The purpose of this paper is to gain deeper insight into the practical judgements we are making together in ongoing organizational life when realizing a complex innovative technical project for a customer and so enrich the understanding of how customer orientation emerges in an organization. The outcome contributes to the knowledge of implementing customer orientation in an organization as according to literature (Saarijärvi, Neilimo, Närvänen, 2014 and Van Raaij and Stoelhorst, 2008) the actual implementation process of customer orientation is not that well understood. Saarijärvi, Neilimo and Närvänen (2014) noticed a shift from measuring the antecedents of customer orientation and impact on company performance, towards a better understanding how customer orientation is becoming in organizations. A different way of putting the customer at the center of attention can be found in taking our day-to-day commercial experience seriously, according to the complex responsive process approach, a theory developed by Stacey, Griffin and Shaw (2000). The complex responsive processes approach differs from a systems thinking approach, because it focuses on human behavior and interaction. This means that the only agents in a process are people and they are not thought of as constituting a system (Groot, 2007). Based on a narrative inquiry, the objective is to convey an understanding of how customer orientation is emerging in daily organizational life. Patterns of interaction between people are investigated, who work in different departments of an organization and who have to fulfill customer requirements. This implies that attention is focused towards an understanding in action, which is quite distinct from the kind of cognitive and intellectual understanding that dominates organisational thought. The reflection process resulting from this analysis is located in a broader discourse of management theory.
The WATERMINING project aims to bring solutions to improve the circularity of water treatment and the resulting by-products of these processes. Achieving a deep understanding of the barriers potentially hindering the development of circular water solutions is crucial to design policies that enable the deployment of these techniques. To do this, the WATERMINING project organizes Communities of Practice (CoPs), where stakeholders from the WATERMINING case study projects analysed these market barriers and proposal (policy) measures to clear these.CoPs in the case studies of Lampedusa in Italy and Almería in Spain focused on sea water desalination. The case studies of Faro-Olhão in Portugal, Larnaca in Cyprus and La Llagosta in Spain have been discussed by CoP stakeholders in terms of barriers in circular urban wastewater treatment. The CoP in the Netherlands focused on circular industrial waste water treatment at the Westlake plant at Rotterdam. The barriers defined by the stakeholders in the CoPs were discussed by the WATERMINING partners at the consortium meeting in Palermo (Italy, September 2022), and presented at the WATERMINING Market and Policy workshop in Brussels (Belgium, February 2023).Addressing the three above-mentioned categories of circular water solutions, common barriers identified across all WATERMINING’s case studies are the following. First, stakeholders report a lack of incentives to implement circular solutions, as mainstream linear practices are generally cheaper.This could be addressed by de-encouraging linear techniques by making the disposal of their byproducts (such as brine) more expensive. Another solution could be to provide added value to circular solutions through the monetization of their additional products and services. Subsidies can support in lowering production costs or prices of materials recovered from sea- and wastewater treatment to level the playing field with conventionaly derived material.Another commonly mentioned barrier is the difficulty to introduce products obtained from circular water treatment in the market, both because of a lack of public acceptance and legal constraints stemming from products being regarded as waste. Information campaigns and the revision of current regulatory frameworks to allow these products entering the market would expand the revenue sources from these techniques and improve the circularity of the system. Standardising the circular water treatment technologies in the market could support this, whereby best available techniques reference documents of the EU (BREFs) could be an effective instrument, especially when tapping into an ongoing BREF writing or updating process.Across the case studies and replication studies it has been mentioned that current legislation in case study countries exclude ‘watermined’ products from food and/or other applications. Criteria for endof-waste status of ‘watermined’ products, which would determine whether a product, such as Kaumera which is produced from urban wastewater treatment, is eligible as a fertiliser in agriculture, are usually determined at the level of the EU, but Member States could interpret these more stringently (Member State-level criteria cannot be weaker than the EU-level ones). In this respect it has been recommended to enhance knowledge exchange across Member States, e.g., by creating anEU-based unit (or competencies within an existing unit) to promote cooperation among EU Member States and regional authorities concerning the production, sale and use of products recovered from wastewater treatment.Another common perception stakeholders report is the widespread conservatism in the water sector. Water treatment actors traditionally have a focus on purifying water and supplying this to the market. Generating products from waste streams is often something that market actors are less familiar with. Among other solutions, the ‘Dutch model’ has been recommended as a way to create national centres for the development of knowledge and technology for water management, which would serve as an R&D accelerator.
