Man kann das Heute mit keiner Zeit vorher vergleichen? Zu schnell sind die Veränderungen, zu gravierend die technologischen Möglichkeiten der Digitalisierung, des Internets? Frans van der Reep nähert sich in vielen überraschenden Parallelen in der gesellschaftlichen Entwicklung dem Gestern und Heute.
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Frans van der Reep widmete sich im ersten Teil seines Kommentars (KM Magazin, Nr. 90, Juni 2014) den überraschenden Parallelen zwischen dem digitalen Heute und dem weit entfernten, mittelalterlichen Gestern. In dieser Ausgabe setzt er dies fort und führt die Gedankenkette hin zu den Ähnlichkeiten der gravierenden gesellschaftlichen Entwicklungen der beiden Zeitalter.
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In this article the work of power through discourse in music education in primary schools in the Netherlands is examined. After introducing the central concepts of culture, practice, discourse, and power, the current dominant musical discourse in the Netherlands is presented as expressed in three nested perspectives: the perspective of music as a specialist domain, the perspective of music as (essentially instrumental) performance, and the perspective of music as Art. Then, a central document in current music educational developments in Dutch primary schools is analyzed. It is demonstrated that specifically the perspectives of music as a specialist domain and (partly) music as (instrumental) performance have a strong presence in the document. The article finishes with calling for more attention to the workings of dominant musical discourse in music pedagogical debates.
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Dieser Bericht gibt einen Einblick in die Erfahrungen mit Warten im regulärenUnterricht um herauszufinden, ob dieses Phänomen des Wartens ein Problem imregulären Klassenraum ist. Es wird gezeigt, in welchen Situationen die Schüler*innen warten mussten, wie lange diese gefühlte Wartezeit betrug und wie sichdie Schüler*innen in diesen Situationen gefühlt haben. Im Zuge dessen wird dasHauptaugenmerk auf den Vergleich zwischen begabten und regulären Schüler*innen gelegt
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In the Ems-Dollart-region in the North of the Netherlands and North-West Germany, startups are contributing to the region’s economy. In principal, well-developed startup and entrepreneurship ecosystems are an important factor for prosperity. Such ecosystems consist of companies, regional policy institutions, universities and other private or public organisations. In a functioning entrepreneurship ecosystem, these players optimally interact with each other. In January 2019, the project “Startup Perspectives” (Bakker et al., 2019) explored the opportunities and possibilities that a cross-border startup scene would bring to the Ems-Dollart-region. Based on this research, the Startup Ems-Dollart-region project emerged. Within the Interreg V A scheme, the project is funded by Interreg/EDR and runs from June 1st 2019-June 30th 2022. The aim of the Startup Ems-Dollart-region project is to facilitate a cross-border startup ecosystem between the three provinces of Drenthe, Friesland and Groningen on the Dutch side and the WeserEms region in Germany. This will entail the formation of a (digital) network for the startup scene, tailored mentoring programs for young entrepreneurs and the development of entrepreneurship education programs with a cross-border focus. Overall, a sustainable and long-lasting entrepreneurship ecosystem shall facilitate cross-border activities among young entrepreneurs and startups.To gain an understanding of the current entrepreneurship environment in all the regions, a mapping of the relevant stakeholders took place at the beginning of the project. This report will summarize the key findings of this mapping exercise.
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Background: Osteoarthritis is a major public health concern. Despite existing evidence-based treatment options, the health care situation remains unsatisfactory. Digital care options, especially when combined with in-person sessions, seem to be promising. Objective: The aim of this study was to investigate the needs, preconditions, barriers, and facilitators of blended physical therapy for osteoarthritis. Methods: This Delphi study consisted of interviews, an online questionnaire, and focus groups. Participants were physical therapists, patients with hip and/or knee osteoarthritis with or without experience in digital care, and stakeholders of the health care system. In the first phase, interviews were conducted with patients and physical therapists. The interview guide was based on the Consolidated Framework For Implementation Research. The interviews focused on experiences with digital and blended care. Furthermore, needs, facilitators, and barriers were discussed. In the second phase, an online questionnaire and focus groups served the process to confirm the needs and collect preconditions. The online questionnaire contained statements drawn by the results of the interviews. Patients and physical therapists were invited to complete the questionnaire and participate in one of the three focus groups including (1) patients; (2) physical therapists; and (3) a patient, a physical therapist, and stakeholders from the health care system. The focus groups were used to determine concordance with the results of the interviews and the online questionnaire. Results: Nine physical therapists, seven patients, and six stakeholders confirmed that an increase of acceptance of the digital care part by physical therapists and patients is crucial. One of the most frequently mentioned facilitators was conducting regular in-person sessions. Physical therapists and patients concluded that blended physical therapy must be tailored to the patients' needs. Participants of the last focus group stated that the reimbursement of blended physical therapy needs to be clarified. Conclusions: Most importantly, it is necessary to strengthen the acceptance of patients and physical therapists toward digital care. Overall, fo
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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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Introduction: Hip and knee osteoarthritis are associated with functional limitations, pain and restrictions in quality of life and the ability to work. Furthermore, with growing prevalence, osteoarthritis is increasingly causing (in)direct costs. Guidelines recommend exercise therapy and education as primary treatment strategies. Available options for treatment based on physical activity promotion and lifestyle change are often insufficiently provided and used. In addition, the quality of current exercise programmes often does not meet the changing care needs of older people with comorbidities and exercise adherence is a challenge beyond personal physiotherapy. The main objective of this study is to investigate the short- and long-term (cost-)effectiveness of the SmArt-E programme in people with hip and/or knee osteoarthritis in terms of pain and physical functioning compared to usual care. Methods: This study is designed as a multicentre randomized controlled trial with a target sample size of 330 patients. The intervention is based on the e-Exercise intervention from the Netherlands, consists of a training and education programme and is conducted as a blended care intervention over 12 months. We use an app to support independent training and the development of self-management skills. The primary and secondary hypotheses are that participants in the SmArt-E intervention will have less pain (numerical rating scale) and better physical functioning (Hip Disability and Osteoarthritis Outcome Score, Knee Injury and Osteoarthritis Outcome Score) compared to participants in the usual care group after 12 and 3 months. Other secondary outcomes are based on domains of the Osteoarthritis Research Society International (OARSI). The study will be accompanied by a process evaluation. Discussion: After a positive evaluation, SmArt-E can be offered in usual care, flexibly addressing different care situations. The desired sustainability and the support of the participants' behavioural change are initiated via the app through audio-visual contact with their physiotherapists. Furthermore, the app supports the repetition and consolidation of learned training and educational content. For people with osteoarthritis, the new form of care with proven effectiveness can lead to a reduction in underuse and misuse of care as well as contribute to a reduction in (in)direct costs.
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