By way of a case study on the regulatory role of owners and managers of brothels and rented rooms for prostitution, this study focuses on the strategies deployed by a municipality to govern these intermediaries. The analysis is based on a typology of responsibilization distinguishing between who the responsible should govern (themselves or others) and forms of power (repressive or facilitative). The regulator concomitantly renders these entrepreneurs responsible for their own possible criminal conduct (self-governing) and empowers them to keep out traffickers and pimps and to control sex-workers (others-governing). Moreover, the municipality applies both repressive and facilitative power. Although the responsibilization strategy succeeds in having entrepreneurs govern themselves, it also unintentionally undermines sex-workers’ independence and favors the largest entrepreneurs. Our study enriches the R(egulator)I(ntermediary)T(arget) model by showing how varied and contentious the interactions between regulators and involuntary intermediaries are and by demonstrating the power game that the responsibilization strategy entails
A major challenge for disaster scholars and policymakers is to understand the power dimension in response networks, particularly relating to collaboration and coordination. We propose a conceptual framework to study interests and negotiations in and between various civic and professional, response networks drawing on the concepts of “programming” and “switching” proposed by Manuel Castells in his work on the network society. Programming in disaster response refers to the ability to constitute response networks and to program/reprogram them in terms of the goals assigned to the network. Switching is the ability to connect different net-works by sharing common goals and combining resources. We employ these concepts to understand how the US Federal Emergency Management Agency organized its response in the aftermath of Hurricanes Katrina and Sandy. Our conceptual framework can be used both by disaster scholars and policymakers to understand how networked power is constructed and utilized.
This study theorizes on the sociomateriality of food in authority-building processes of partial organizations by exploring alternative food networks (AFNs). Through the construction of arenas for food provisioning, AFNs represent grassroots collectives that deliberately differentiate their practices from mainstream forms of food provisioning. Based on a sequential mixed-methods analysis of 24 AFNs, where an inductive chronological analysis is followed by a qualitative comparative analysis (QCA), we found that the entanglements between participants’ food provisioning practices and food itself shape how authority emerges in AFNs. Food generates biological, physiological and social struggles for AFN participants who, in turn, respond by embracing or avoiding them. As an outcome, most AFNs tend to bureaucratize over time according to four identified patterns while a few idiosyncratically build a more shared basis of authority. We conclude that the sociomateriality of food plays an important yet indirect role in understanding why and how food provisioning arenas re-organize and forge their forms of authority over time. Pascucci, S., Dentoni, D., Clements, J., Poldner, K., & Gartner, W. B. (2021). Forging Forms of Authority through the Sociomateriality of Food in Partial Organizations. Organization Studies, 42(2), 301-326. https://doi.org/10.1177/0170840620980232
To reach the European Green Deal by 2050, the target for the road transport sector is set at 30% less CO2 emissions by 2030. Given the fact that heavy-duty commercial vehicles throughout Europe are driven nowadays almost exclusively on fossil fuels it is obvious that transition towards reduced emission targets needs to happen seamlessly by hybridization of the existing fleet, with a continuously increasing share of Zero Emission vehicle units. At present, trailing units such as semitrailers do not possess any form of powertrain, being a missed opportunity. By introduction of electrically driven axles into these units the fuel consumption as well as amount of emissions may be reduced substantially while part of the propulsion forces is being supplied on emission-free basis. Furthermore, the electrification of trailing units enables partial recuperation of kinetic energy while braking. Nevertheless, a number of challenges still exist preventing swift integration of these vehicles to daily operation. One of the dominating ones is the intelligent control of the e-axle so it delivers right amount of propulsion/braking power at the right time without receiving detailed information from the towing vehicle (such as e.g. driver control, engine speed, engine torque, or brake pressure, …etc.). This is required mainly to ensure interoperability of e-Trailers in the fleets, which is a must in the logistics nowadays. Therefore the main mission of CHANGE is to generate a chain of knowledge in developing and implementing data driven AI-based applications enabling SMEs of the Dutch trailer industry to contribute to seamless energetic transition towards zero emission road freight transport. In specific, CHANGE will employ e-Trailers (trailers with electrically driven axle(s) enabling energy recuperation) connected to conventional hauling units as well as trailers for high volume and extreme payload as focal platforms (demonstrators) for deployment of these applications.
