One of the aims of the TALENTS-project is to create (interdisciplinary) learning communities in which engineering professionals, students, teachers, and researchers can learn together and collaborate as equal partners, within the context of authentic challenges, starting from their individual learning goals. To what extent are partners willing to participate in this partnership and under which conditions do they consider it to have added value? We conducted individual interviews with engineering students (N=11), teachers (N=12) and professionals (N=10) about what they require to participate in the learning community, employing epistemic, spatial, instrumental, temporal, and social elements of learning environments. We also inquired which resources participants were willing to invest. Data were summarized on group level in a within-group matrix, following these elements. Next, we employed a cross-group analysis, focusing on commonalities and differences. The most striking results were found in the epistemic, social, and instrumental elements. Respondents have similar needs when it comes to improving dialogue to formulate a challenge. However, professionals prefer to have more influence on formulating this challenge and its output, whereas teachers wish to focus on students’ development. Students wish to co-create with partners and they place importance on matching students with a challenge that aligns with their educational background and personal interest. To create an environment based on equality, students need traditional roles of teachers, clients, and students to be less apparent. Ultimately, almost all respondents are willing to co-operate as equal partners in the learning community because they can see it leads to added value.
MULTIFILE
This article explores cooperation between a commercial supermarket chain and an environmental non-governmental organization linking it to consumer perception of the “The Super Animals” collectable cards promotion initiative. The case study focuses on one particular joint project involving Animal Cards that was initiated by the supermarket Albert Heijn and the World Wide Fund for Nature in The Netherlands. Based on this case, environmental non-governmental organizations’ strategic choices in the context of contesting discourses of sustainability and consumption, as well as implications for environmental education, are addressed. This article combines three strands of the literature – on sustainable consumption, on strategic cooperation between commercial companies and environmental non-governmental organizations and on environmental education. It is argued that the Animal Cards initiative presents an ambiguous case by both attempting to enhance environmental awareness and promoting consumption, opening up questions about the value of such cooperative ventures to the objectives of environmental education. It is concluded that cross-sector partnerships have the potential to lead to improvements in corporate social responsibility and environmental awareness among consumers but simultaneously pose the danger of undermining the critical stance toward consumption. https://doi.org/10.1177/1469540514556170 LinkedIn: https://www.linkedin.com/in/helenkopnina/
MULTIFILE
Tencent is a Chinese IT company that offers a wide variety of products in the e-commerce, online advertising, online games and social network markets. Most of these services are centered around the central hubs of QQ and Weixin/WeChat. This allows for a spillover of users and a brand name that can be used for a variety of products. Most of Tencent’s software products are free to use, but allow users to buy small cosmetic upgrades. For Tencent, these value-added services are the main source of income. This differentiates the company from most of its competitors, which still rely mostly on online advertisements to monetize users of free services. Tencent focuses on ‘micro-innovation’, taking a proven concept and adjusting it to the Chinese market. The company is very strong in the domestic market, but has had trouble in foreign markets. More recently, Tencent started strategic partnerships with companies in segments where the company cannot become market leader on its own. Perhaps the company could also use this strategy for foreign market entry.
LINK
