The European Union is implementing policies to achieve its priorities of the European Green Deal; A Europe fit for the digital age; An economy that works for people; and A stronger Europe in the world. To achieve these goals, there is a need for a paradigm shift in the way public and private sector organisations, as well as civic society organisations (CSOs) ‘do their business’. In particular, current employees, from chief executive to operative, volunteers, and new entrants to these organisations need to be educated and equipped with the knowledge and mindset of being Corporate Social Entrepreneurs (CSE).EMBRACE (European Corporate Social Entrepreneurship (CSE)) is a three-year initiative funded within the framework of ERASMUS+, Knowledge Alliances programme. The project aims to promote CSE in HEI educational programmes and improve students’ competences, employability and attitudes contributing to the creation of new business opportunities dealing with social change inside companies as well as promoting collaboration among companies.This paper and presentation articulate the theory and methodology for establishing and Implementing the European CSE curriculum. Developing Corporate Social Entrepreneurship, entails identifying and developing a profile of Corporate Social Entrepreneurs, a competences framework and an European curriculum for CSE with the related competencies, skills and knowledge and a transversal learning pathway for HEIs.This curriculum is a vital catalyst resulting from a process of engaging a vast range of stakeholders and as a reflection of a society’s aspirations and vision for its future, involving a diversity of institutions and actors, and clearly focusing on the what, why and how of education. It is therefore crucial to ensure a wider policy dialogue around curriculum design and development, with the active inclusive involvement of an expanded range of actors beyond the traditional ones.The relatively new and undefined scope of CSE in HEI’s, industry and literature meant that there were few if any examples to help define what the contours of such curricula would look like. The fact that this curriculum is to serve the European HEI and enterprise arenas, meant that the European Frameworks and UNESCO materials were used as relevant sources of policy and knowledge to develop the EMBRACE CSE curriculum. There are numerous models and guidelines for curriculum development, each with its own merits. For the CSE methodology framework, two models and a set of guidelines were chosen because they are complementary and support the EMBRACE objectives: The Curriculum 4.0 guidelines and The Hanze UAS model for curriculum development. The combination of the two models led to the development and design of the EMBRACE model. As follows, the presentation/paper addresses the choices as to the design approach which are particularly relevant to all CSE curricula, as well as the definition of CSE competences and four CSE tracks (Novice, Intermediate, Professional and Expert).
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Engineering students have to learn to create robust solutions in professional contexts where new technologies emerge constantly and sometimes disrupt entire industries. The question rises if universities design curricula that enable engineering students to acquire these cognitive skills. The Cynefin Framework (Kurtz & Snowden, 2003; Snowden & Boone, 2007) can be used to typify four complexity contexts a system or organisation can be found in: chaos, complex, complicated and obvious.The Cynefin framework made it possible to create the research question for a case-study: To what extend does the Business Engineering curriculum enable bachelors to find business solutions in the complexity contexts of the Cynefin framework? The results show that 80% of the methods are suitable for complicated contexts and no distinction is made between contexts. This means students are taught to approach most contexts in the same way and are not made aware of differences between the contexts. Making sense of the methods in the curriculum with the Cynefin framework was insightful and suggestions for improvement and further research could be substantiated
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Due to fast and unpredictable developments, professional education is challenged with being responsive, which demands a rethinking of conventional curriculum development approaches. Yet, literature on curriculum development falls short in terms of recognising how to react rapidly and adequately to these new developments. This study focuses on curriculum development initiatives at the school level in a Dutch university of applied sciences. Open interviews were held with 29 curriculum developers to explore how they define and give substance to developing curricula for new, changing or unpredictable professions. These 29 participants were involved in seven curriculum development trajectories. Four themes were detected: (1) curriculum developers are in favour of open, flexible and authentic curricula; (2) the context in which the curriculum development takes place and the different roles and responsibilities of curriculum developers are challenging; (3) curriculum developers feel insufficiently equipped to carry out their tasks; and (4) involving stakeholders is necessary but results in a “viscous” social–political process. Responsive curriculum development requires a great deal of flexibility and adaptability from curriculum developers. Yet, in our study, “institutional concrete” is found to severely hinder responsive curriculum development processes. To be responsive, such processes need to be supported and institutional barriers need to be removed.