MKB-bedrijven op het gebied van architectuur, gebiedsontwikkeling, ontwerp, digital design en technologie-ontwikkeling zien een nieuwe ‘markt’ ontstaan in de toenemende interesse voor de stedelijke commons. Dat zijn lokale gemeenschappen waarin mensen resources zoals energie, mobiliteit of woonruimte met elkaar delen en beheren, op een duurzame en pro-sociale manier. MKB-bedrijven zien kansen om in co-creatie met deze leefgemeenschappen nieuwe diensten en producten te ontwikkelen waarmee bewoners hun hulpbronnen gemeenschappelijk kunnen managen. MKB-bedrijven zien de ontwikkeling van stedelijke commons daarnaast als mogelijke oplossing voor urgente maatschappelijke vraagstukken en missies op het gebied van inclusieve woningbouw, duurzaamheid en de energietransitie. Voor het goed functioneren van de commons is een heldere articulatie en implementatie van hun onderliggende (maatschappelijke) waarden essentieel. Dit vraagt van MKB-bedrijven een zoektocht naar nieuwe manieren van gebieds- en technologie-ontwikkeling in samenwerking met bewoners. Een specifiek probleem daarbij betreft het vertalen van de commons-waarden naar een technologisch systeem dat het gezamenlijk beheer van hulpbronnen mogelijk maakt. Hiervoor wordt veel verwacht van digitale platformen en distributed ledgers technologies zoals de blockchain. Dit zijn databases die precies bijhouden wie wat bijdraagt en gebruikt. Ze koppelen zo’n boekhouding ook aan rechten, plichten en reputaties van de deelnemers. Bij de inrichting van zo’n systeem moeten ontwerpers steeds keuzes maken en rekening houden met spanningen tussen bijvoorbeeld privacy en transparantie, of individuele en collectieve belangen. In dit ontwerpproces stuiten MKBs op een kennishiaat. Hoe kunnen de onderliggende (maatschappelijke) waarden van commons-gemeenschappen 1) worden gearticuleerd en 2) vertaald naar een ontwerp voor de organisatie van een stedelijke commons met behulp van digitale platformen? Dit onderzoek verkent deze vragen in een fieldlab in Amersfoort, op twee ‘transfersites’ in Amsterdam en Birmingham, en met community of practice partners. Samen met hen worden een set design-principes en richtlijnen ontwikkeld voor het ontwerp van DLTs voor de stedelijke commons.
The transition to a circular, resource efficient construction sector is crucial to achieve climate neutrality in 2050. Construction stillaccounts for 50% of all extracted materials, is responsible for 3% of EU’s waste and for at least 12% of Green House Gas emissions.However, this transition is lagging, the impact of circular building materials is still limited.To accelerate the positive impact of circulair building materials Circular Trust Building has analyzed partners’ circular initiatives andidentified 4 related critical success factors for circularity, re-use of waste, and lower emissions:1. Level of integration2. Organized trust3. Shared learning4. Common goalsScaling these success factors requires new solutions, skills empowering stakeholders, and joint strategies and action plans. Circular TrustBuilding will do so using the innovative sociotechnical transition theory:1.Back casting: integrating stakeholders on common goals and analyzing together what’s needed, what’s available and who cancontribute what. The result is a joint strategy and xx regional action plans.2.Agile development of missing solutions such a Circular Building Trust Framework, Regional Circular Deals, connecting digitalplatforms matching supply and demand3.Increasing institutional capacity in (de-)construction, renovation, development and regulation: trained professionals move thetransition forward.Circular Trust Building will demonstrate these in xx pilots with local stakeholders. Each pilot will at least realize a 25% reduction of thematerial footprint of construction and renovation
