Balancing processes of external contingency and internal P-O fit is amongst the challenges facing innovative HE institutions today. This multi-level case study presents findings from a research & development program targeted to investigate and improve organisational-, leadership- and employees’ capacities to design, select and develop the human capital necessary to meet the strategic demands. The R&D project is framed as a collective organisational learning strategy with continuous alternation of research, design, pilots and implementation activities. Work in progress till 2020. At present 25 strategic personnel plans are developed for degree programs and other organizational units, each of which is tailored to the strategic horizon and market of that specific organisational entity. Furthermore, instrumentation to run a strategic personnel planning process for knowledge institutions is developed transferable to other institutions. Finally, input is provided for the development of strategic HRM for career development & mobility, professionalisation, team development and resourcing strategy. https://www.hec2019.nl/108493/wiki/449361/programme-abstracts
DOCUMENT
It is important for the current small and medium sized companies to innovate and thereby still to be able to compete with the cheaper companies from the east. Within Fontys University a project has been started to develop an innovative education for its future curricula. More attention is paid to competence learning and 'learn to learn'-principles instead of cognitive learning. This has resulted in a so-called 'major-minor' system. In the Netherlands this system of education is commonly used at the Universities. The major, at Fontys, is a three-year primary education, which aims to develop the student's discipline. The minor are two education entities restricted, for the size of 30 ECTS, which students can choose. Within the Fontys University a study has started to develop a minor education on the topic "strategically decision-making on innovations in a SME". Fontys wants to train its students for this task in the SME, because it is assumed that many higher educated personnel will find work in the SME. Furthermore it is assumed that there is a growing need for higher educated personnel in possession of competences about strategic decision-making and implementing an innovative organisation. In the autumn of 2006, as a result of the present developments, a minor will be started on the topic 'strategically decision-making on innovations'. This paper describes the progress of the developments of the minor.
DOCUMENT
From the article: "After 1993, the concept of strategic alignment is evaluated from the connection between IT and business to much broader definitions in which the connection between all business functions, horizontally and vertically, and later also with projects and stakeholders is mentioned. To achieve stategic alignment there must be a coordination between the strategy of organizations and those who contribute to the implementation of the strategy and the actual performance of an organization. This process is called Human Oriented Performance Management (HOPM). The HOPM model consists of four dimensions: strategy translation, information and visualization, dialogue and action orientation, and continues improvement and organizational learning. To measure the effect of strategic alignment a range of financial performance indicators are used. Based on a literature review this paper explores which financial performance indicators could be used to measure the effect of HOPM. The literature was selected over a period from 1996 – 2015. The research is not only focused on the top of the strategy map, but also on the cause-effect relationships in the strategy map. The underlying performance indicators in the strategy map can show on which figures the dialogue in the HOPM model about strategy implementation must be based. This dialogue is the input to action in which strategic alignment comes about. The goal of the research is to optimize this dialogue by looking for performance indicators that can show the effect of HOPM" The article is used for the course: 'corporate policy' minor MSMM (Masterclass Strategic Marketing Management).
DOCUMENT
There are changes in society and labour market demands made to TVET and in the TVET system itself. To deal with both types of challenges, the aim for TVET planning and development is to anticipate how employment will evolve and to determine how to give individuals a knowledge base that will enable them to adapt to the changing demands and benefit from the mobility. Major research areas connected to relevant problem areas in the TVET planning and development process can be constituted by analysis of labour market developments and changes in learning contents, new insights into the development of skills, competences and expertise, integration of learning places in school and workplace, professional development of VET teachers and trainers and VET and organisational development in organisations.