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In the midst of continuous health professions curriculum reforms, critical questions arise about the extent to which conceptual ideas are actually put into practice. Curricula are often not implemented as intended. An under-explored aspect that might play a role is governance. In light of major curriculum changes, we explored educators' perspectives of the role of governance in the process of translating curriculum goals and concepts into institutionalized curriculum change at micro-level (teacher-student). In three Dutch medical schools, 19 educators with a dual role (teacher and coordinator) were interviewed between March and May 2018, using the rich pictures method. We employed qualitative content analysis with inductive coding. Data collection occurred concurrently with data analysis. Different governance processes were mentioned, each with its own effects on the curriculum and organizational responses. In Institute 1, participants described an unclear governance structure, resulting in implementation chaos in which an abstract educational concept could not be fully realized. In Institute 2, participants described a top-down and strict governance structure contributing to relatively successful implementation of the educational concept. However it also led to demotivation of educators, who started rebelling to recover their perceived loss of freedom. In Institute 3, participants described a relatively fragmentized process granting a lot of freedom, which contributed to contentment and motivation but did not fully produce the intended changes. Our paper empirically illustrates the importance of governance in curriculum change. To advance curriculum change processes and improve their desired outcomes it seems important to define and explicate both hard and soft governance processes.
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The future of the business sector for students in higher education is uncertain. The reasons for this are technological developments, the effects of globalisation and the shifting of business models (Brynjolfsson & McAfee, 2014; Helbing, 2014). The consequences of digitalisation and robotisation are large for professions in the financial-economic sector, such as accountancy and finance, business economy, and marketing (Frey & Osborne, 2013; Deloitte, 2016). As a result, certain jobs will disappear, but on the other hand new types of jobs will arise. It is expected that people in employment will have to have a strong adaptive ability to handle fast changes. There is an increasing expectation that they need to be mobile between employers and that they should be able to deal with a variety of new tasks, roles and positions (Dochy, Berghmans, Koenen, & Segers, 2015). Professionals need to have a sense of great flexibility in order to be able to anticipate these changes based on their own power and ambition. In addition to this adaptive ability, good interpersonal skills are essential due to the need for working in multidisciplinary teams on complex issues (Onstenk, 2017). The Social and Economic Council of the Netherlands (Sociaal-Economische Raad, 2017) presumes that the level of basic skills required to participate in an increasingly complex society is continuously growing, and they advise upcoming professionals to train their resistance, flexibility and the ability to continuously develop in order to maintain sustainable employability. In this way professionals regularly need to be able to reinvent themselves during periods of change (Van Water & Weggeman, 2017; Frie, Potting, Sjoer, & Van der Heijden, submitted for publication). This chapter will describe how the Department of Business, Finance & Marketing (BFM) of The Hague University of Applied Sciences (THUAS) has found an answer to the challenges of a Department-wide educational innovation. First it is outlined what this innovation involves and how it will be designed. The net paragraph clarifies the overlap in the competency profiles of the five programmes of BFM. Then the next steps of this educational innovation process are described. Finally, insights will be discussed as to the role of the lecturers and the business sector, as valuable partners, within this educational reform.
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This curriculum on social mentoring is the result of a collaboration of a diverse group of academics, practitioners and students from around the world and was developed and facilitated as part of the Erasmus Plus Project “Mentoring for Social Inclusion in Europe: Sharing Knowledge and Building Capacity” (Ment4EU). It was implemented for the first time in Europe as a cross-organisational effort with a transdisciplinary approach as a blended intensive program with 30 participants from the partner countries joined by a further 220 students, practitioners and academics from NHL Stenden and the Netherlands for plenary sessions. The intended group of learners for this course are students, lecturers, researchers, academics and practitioners (mentors and program managers/coordinators of mentoring programs) interested in learning about mentoring for social inclusion and who are active in the fields of social work, youth work, sociology, health care, community work, management and organization, and related fields of practice and study programs. The weight of the program is 5 ECTS. This curriculum was developed as part of the Erasmus Plus Cooperation Partnership in Higher Educatoin “Mentoring for Social Inclusion in Europe: Sharing Knowledge and Building Capacity” (Ment4EU), as part of WP3_A2 Training Capacity in higher education institutions, project number 2023-1-AT01-KA220-HED-000158214
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Digital technologies permeate and transform organisational practices. As a society, we need means to explore the uncharted terrain that lies ahead and the desirability and consequences of possible courses of action to move forward. We investigate a design approach, called ‘future probing’, to envision and critically analyse possible futures around digital technologies. We first reconstruct our journey and describe related insights on the process, content and context level. Reflecting on the journey, we then extract a key insight revolving around the challenge for participants to link back from exploring the future to their present practice. In a first attempt at theorizing these difficulties, we see future probing as a practice that opens up adaptive space (Uhl-Bien & Arena, 2017) in which people from different backgrounds engage in dialogue about possible futures of digital technologies. We found that adaptive processes, like semi structuring, temporary decentralisation, and collaboration (Uhl-Bien & Arena, 2018) were supported by the future probing practices and seemed to create space for employees to engage in exploration. There was still a lack of compelling acts of brokering and network cohesion (Uhl-Bien & Arena, 2018). This may indicate why linking back to daily practice is challenging. We assume that organising for adaptability requires a deliberate act of connecting far future explorations with present action, and propose that besides explorative skills, ‘adaptive anticipating’ action is needed to make the connection and that linking back through near future experiments might be a way to achieve this.
