While the notion of ‘human nature’ has been devaluated from the status of ‘grand theory’ to a marginal anthropological debate, I argue that it deserves to be resurrected in order to comprehend some of the explanatory gaps inherent in other theories. Industrialization signifies a turning point in human history, which in combination with certain ‘universal’ human traits led to recent environmental problems. Such universals include, but are not limited to, the propensity for technological innovation, the desire to elevate one’s status, and preoccupation with social justice. http://dx.doi.org/10.5038/2162-4593.16.1.4 https://www.linkedin.com/in/helenkopnina/
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Het ontbreekt fysiotherapie aan een breed theoretisch kader (grand theory)en helder omschreven termen die ten dienste staan van praktijk, onderwijs en wetenschappelijk onderzoek. Na een schets van de historische ontwikkeling van fysiotherapie wordt in het artikel onderzocht inhoeverre het MDBB-model en de theorie van het bewegingscontinu'm als een grand theory kunnen worden beschouwd en in hoeverre deze modellen de essentikle elementen van fysiotherapie en hun onderlinge samenhang bevatten.
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This paper argues online privacy controls are based on a transactional model of privacy, leading to a collective myth of consensual data practices. It proposes an alternative based on the notion of privacy coordination as an alternative vision and realizing this vision as a grand challenge in Ethical UX
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The Collaborative Innovation and Entrepreneurship professorship focuses on the collaborative paradigm in economic transformation - the ways diverse organizations in globalvalue chains innovate and act in partnerships to address ecological and social grand challenges. Collaboration with multiple and diverse stakeholders is complex and challenging. Stakeholders have different interests, may compete with each other, or are just not ready to move as fast or as radically as others. Yet, we know that grand challenges are too complex and systemic for any one organization to address alone. Business leaders have an important role to play in transforming economic ecosystems and catalysing change among stakeholders and industry actors. They must move from linear thinking, where sustainability is a market for green or social products, to circular and inclusive thinking, where regeneration of natural ecosystems occurs and economic profits are equally distributed.The Collaborative Innovation and Entrepreneurship professorship aims to contribute knowledge, support organizations, and facilitate learning about collaborative organizational forms and practices - what we call collaborative organizing - for a more sustainable, regenerative and thriving 21st century economic system.
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Inter-organizational arrangements that aim to address social and environmental “grand challenges” often take the form of multi-stakeholder initiatives (MSIs) (also cross-sector partnerships or collaborations). Grand challenges -- problems characterized by knowledge uncertainty, dynamic complexity and value conflict -- require diverse organizations to join forces to resolve them. MSIs are complex and dynamic arrangements due to the constant change occurring in the external environment and in the dynamics of the collaboration, as each participating organization may have very different frames of reference and interests that impede action and continuity. Scholars have long recognized the tensions of conflicting logics that are inherent in MSIs and the challenges that MSIs face in reconciling incongruent organizational identities, goals or shared visions. Accordingly, MSIs need facilitators (i.e., ‘orchestrators’) to navigate the persistent and pervasive challenges of both reconciling conflicting logics and using complementary logics in such a way that the collaboration achieves collective goals. Our study examines how MSI orchestrators work to meet this challenge by shaping and shifting cognitive frames in the context of a mature organizational field. We investigate the mechanisms used to enable cognitive shifts in logic and highlight the role of orchestration in enacting frame shifts. Empirically, we examine an MSI in the apparel industry that aims to guide retailers and fashion brands in the implementation of recommerce and rental business models, thereby pushing the textile and apparel industry from linear to regenerative and circular use of textile resources. We identify several frames from the perspective of diverse stakeholders and uncover the four mechanisms that orchestrators use to influence frame shifts. We also see from our findings that orchestrators efforts to influence and navigate frame shifting is both emergent and planned as they attempt to navigate and manage the tensions and complexity that arise in multi-stakeholder initiatives focused on sustainability challenges.