DOCUMENT
The diversity and intensity of human activities in the North Sea region (NSR) and other maritime regions are increasing. This necessitates transboundary coordination at the sea basin level, which is required but yet insufficiently established. Through European co-funded projects, national policymakers, stakeholders, and scientists in MSP are enabled to develop transboundary coordination (TBC) mechanisms. TBC requires, alongside other factors, a form of social and policy learning between these actors in different countries. The NorthSEE project (2016–2022) was an example of such an EU-co-funded project and was aimed at enhancing coherence in MSP processes and plans across the NSR. This article examines the project's key learning outcomes, the role of the MSP Challenge Simulation Platform in supporting these outcomes, and factors that enabled or constrained learning within the project. Data was collected during the project via document analysis, questionnaires from participatory stakeholder workshops, interviews with sixteen project participants and ten workshop participants, and observations. The study highlights that project participants have gained more insight into each other's planning systems, are able to contact each other more easily, and have initiated several follow-up initiatives. Furthermore, it shows that interactive and participatory tools, such as the MSP Challenge Simulation Platform, can contribute to individual and social learning by providing participants with instant feedback on their decisions. These learning outcomes have been influenced by various enabling and constraining conditions, including time, resources, and the differing levels of expertise and knowledge among project partners and participants. Assessing the broader societal impact remains a challenge and warrants further attention.
MULTIFILE
In 2005 and 2006, almost sixty Dutch National Sport Federations (NSFs) participated in a special program for creating a marketing strategy for the next four years. This program was initiated and organized by NOC*NSF (the Dutch Olympic Umbrella Sports Organization). The NSFs had to joint the project to receive funds. For most of them it was the first time they seriously analyzed the market with the aim of developing new programs. The purpose of this paper is to explore to what extent Dutch NSFs are capable to change their structures to become more market oriented and more market responsive in order to write strategic plans. The changed structures are investigated using the "institutional theory" (Tolbert & Zucker, 1996) and are explained by exogenous (market context and institutional context) and endogenous (interests, values, power dependencies, and capacity for action) dynamics from the neo-institutionalist framework (Greenwood & Hinings, 1996). In 2005 NSFs were expected to be in a pre-institutionalized stage, i.e. they were supposed to develop new organizational structures in response to specific problems (Kikulis, 2000). Now, approximately 1½ years after finishing their strategies, the question arises whether they have reached the semi-institutional stage, i.e. whether the new structures or actions are diffused across organizations, yet still subject to change and whether old structures are yet eroding (Kikulis, 2000). Methods Studying the intended structural change of NSFs requires an in-depth study of their social reality and the reactions and interpretations of involved actors, including their applied meanings to certain situations. Greenwood & Hinings (1996) plead for detailed comparative case-studies when studying institutional changes. Therefore three NSFs has been selected: The Royal Dutch Korfball Federation (KorfFed); The Royal Dutch Billiards Federation (BillFed); and the Dutch Jeu de Boules Federation (JeuFed). These three federations differ on size, amount of housed sports, number of associated clubs, sorts of intermediary decision making bodies, employed FTE's, and more. Therefore it is expected that the tempo of institutionalization of the new, market oriented, structures, will differ among them. Sugden & Tomlinson (2002) developed a multi-method style of qualitative research for making sense of the deep, inside information below the surface of everyday life. They call it the "Brighton method. Applying the Brighton method for this research implies that the three cases will be studied with respect to their history, their present marketing actions, their results and the changes in their organization. In-depth interviews, document analysis (policy plans, marketing plans and more), and where possible observations and participations are used to create a critical and investigative view of the organizations in change. Results The KorfFed used the marketing program to further develop existing programs. Although the outcomes of these programs were not new, the program has opened the eyes of the president, director and staff members. They are now conscious of the urgency of a market orientation, and a marketing orientation (a marketing position has already been introduced), and they see opportunities in attracting non-competition playing korfball players. They have, however, not yet reached the phase of semi-institutionalization of the market oriented structures. This can be concluded from the following: - The organization still has an ad-hoc character; - Some board members still make decisions based on their own insights rather