With Fontys' new educational developments we became part of the project called 'BILOBA'. The principal outlines of this new education are based on developing competences, communication by ICT and setting up a major-minor educational system. Fontys has already developed 40 minors with topics related to several areas from institutes' backgrounds. One of the minor courses is 'Strategic Innovation'. The main goal of this minor is to make students competent to contribute to innovation in the SME's. Students will acquire relevant knowledge as well as relevant competences for developing innovation in companies. The outline of the minor is 50 % knowledge development and 50% project work, where the knowledge is used in practice. New in the project is the so-called 'Innovation Simulator'. In this simulator as part of the project students will be confronted with the real world of initiating innovation in the context of a real company. Role-play is an important element to this simulator. We need to learn more about this approach. We have done some evaluations during the spring of 2007 and have found some imperfections, which will be changed in June of 2007/2008 as an outcome of an evaluation with all of the participants.
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This is the introduction to the special issue of World Review of Entrepreneurship, Management and Sustainable Development (WREMSD) dedicated to workplace innovation and social innovation related to work and organisation. As technological and business model innovations alone are not sufficient to enhance opportunities for businesses and employment, awareness is rising that better use should be made of human talents and new ways of organising and managing. In order to make working environments more receptive for innovation, and to enable people in organisations to take up an entrepreneurial role as intrapreneurs, a shift towards workplace innovation can be observed. Workplace innovation is complementary to technological and business model innovation, and a necessary ingredient for successful renewal, in that it addresses a type of management that seeks collaboration with employees through dialogue and employee engagement.
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In the digital age, entrepreneurship is now more in demand than ever before. However, digital entrepreneurship is not limited to holding online meetings, paperless office or communication on social media. Rather, it must be seen as a holistic approach to thinking that encompasses all processes of an organisation, including communication and service provision. If we succeed in “thinking digitally”, such as integrating digital process support at all levels, we can experience long-term success and keep uprising competitors at bay.
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Met de leden van de kenniskring (van het lectoraat) hebben we het afgelopen jaar onderzoek uitgevoerd naar intern ondernemerschap of, anders gezegd, intrapreneurship. Bijgaande bundel is een weerslag van onze zoektocht.
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Boekbespreking van Serendipiteit. De ongezochte vondst. Het boek opent met een verzameling van citaten die direct of indirect met het onderwerp samenhangen. Daarna volgt een kort voorwoord van Hans Clevers, de toenmalige president van de KNAW, die een lans breekt voor serendipiteit in de biologie. Verder bevat het boek een vertaling van het Perzisch sprookje over de prinsen van Sarandib (Sri Lanka), plus de brief van Horace Walpole waarin hij op grond van dit oude gedicht het begrip “serendipiteit” munt. Dan pas wordt de lezer getrakteerd op een inleiding over serendipiteit. Deze wordt gevolgd door een e-mail correspondentie over hetzelfde thema tussen de beide auteurs en een inventarisatie van aansprekende voorbeelden van het fenomeen
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Innovation seems to be the most important element of activities of companies to stay vital in a very competitive international market. Innovation is the process of developing products or services in an organisation for a market. Especially small and medium-sized companies, for which it is difficult to invest in innovation research and development, need to be provided with young professionals to help them make the right decisions on innovation development. At the moment higher professional education in the Netherlands is not preparing students enough as future professionals in SMEs, for the task if initiating and to developing innovations in these SME's. Therefore it is needed that higher professional education comprehensively implement these innovation competences in its curriculum. At the Fontys University of Applied Sciences in Eindhoven, the Netherlands, innovation has become an important element in teaching students innovation competences. In 2007/8 a pilot has been introduced the department of Engineering with first year students in a multidisciplinary and action-based setting. First year students of Mechanical and Electrical Engineering in a 5-credit programme try to find new patentable products. The outcome of this first try-out was that students realized the importance of innovation for the profession and they were eager to work in this innovative setting. Some adjustments in the education will be made as there are: timetable and project settings to timetables and schedules will have to be made.
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The external test is the tenth and final building block of the first and second stage of the Business Model Template (BMT). You will test the viability of the business model concept you have developed so far. You can test your business model idea against all kinds of...
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This chapter will be part of a monograph on social inclusion, the interface between leisure and work in relation to people with intellectual disabilities.
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The Football Workshop Wageningen in The Netherlands originated from a care farm where people with mild intellectual disabilities and challenging behaviour spent time for day activities. Passionate about football, two social workers and a growing number of service users left the care farm to set up sheltered employment at the local football club SKV. Interestingly, this endeavour is at the intersection of sheltered employment, leisure and community. This chapter will be part of a monograph on social inclusion, the interface between leisure and work in relation to people with intellectual disabilities. This current manuscript is yet unpublished. Modifications are reserved for official publication. Please reference this unofficial publication as follows: Knevel, J., Van Ewijk, H., Kolthek, W. (2021). The Football Workshop. Utrecht: Utrecht University of Applied Sciences. Unpublished manuscript.
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A transition from a linear economy to a more sustainable and circular economy requires different business models. In this chapter, we provide you with an introduction to the nature and logic of business models. In essence, a business model is a description of how value creation between parties or partners is organized, at a particular moment, in a specific context, and given available resources. Conventional business modelling approaches have several weaknesses---the main point of criticism being their focus on creating financial value. With the Business Model Template (BMT), we try to resolve most of these criticisms. To do so we introduce three archetypal business models: the platform, community, and circular economy business models. This chapter provides an overview on how, over three stages and ten building blocks that together make up the Business Model Template, these archetypal business models will be used.
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