Entrepreneurship stands high on the political European agenda. Its meaning is twofold: entrepreneurship as a career opportunity, or as a competency. Following the statement made in Europe, national governments have defined an urgent need to stimulate entrepreneurial talent and motivate students to become entrepreneurs to start and develop new businesses that will generate employment and create economic and social wealth. Developing entrepreneurship education and training initiatives is one way of helping to achieve this goal. According to the European commission (2008), the teaching of entrepreneurship is not yet sufficiently integrated in higher education institutions' curricula. So the real challenge is to build campus-wide, inter-disciplinary approaches, making entrepreneurship education accessible to all students. At The Hague University of Applied Sciences we develop programs to stimulate entrepreneurship. The question is: to what extent do these programs contribute towards the development of entrepreneurial competencies, in other words: can entrepreneurship be taught? And furthermore, to what extent do the programs contribute to the success of new start-ups by students that followed our programs? Over the last five years time more than 200 students have taken part in three different electives developed in our centre. Some of the findings of our research are that students indeed develop entrepreneurial competencies (Harkema & Schout, 2008). This can partly be attributed to the pedagogical concept underlying the programs. The next step is to determine whether the acquired competencies developed in the program among students that have set up their own business, help them in their business and are accountable for their business success. In this paper we report on the preliminary findings of our research among a sample group of alumni that have followed different programs and set up their own business.
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The story of Triodos Bank over the last 20 years reads as a success story. It is also a story about how principles are guiding business. However, principles need a pragmatic approach in order to be successful. Over the past 30 years the bank’s management has succeeded in balancing a clear focus to create value for society with the objectives of a financially sound company. This case will describe this development, focusing on a period of rapid growth from 1990 to 2009, in which the organization grew from a small entity to a serious bank.
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In this research (critical) success factors for Business Process Management Systems implementation are identified and qualitatively validated. Furthermore a list of critical success factors is constructed. Based on the identified factors a BPMS implementation approach is suggested. Future research consists of situationally considering the success factors in relation to phases in the implementation approach.
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This paper seeks to make a contribution to business model experimentation for sustainability by putting forward a relatively simple tool. This tool calculates the financial and sustainability impact based on the SDG’s of a newly proposed business model (BM). BM experimentation is described by Bocken et al. (2019) as an iterative-multi-actor experimentation process. At the final experimentation phases some form of sustainability measurement will be necessary in order to validate if the new proposed business model will be achieving the aims set in the project. Despite the plethora of tools, research indicates that tools that fit needs and expectations are scarce, lack the specific focus on sustainable BM innovation, or may be too complex and demanding in terms of time commitment (Bocken, Strupeit, Whalen, & Nußholz, 2019a). In this abstract we address this gap, or current inability of calculating the financial and sustainability effect of a proposed sustainable BM in an integrated, time effective manner. By offering a practical tool that allows for this calculation, we aim to answer the research question; “How can the expected financial and sustainability impact of BMs be forecasted within the framework of BM experimentation?
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The main question in this PhD thesis is: How can Business Rules Management be configured and valued in organizations? A BRM problem space framework is proposed, existing of service systems, as a solution to the BRM problems. In total 94 vendor documents and approximately 32 hours of semi-structured interviews were analyzed. This analysis revealed nine individual service systems, in casu elicitation, design, verification, validation, deployment, execution, monitor, audit, and version. In the second part of this dissertation, BRM is positioned in relation to BPM (Business Process Management) by means of a literature study. An extension study was conducted: a qualitative study on a list of business rules formulated by a consulting organization based on the Committee of Sponsoring Organizations of the Treadway Commission risk framework. (from the summary of the Thesis p. 165)
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In this paper, the success of students during their first year at the Amsterdam University of Applied Sciences at the faculty of Communication and Creative Business (formerly called Media, Information and Communication) will be compared prior to Covid-19 and during Covid-19 in the first year. With the purpose to determine the influence of the transition from offline to online education on student success. Student success is defined in two ways. First by the general average grade point (GPA) of all the exams in this first year, which in the Netherlands is the preliminary examination (propedeuse diploma issued after the first year of studies in the Netherlands). Second, the time it takes to pass all first-year exams and earn the propedeuse (diploma of the preliminary examination). Furthermore, the mandatory student choice test (SCT), taken prior to the entrance of the University, is compared with the success of the students and examined on its predictive value. This will ultimately provide insight in the implications of a year of emergency remote teaching and enhance the knowledge about influences of online education upon student success in higher education.
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Every year I talk to many entrepreneurs about business transfers and acquisitions. Only rarely do they tell me that it was a cinch. Buying or selling a business is complex. For a start, a business should be shipshape from an organizational and administrative perspective, while several legal and fiscal matters also affect the transaction. Moreover, many parties are involved in a business transfer: the buyer and the seller, of course, but also the employees, the spouse and/or family of the entrepreneur, the customers and suppliers. Emotions and trust also play a central role in selling a firm. Many owner/managers find it hard to abandon their business. The fact that a transaction of fixed assets may also be involved is another complicating factor. Is it a good thing to include fixed assets in the sale, or in fact the reverse? Considering that most people find it quite hard to sell their own house, engaging an estate agent to do it for them, it is understandable that buying and selling a business is a transaction fraught with difficulties.
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Het is niet altijd even duidelijk wat het begrip 'business intelligence' precies inhoudt. BI kent namelijk een diversiteit aan definities en is vanuit verschillende organisatorische en ICT-disciplines te benaderen. Deze checklist wil deze aanpak op pragmatische maar toch intelligente wijze toepasbaar maken.
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In this paper we present the results of an international comparative research conducted through a special web survey, i.e. an online 'game' to rate and classify Critical Success Factors (CFSs) for BPMS implementations. The survey was completed by 39 respondents from 11 different countries. Central to the research was the question how BPM-systems success factors are perceived by professionals from different countries (i.e. cultural backgrounds) and how this is related to other characteristics such as their level of experience within the BPM domain. The respondents judged a total of 55 factors in two ways: (1) by allocating them to one of the five domains of BPMS implementation, and (2) by ranking their importance for BPMS implementations. Significant differences were found between respondents from Northern European versus Anglo-American countries, and between respondents with different levels of experience with BPMS implementations.
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The main purpose of this dissertation is to identify the factors that explain success and failure in SME business transfers. Three key concepts have been defined in the research framework: firm resources, capabilities (of predecessor and successor) and (successor’s) strategic renewal. Altogether these three key concepts serve as predictors for the transfer outcomes: exit choice, transfer duration, obtained price, satisfaction and the post-transfer firm performance. Testing reveals that both firm resources and owner capabilities are of importance for exit choice. Results indicate further that especially “acquisition experience” and “years of ownership” predict the exit choice in well performing firms. In poorly performing firms, firm resources prevail as the predictors for exit choice. Most consistently, owner capabilities like “familiarity with the successor” and “flexibility” and not firm resources predict success during a transfer. The firm resource “succession planning” predicts only the level of satisfaction with the transfer. Regarding owner capabilities, a distinction is made between generic and specific human capital. Results indicate the importance of specific human capital (owner competencies and experience) rather than generic human capital (level of education). All types of renewal (i.e. product/market innovation, organizational change or a combination of the two) after succession show better post-transfer firm performance compared to no changes in the first two years.
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