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Increasing students’ motivation in higher education by designing a specific curriculum has always been a challenging but very complex process. The Department of Business, Finance and Marketing (BFM) of The Hague University of Applied Sciences (THUAS) initiated a redesign of the curricula with the major goals of increasing flexibility of learning opportunities and offering students a more motivating, inspiring and richer diversity of learning experiences. In the literature of learning in higher education this has often been labeled as ‘offering extracurricular learning opportunities’. The redesign of the curriculum implies that the new one will result in an enhancement of the flexibility of the curriculum, by offering learning opportunities beyond the borders of specific programs like marketing, finance or entrepreneurship and retail management. The richness and diversity should create flexible platforms, offering students the possibility to enrich their career choices to design their own personalised career path, hopefully maximizing the possibilities for their talent development. However, very little is known about the relationship between the students’ satisfaction with extracurricular learning opportunities, aiming at the personalisation of students’ career choices, and their motivation. In this chapter we describe our research into this relationship between student motivation and learning environments. Designing a network curriculum by increasing the possibility of extracurricular learning opportunities in higher education could have a positive impact on students’ motivation when it is combined with activities to increase goal students’ commitment. This depends on teachers’ qualities to communicate the valence and instrumentality of the learning possibilities offered for the prospective work environment. This is a complex issue however. Teachers from different educational programs, even in the same domain, have a different orientation on existing learning opportunities within one specific program. Excellent coaching skills by tutors are important. These coaching skills are necessary to support students in the process of envisioning extracurricular learning opportunities when important career choices have to be made.
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Community care is becoming increasingly important. In the Netherlands, the percentage of people over the age of 65 is expected to increase to 22% by 2025, leading to more elderly patients, often with long-term and complex health problems (multimorbidity). Because many of these patients continue to live at home until a very old age, nurses are increasingly working outside of institutions. The 17 Dutch Bachelor nursing programmes responded to this development with a new national education profile 'Bachelor Nursing 2020 (BN2020)’ with more elements of community care. However, despite the increase in extramural care, the Dutch labour market has a shortage of community nurses with higher professional education qualifications, partly because most nursing students focus on the general hospital setting as the environment for their future career. Whether this is based on a perception of community care that deters making this choice has never been systematically investigated. It is also unclear whether a more community-oriented curriculum will better equip students for working in community care. In response to these issues, the nursing programme at the Amsterdam University of Applied Sciences (AUAS) redesigned its curriculum to include more elements of community care. Three perspectives were chosen for the redesign: (1) the influence of lecturers as role models, (2) positive placement experiences, and (3) five new ‘community-based’ themes in education. These new themes are as follows: patient self-management, shared decision-making, collaboration with the patients’ social system, healthcare technology, and allocation of care. The redesign also includes a ‘paved way’ into community care in the form of a coherent and attractive programme for interested students.This thesis describes whether and how the curriculum-redesign within higher professional education in nursing can be effective in terms of (1) stimulating a positive perception of community care and (2) realising a form of community care in line with the new themes in BN2020. In other words, that students will base choices in their actions/nursing interventions on these new themes in the education profile.
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Toekomstbestendige business modellen voor mediadiensten zijn lastig te ontwikkelen door het adembenemend tempo waarin de markt zich vernieuwt. Als ondernemer wil je weten welke concepten werken én standhouden. Ondernemers zijn continue op zoek naar het vergroten van het rendement op hun media investeringen. De vraag voor het programma The Future Now is ontstaan vanuit de vraag van mediaondernemers om ‘businesswise’ te kunnen innoveren; generieke business modellen en tools voor handen te hebben waarmee ze nieuwe diensten kunnen ontwikkelen die toekomstbestendig zijn. De vraag naar wat gaat werken, waarom en hoe speelt een terugkerende rol in de ontwikkeling van nieuwe mediadiensten.
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