals are expected to deliver behaviour change support to persons with chronic disease. A skill gap in behaviour change support has been identified, and there is room for improvement. Train4Health is a strategic partnership involving seven European Institutions in five countries, which seeks to improve behaviour change support competencies for the self-management of chronic disease. The project envisages a continuum in behaviour change support education, in which an interprofessional competency framework, relevant for those currently practising, guides the development of a learning outcomes-based curriculum and an educational package for future professionals (today’s undergraduate students).
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