EuroSonic NoorderSlag (ESNS) actively engages with around 130 festivals across Europe as part of the ESNS Exchange program. As a leading partner in this initiative, ESNS aims to transition into a fully sustainable festival in the coming years. It recognizes its role in spearheading the sustainability aspect of the ESNS Exchange and the industry at large. However, the current lack of information regarding the industry's sustainability practices poses a challenge, leaving ESNS uncertain about the necessary steps to improve the market as a whole. The NHL Stenden Professorship Transformational Media, ESNS and the minor Music Management are collaborating on a joint project to address this issue. The project aims to assess the current state of sustainable practices in European Music Festivals and analyse how these festivals communicate their initiatives. Additionally, students in the Music minor program will create and test a prototype to encourage festivals to communicate about their sustainability activities.
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Hogescholen staan voor een grote uitdaging. Volgens de Referentieraming 2010 van het ministerie van OCW zal het aantal HBO studenten de komende jaren fors groeien. Dit gaat gepaard met een toename in vraag naar arbeid (docenten). Daarnaast moet een vervanging van arbeid gerealiseerd worden als gevolg van de uitstroom van oudere werknemers uit het HBO (Zestor, 2009). Bovendien maken hogescholen een transitie door van onderwijsorganisatie naar een kennisorganisatie. Dit alles heeft grote gevolgen voor het HRM-beleid van de komende jaren. Een van de grootste uitdagingen is het opbouwen van een personeelsbestand met voldoende gekwalificeerde medewerkers. In dit kader heeft het lectoraat Organisatieconfiguraties en Arbeidsrelaties van de HU in samenwerking met Bureau Talent (het loopbaan - en professionaliseringsbureau van de Hogeschool Utrecht) een inventariserend kwalitatief onderzoek uitgevoerd onder docenten in de leeftijd van 45 jaar en ouder.
Change has become continuous, and innovation is a primary approach for hospitality, i.e., hotel companies, to become or remain economically viable and sustainable. An increasing number of management researchers are paying more attention to workplace rather than technological innovation. This study investigates workplace innovation in the Dutch hotel industry, in three- and four-star hotels in the Netherlands, by comparing them to other industries. Two samples were questioned using the Workplace Innovation survey created by the Dutch Network of Social Innovation (NSI). The first was conducted in the hospitality industry, and these data were compared with data collected in a sample of other industries. Results suggest that greater strategic orientation on workplace innovation and talent development has a positive influence on four factors of organizational performance. Greater internal rates of change, the ability to self-organize, and investment in knowledge also had positive influences on three of the factors—growth in revenue, sustainability, and absenteeism. Results also suggest that the hospitality industry has lower workplace innovation than other industries. However, no recent research has assessed to what degree the hospitality industry fosters workplace innovation, especially in the Netherlands. Next to that, only few studies have examined management in the Dutch hotel industry, how workplace innovation is used there, and whether it improves practices.
