Are we defenseless against AI, deepfake, and the rapid spread of disinformation? Join the first episode in our podcast series part of the Jean Monnet Chair EU-ACT DIGITAL, an initiative spotlighting EU digital policy. Our very first guest, Member of European Parliament Bart Groothuis (part of the Committee on Industry, Research and Energy), provides his expert insights on the state of digitalisation in the EU while being interviewed by European Impact’s Paul Schuchhard and European Studies students Francisco van Ruijven and Joana Pereira Grilo from The Hague University of Applied Sciences. Visit https://eu-act.digital/ to find out more about the Jean Monnet Chair EU-ACT DIGITAL.
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Tax evasion, delayed trains & untidy death seem to be parts of our daily lives. But what about the digitalisation dragons? Will they wipe away B2B sales and procurement as we know it, our will we see a more nuanced picture? The first Part on this topic so far has attracted 3700+ readers at our PSF website. It concluded that this wave of digitalisation is different from the advance of enterprise systems in the eighties, but it was inconclusive whether digitalisation differs from existing e-commerce or e-procurement systems, and whether it differs from managing data in long or short supply lines. This Part II hopes to stir some discussion & bring some answers.
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We hear about disruptive technologies and live in a VUCA world (Volatile, Uncertain, Complex, and Ambiguous). New technologies will change business models as they have always done. However the four VUCA factors have varying impacts on business “which defies confident diagnosis and befuddles executives” (Bennett & Lemoine, 2014).They identify four potent weapons to fight digitalisation dragons: agility, information, restructuring, and experimentation.This blog compares earlier waves of technology with the digitalisation wave. Currently, 40–60 percent of customer value is not created within the focal company but in the supply chain (KPMG, 2016). The same holds for the purchasing-turnover ratio: 20 to 85 cents of every euro sold was purchased from suppliers (Van Weele et al., 2017, p. 35). In current business models B2B sales and procurement play dominant roles. The blog (Part I & II) discusses the impact of disruptive technology on business models with a focus on procurement (purchasing).1500 words
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While digitalisation requires facilities management (FM) organisations to change at an increasing rate, little is known about the mechanisms that create ownership and enable individuals to implement changes in everyday FM practice. In this study, these mechanisms are explored from a stewardship perspective. The purpose of this paper is to provide insights in the dynamics of organisational change in FM by analysing how stewardship behaviour leads to change.A process model for implementing organisational change is constructed, based on existing theoretical insights from stewardship and intrapreneurship literature. The model is evaluated in a case study through analysis of critical events. Interviewing was the key data collection method.The process model gives an event-driven explanation of change through psychological ownership. Analysis of multiple critical events suggests that the model explains intra-organisational as well as inter-organisational change. The case data further suggests that, compared to intra-organisational change, tailored relational and motivational support is more important for inter-organisational change because of the higher risks involved. Job crafting emerged as an unanticipated finding that offers interesting prospects for future FM research.The process model offers guidance for leaders in FM organisations on providing tailored support to internal and external employees during periods of organisational change.Stewardship and intrapreneurship are combined to provide insights on organisational change in FM. The study demonstrates how intrapreneurial behaviour and stewardship behaviour can be linked to create innovation within and between organisations.
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Digitalization enables public organizations to personalize their services, tuning them to the specific situation, abilities, and preferences of the citizens. At the same time, digital services can be experienced as being less personal than face-to-face contact by citizens. The large existing volume of academic literature on personalization mainly represents the service provider perspective. In contrast, in this paper we investigate what makes citizens experience a service as personal. The result are eight dimensions that capture the full range of individual experiences and expectations that citizens expressed in focus groups. These dimensions can serve as a framework for public sector organizations to explore the expectations of citizens of their own services and identify the areas in which they can improve the personal experiences they offer.