than on information from the professional part of the organization; - Decisions to start programs are still grounded on subsidy possibilities rather than on market possibilities. Interest dissatisfaction and power dependencies are the main dynamics that form barriers in the planned organizational change. The BillFed is a federation that covers four disciplines, i.e. pool, snooker, carom, and billiard 3 cushions. The federation used to act upon these four disciplines. The marketing program has made clear that the BillFed should act upon target groups instead of on these disciplines. Therefore, the federation created a vision to reach youth, young adults, as also elderly people. Carrying out this new vision requires a market orientated structure (focus on target groups) instead of an internal orientated structure (focus on discipline groups). This new vision is created on an upper level (general board together with professional staff) in the organization. This federation also introduced a professional marketing position. Unfortunately, the underlying layers remain slightly passive and are not willing to work along the new structures, which mean that the new structures have not been diffused across the whole organization. Interest dissatisfaction, value commitments and power dependencies are the problematic dynamics. The JeuFed used to have a strong competition and tournament (internal) orientation, while many jeu-de-boules players play the game just for fun. The marketing program has created the insight that the just-for-fun players are also an important target group. Hence, 3 projects are developed to make club membership more attractive for all jeu-de-boules players. Since the federation never worked with projects before, they just found out that implementing projects such as these requires new structures. The JeuFed has just arrived in the pre-institutionalized phase, still far away from the semi-institutionalized chapter. Power dependencies and a lack of capacity for change are influencing dynamics in this case. Discussion Although it is already 1½ years ago that Dutch NSFs finished their marketing program, in none of the described cases the new structures have reached the semi-institutional stage. These new structures or actions are not yet diffused across the organizations, and the old structures are not eroding. In all three cases another combination of endogenous dynamics are influencing the process of organizational change. Continuing research is needed to find out whether these federations will ever reach the next stage of institutionalization and which dynamics will play an important role.
DOCUMENT
Insider ethnographic analysis is used to analyze change processes in an engineering department. Distributed leadership theory is used as conceptual framework.
DOCUMENT
Dit onderzoek richt zich op de vraag wat de effecten zijn van een niet-hiërarchische werkomgeving op leiderschap. Onderzocht wordt of niet-hiërarchisch leiderschap (in een matrix-, project- en netwerkorganisatie, of bij zelfsturende teams zoals bij projectmanagement) leiderschapskwaliteiten aantrekt, selecteert en behoudt. Het onderzoek toont aan, dat niet-hiërarchisch leidinggevenden hoger scoren op het persoonlijkheidskenmerk neuroticisme, vooral bij de subschalen angsten/nervositeit, ergernis, depressie, kritiekgevoeligheid en stressgevoeligheid, en lager scoren op extraversie, vooral bij de subschalen hartelijkheid, sociabiliteit en dominantie/assertiviteit. De belangrijkste conclusie van dit onderzoek is dat leiderschapskwaliteiten die samenhangen met neuroticisme en extraversie ondervertegenwoordigd lijken te zijn in een matrix-, project- en netwerk georiënteerde werkomgevingen, als ook bij innovatieprojecten en projectmanagement in het algemeen. Deze twee persoonlijkheidskenmerken hangen sterk samen met transformationeel leiderschap. De volgende kwaliteiten lijken bij niet-hiërarchisch leiderschap minder sterk ontwikkeld te zijn dan bij hiërarchisch leidinggevenden: inspirerend en enthousiasmerend vermogen, leiderschapscharisma, effectieve conflicthantering, het geven van feedback, assertiviteit, het vermogen tot het versterken van groepscohesie, bevorderen van een groeps- of teamontwikkeling richting meer autonomie en sterkere performance, initiatief met betrekking tot ondernemerschap, synergie tussen teamleden op het gebied van innovatie, kennisproductiviteit en reflectieve vaardigheden, als ook 'performance' in het algemeen in werkomgevingen met veel sociale interactie. Aanbevelingen worden gedaan met betrekking tot werving en selectie, als ook voor het opleiden en ontwikkelen van niet-hiërarchisch leidinggevenden. ABSTRACT This paper is devoted to answer the question whether nonhierarchical leadership (in a matrix, process, network structure, or in a project based work environment) attracts, selects and attains leadership qualities related to transformational (charismatic, inspiring & empowering) leadership. More in particular, we would expect leaders with lower scores concerning neuroticism, and with higher scores concerning extraversion and agreeableness. Enhancement of innovational capacities and knowledge productivity are the main motives for applying the structuring principles of a matrix, process, network organization, or of project management. The indicated personality traits are closely related to transformational leadership. Transformational leadership is needed to