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At the 75th anniversary of the end of the Second World War, questions arise if contemporary audiences still find historical accounts relevant. Fundamental to understanding the relevance of stories from the war is assessing their emotional impact on leisure participants from various social groups. We used the social identity theory framework to assess differences in emotional reactions of Dutch and German visitors to stories of the Second World War presented at a Dutch museum exhibit. Emotional reactions were measured using physiological signals of heart rate and heart rate variability as well as self-report. Emotions experienced were mixed and often, but not always, different between Dutch and German participants. Patterns in the physiological and self-report data differed. Many of the significant differences were generally consistent with a collective guilt account of German social identity, but the findings as a whole were more complex than could be predicted by existing social identity accounts. Specifically, participants did not simply categorize themselves with either national or human identities of characters based on what their respective stories emphasized. We conclude that stories of the Second World War are still relevant, but touch on audiences’ nationalities in a complex way, beyond simple historical categories.
The projectThe overarching goal of DIGNITY, DIGital traNsport In and for socieTY, is to foster a sustainable, integrated and user-friendly digital travel eco-system that improves accessibility and social inclusion, along with the travel experience and daily life of all citizens. The project delves into the digital transport eco-system to grasp the full range of factors that might lead to disparities in the uptake of digitalised mobility solutions by different user groups in Europe. Analysing the digital transition from both a user and provider’s perspective, DIGNITY looks at the challenges brought about by digitalisation, to then design, test and validate the DIGNITY approach, a novel concept that seeks to become the ‘ABCs for a digital inclusive travel system’. The approach combines proven inclusive design methodologies with the principles of foresight analysis to examine how a structured involvement of all actors – local institutions, market players, interest groups and end users – can help bridge the digital gap by co-creating more inclusive mobility solutions and by formulating user-centred policy frameworks.The objectivesThe idea is to support public and private mobility providers in conceiving mainstream digital products or services that are accessible to and usable by as many people as possible, regardless of their income, social situation or age; and to help policy makers formulate long-term strategies that promote innovation in transport while responding to global social, demographic and economic changes, including the challenges of poverty and migration.The missionBy focusing on and involving end-users throughout the process of designing policies, products, or services, it is possible to reduce social exclusion while boosting new business models and social innovation. The end result that DIGNITY is aiming for is an innovative decision support tool that can help local and regional decision-makers formulate digitally inclusive policies and strategies, and digital providers design more inclusive products and services.The approachThe DIGNITY approach combines analysis with concrete actions to make digital mobility services inclusive over the long term. The approach connects users’ needs and requirements with the provision of mobility services, and at the same time connects those services to the institutional framework. It is a multi-phase process that first seeks to understand and bridge the digital gap, and then to test, evaluate and fine-tune the approach, so that it can be applied in other contexts even after the project’s end.Partners: ISINNOVA (Italy), Mobiel 21 (Belgium), Universitat Politechnica deCatalunya Spain), IZT (Germany), University of Cambridge (UK), Factualconsulting (Spain), Barcelona Regional Agencia (Spain), City of Tilburg(Netherlands), Nextbike (Germany), City of Ancona (Italy), MyCicero (Italy),Conerobus (Italy), Vlaams Gewest (Belgium)
Client: European Institute of Innovation and Technology (EIT) The European Institute of Innovation & Technology, a body of the European Union founded to increase European sustainable growth and competitiveness, has set up a number of Knowledge and Innovation Communities (KIC). One of these Communities is on climate change (Climate-KIC). In 2013, Climate-KIC in the Netherlands approved funding for the IMPACT project (IMPlementation & Adoption of Carbon footprint in Tourism travel packages). This ‘pathfinder’ project aimed to assess the viability of and market for a comprehensive carbon calculator. Such a calculator would enable enterprises in the wider travel industry to determine the carbon dioxide emissions, the main cause for climate change, of tourism products and include ‘carbon management’ in their overall policy and strategy. It is generally expected the cost for fuel and carbon will significantly rise in the near en medium future. The calculator will not only cover flights, but also other transport modes, local tourism activities and accommodations. When this pathfinder project finds interest for carbon management within the sector, we aim to start a much larger follow-up project that will deliver the calculator and tools. The IMPACT project was coordinated by the research institute Alterra Wagenigen UR, the Netherlands. Partners were: - Schiphol Airport Group, Amsterdam, The Netherlands- Technical University Berlin, Germany- TEC Conseil, Marseille, France- TUI Netherlands, Rijswijk, The Netherlands- NHTV Breda University for Applied Sciences, The NetherlandsThe project ran from September 2013 to February 2014.
This project aims to analyse, measure and communicate climate-friendly (and regular) travel options to important medium-haul European tourism destinations for the German market, including islands. It should contribute to the reduction of tourism emissions by increasing the share of rail and bus in German origin-destination transport, in part via a handbook for travel agencies.