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Technological developments have a major impact on how we live, work and learn together. Several authors refer to a fourth revolution in which robots and other intelligent systems take over an increasing number of the current (routine) tasks carried out by humans (Brynjolfsson & McAfee, 2014; Est et al., 2015; Ford, 2016; Helbing, 2014; Ross, 2017; Schwab, 2016). The relationship between man and machine will change fundamentally as a result. We are already noticing this shift, most specifically in the workplace. E.g., in the field of health care, digitalisation and robotisation can empower patients and their families. Hospitals are primarily intended for clients with complex care needs. This has consequences for the tasks carried out by nurses, who become more of a ‘care director’ or ‘research nurse’. Hospitals approach this in different ways, resulting in considerable diversity as to how these roles are fulfilled. These changes, albeit diverse, can also be seen in the roles of accountants, police officers and financial advisers at banks (Biemans, Sjoer, Brouwer and Potting, 2017). The traditional occupational profiles no longer exist and the essence of these professions is shifting. This does not make such occupations less attractive, but requires different qualities. The demand for more highly educated professionals who can carry out complex tasks in a creative and interdisciplinary manner will increase (McKinsey, 2017). Also, other social developments, such as migration and greenification, prompt us to ask new questions, resulting in new paths towards identifying solutions.
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from the article: Supply chain integration intensifies through digitalisation of business administration (BA) processes. However, it is unclear whether differences exist between the public and private sector in development or implementation of supply chain integration solutions. The large scope of the supply chain, being a large network of companies working together towards one end product, is limited for this study to e-procurement processes. The related software solutions are included. This study starts with a theoretical snapshot of e-procurement. This is followed by a process viewpoint of the e-procurement function. Next five different forms of e-procurement cooperation are presented seen from an actors network viewpoint. The utilisation of these forms create insight in the differences between the public and private sector in their e-procurement adoption behaviour. The process maturity scan results shows that the process maturity between the two sectors is comparable. However, this only explains the differences per sector concerning their ability to improve and control their processes in general. For reliability, this step is followed by three in-depth interviews combined with analyses of recent e-procurement behaviour studies involving the two sectors. The final step compares the maturity outcome with the in-depth data results. Both sectors show certain forms of coalition in the e-procurement. Where ‘competition’ is a construct that drives the private sector, the public sector has cost control as a driver towards collaboration and integration within e-procurement. This can only partially be explained by the past European financial crises. Differences are found in digital collaboration and the integration itself. The most important difference lies in the European tendering procedure to which the public sector (unlike the private) is restricted. In nature an e-procurement design and development project does not fit the prescribed procedures.
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Mobility hubs facilitate multimodal transport and have the potential to improve the accessibility and usability of new mobility services. However, in the context of increasing digitalisation, using mobility hubs requires digital literacy or even owning a smartphone. This constraint may result in the exclusion of current and potential users. Digital kiosks might prove to be a solution, as they can facilitate the use of the services found at mobility hubs. Nevertheless, knowledge of how digital kiosks may improve the experience of disadvantaged groups remains limited in the literature. As part of the SmartHubs project, a field test with a digital kiosk was conducted with 105 participants in Brussels (Belgium) and Rotterdam (The Netherlands) to investigate the intention to use it and its usability in the context of mobility hubs. This study adopted a mixed methods approach, combining participant observation and questionnaire surveys. Firstly, participants were asked to accomplish seven tasks with the digital kiosk while being observed by the researchers. Finally, assisted questionnaire surveys were conducted with the same participants, including close-ended, open-ended and socio-demographic questions. The results offer insights into the experience of the users of a digital kiosk in a mobility hub and the differences across specific social groups. These findings may be relevant for decision-makers and practitioners working in urban mobility on subjects such as mobility hubs and shared mobility, and for user interface developers concerned with the inclusivity of digital kiosks.
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As the two prime examples of sport light, running and walking have become very popular sports activities in the past decades. There are references in the literature of similarities between both sports, however these parallels have never been studied. In addition, the current digitalisation of society can have important influences on the further diversification of profiles. Data of a large-scale population survey among runners and walkers (n = 4913) in Flanders (Belgium) were used to study their sociodemographic, sports related and attitudinal characteristics, and wearable usage. The results showed that walkers are more often female, older, lower educated, and less often use wearables. To predict wearable usage, sports-related and attitudinal characteristics are important among runners but not among walkers. Motivational variables to use wearables are important to predict wearable usage among both runners and walkers. Additionally, whether or not the runner or walker registers the heart rate is the most important predictor. The present study highlights similarities and differences between runners and walkers. By adding attitudinal characteristics and including walkers this article provides new insights to the literature, which can be used by policymakers and professionals in the field of sport, exercise and health, and technology developers to shape their services accordingly.
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