effectuate innovational and adaptive capacities, as well as for the enhancement of knowledge productivity in organizations. We analyzed whether significant differences could be found when personality traits of non-hierarchical (project) leaders and hierarchical operating managers are compared. Our study revealed, that non-hierarchical (project) leaders had indeed higher averages concerning neuroticism, and lower averages concerning extraversion. Neuroticism is negatively related to leadership charisma. Neuroticism, extraversion and agreeableness are related to transformational leadership in general. The overall conclusion of this study is that leadership qualities related to neuroticism and extraversion, tend to be underrepresented in the group of nonhierarchical leaders in a matrix, process or network structure, or in a project based work environment. Analyzing significant differences of the sub scales of neuroticism and extraversion revealed that these leadership qualities are specifically related to learning/adaptive capacities, feedback and conflict solving processes, knowledge productivity in teams, enhancement of group cohesion and coping with stressful situations. Furthermore, these qualities are closely related to several dimensions of transformational leadership: idealized influence, inspirational motivation and intellectual stimulation. Implications for training and development, and for selection processes are discussed. Also, some recommendations are put forward, related to the enhancement of the effectiveness of applying the structuring principles of a matrix, process, network or project based work environment.
DOCUMENT
Summary Project objectives This study fits into a larger research project on logistics collaboration and outsourcing decisions. The final objective of this larger project is to analyze the logistics collaboration decision in more detail to identify thresholds in these decisions. To reach the overall objectives, the first step is to get a clearer picture on the chemical and logistics service providers industry, sectors of our study, and on logistics collaboration in these sectors. The results of this first phase are presented in this report. Project Approach The study consists of two parts: literature review and five case studies within the chemical industry. The literature covers three topics: logistics collaboration, logistics outsourcing and purchasing of logistics services. The five case studies are used to refine the theoretical findings of the literature review. Conclusions Main observations during the case studies can be summarized as follows: Most analyzed collaborative relationships between shippers and logistics service providers in the chemical industry are still focused on operational execution of logistics activities with a short term horizon. Supply management design and control are often retained by the shippers. Despite the time and cost intensive character of a logistics service buying process, shippers tendering on a very regular basis. The decision to start a new tender project should more often be based on an integral approach that includes all tender related costs. A lower frequency of tendering could create more stability in supply chains. Beside, it will give both, shippers and LSPs, the possibility to improve the quality of the remaining projects. Price is still a dominating decision criterion in selecting a LSP. This is not an issue as long as the comparison of costs is based on an integral approach, and when shippers balance the cost criterion within their total set of criteria for sourcing logistics services. At the shippers' side there is an increased awareness of the need of more solid collaboration with logistics service providers. Nevertheless, in many cases this increased awareness does not actually result in the required actions to establish more intensive collaboration. Over the last years the logistics service providers industry was characterized by low profit margins, strong fragmentation and price competition. Nowadays, the market for LSPs is changing, because of an increasing demand for logistics services. To benefit from this situation a more pro-active role of the service providers is required in building stronger relationships with their customers. They should pay more attention on mid and long term possibilities in a collaborative relation, in stead of only be focused on running the daily operation.
DOCUMENT
Today, Dutch National Non-profit Sports Organizations (NNSFs) experience financial pressures. Two indications for this are described in this paper i.e. increased competition in the sports sector and changes in subsidy division. Decreasing incomes from subsidies can be compensated with either increasing incomes from a commercial domain or increasing incomes from member contributions. This last solution has been the motive for the increasing interest in the use of marketing techniques as a solution for the growing uncertainties. Many NNSFs have participated in a special marketing program in order to enlarge their marketing awareness and create a marketing strategy. This paper deals with possible impediments resulting from the implementation of the marketing strategies. It is primarily based on a literature review, however, the first results from a qualitative research to the increasing use of marketing techniques among NNSFs provides insights in the experienced impediments of NNSFs .
DOCUMENT