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Inter-organizational arrangements that aim to address social and environmental “grand challenges” often take the form of multi-stakeholder initiatives (MSIs) (also cross-sector partnerships or collaborations). Grand challenges -- problems characterized by knowledge uncertainty, dynamic complexity and value conflict -- require diverse organizations to join forces to resolve them. MSIs are complex and dynamic arrangements due to the constant change occurring in the external environment and in the dynamics of the collaboration, as each participating organization may have very different frames of reference and interests that impede action and continuity. Scholars have long recognized the tensions of conflicting logics that are inherent in MSIs and the challenges that MSIs face in reconciling incongruent organizational identities, goals or shared visions. Accordingly, MSIs need facilitators (i.e., ‘orchestrators’) to navigate the persistent and pervasive challenges of both reconciling conflicting logics and using complementary logics in such a way that the collaboration achieves collective goals. Our study examines how MSI orchestrators work to meet this challenge by shaping and shifting cognitive frames in the context of a mature organizational field. We investigate the mechanisms used to enable cognitive shifts in logic and highlight the role of orchestration in enacting frame shifts. Empirically, we examine an MSI in the apparel industry that aims to guide retailers and fashion brands in the implementation of recommerce and rental business models, thereby pushing the textile and apparel industry from linear to regenerative and circular use of textile resources. We identify several frames from the perspective of diverse stakeholders and uncover the four mechanisms that orchestrators use to influence frame shifts. We also see from our findings that orchestrators efforts to influence and navigate frame shifting is both emergent and planned as they attempt to navigate and manage the tensions and complexity that arise in multi-stakeholder initiatives focused on sustainability challenges.
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Emotions are a key component of tourism experiences, as emotions make experiences more valued and more memorable. Peak-and-end-theory states that overall experience evaluations are best predicted by the emotions at the most intense and final moments of an experience. Peak-and-end-theory has mostly been studied for relatively simple experiences. Recent insights suggest that peak-and-end-theory does not necessarily hold for tourism experiences, which tend to be more heterogeneous and multi-episodic in nature. Through the novel approach of using electrophysiological measures in combination with experience reconstruction, the applicability of the peak-and-end-theory to the field of tourism is addressed by studying a musical theatre show in a theme park resort. Findings indicate that for a multi-episodic tourism experience, hypotheses from the peak-and-end-theory are rejected for the experience as a whole, but supported for individual episodes within the experience. Furthermore, it is shown that electrophysiology sheds a new light on the temporal dynamics of experience
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From the fast-food industry to the sharing economy, precarious work has become the norm in contemporary capitalism, like the anti-globalization movement predicted it would. This book describes how the precariat came into being under neoliberalism and how it has radicalized in response to crisis and austerity. It investigates the political economy of precarity and the historical sociology of the precariat, and discusses movements of precarious youth against oligopoly and oligarchy in Europe, America, and East Asia. Foti covers the three fundamental dates of recent history: the financial crisis of 2008, the political revolutions of 2011, and the national-populist backlash of 2016, to present his class theory of the precariat and the ideology of left-populist movements. Building a theory of capitalist crisis to understand the aftermath of the Great Recession, he outlines political scenarios where the precariat can successfully fight for emancipation, and reverse inequality and environmental destruction. Written by the activist who put precarity on the map of radical thinking, this is the first work proposing a complete theory of the precariat in its actuality and potentiality.
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Het onderzoek in het artikel is geïnspireerd door de casus 'platooning' uit de Grand Cooperative Driving Challenge. Er is een PreScan®/Sumulink® model opgesteld met daarin twee auto's. De voorste auto volgt een vastgesteld snelheidsprofiel, de tweede auto volgt de eerste auto waarbij de tweede auto de snelheid van de eerste meet met behulp van een AIR-sensor. De besturing van het gaspedaal in beide auto's vindt plaats met Fuzzy Logic Control in plaats van met een klassieke regelaar. Concluderend mag worden gesteld dat in dit verkennend onderzoek gebleken is dat de Fuzzy Logic Control techniek in principe werkt.
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De dissertatie "Probing Futures, Acting Today" van Caroline Maessen onderzoekt hoe organisaties alternatieve toekomsten kunnen verbeelden om dagelijkse toekomstvormende praktijken te veranderen teneinde complexe maatschappelijke uitdagingen aan te pakken. Organisaties hebben de neiging door lineair denken hun verbeeldingsvermogen te beperken tot conventionele toekomsten, wat effectieve reacties op problemen zoals klimaatverandering en sociale ongelijkheid belemmert. Het gevolg is dat na de zoveelste heisessie voor visieontwikkeling, er nog steeds niets fundamenteel verandert. Hoe de toekomst zich ontvouwt, tegen de achtergrond van maatschappelijke complexe problemen, gaat vaak voorbij onze collectieve verbeeldingskracht. Organisaties hebben moeite om zich te verbinden met onconventionele toekomsten en acties in het heden daarop af te stemmen. Voor betekenisvolle verandering moeten organisaties navigeren tussen de aantrekkingskracht van inspirerende onconventionele toekomsten en de behoefte aan stabiliteit en controle. Maessen heeft in twee (semi) publieke organisaties onderzocht waarom dit zo lastig is en hoe organisaties daarin ondersteund kunnen worden.
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