The principles of international humanitarian law (IHL) have evoked considerable debate in the practice of humanitarian support, particularly in terms of emerging tensions with sovereign (national) law. Drawing on organization studies, we examine the emergent strategies aimed at resolving the ambiguous legal context in which humanitarian support operations in a conflict context are embedded. Our analysis of two missions revealed two types of emergent strategies, namely network and negotiation strategies, differentiated by particular contextual dimensions. We extend the humanitarian law debate by showing the strategic interplay between the operational humanitarian context and international humanitarian principles, thereby connecting the fields of international law and organization science.
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In this article, we describe the emergence of a new Finance course in line with the concept of the Societal Cost-Benefit Analysis (SCBA). By means of an in-depth case study, we reconstruct the process of dissatisfaction and corresponding discussions among lecturers and students of the Master Integrated Care Design with regard to the learning aims and content of the Finance course, which is a study module of this master. During the period 2015-2021, the aims and content of this module were revised and remoulded several times in order to define a Finance course that was able to both sufficiently and creatively connect the domain of Integrated Care with that of Finance. In this process of reiterating revision both lectures and students played a crucial role. The ultimate result – the indicative Societal Cost-Benefit Analysis – was unexpected and unplanned, producing an outcome that surpassed the sum of its separate parts. In short, the process, as we describe in this case study, bears all the hallmarks of emergence. Moreover, the analysis shows how this process of emergence in combination with emergent leadership led to a practicable and encouraging outcome, which satisfied and committed all stakeholders, setting an example that is worth following.
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World globalisation drives companies to undertake international expansion with the aim of retaining or growing their businesses. When companies globalize, managers encounter new challenges in making international marketing strategy (IMS) decisions, which are influenced by perceived cultural and business distance between their home- and foreign country. Telkom Indonesia International (Telin) was formed by Telkom Indonesia (i.e. the state-owned company in the telecommunication industry in Indonesia) to engage in international business within a global market. The central question in this study is to what extent do managers’ perceived cultural and business distance between home- and foreign country influence their IMS decisions? A mixed research strategy will be employed by applying qualitative and quantitative methods concurrently. The data collection will involve interviews with CEOs and managers, alongside a web survey to 55 managers of Telkom's. Results suggest important consequences for IMS decisions and emphasizes the need for dialogue on perceptions of cultural and business characteristics of countries.
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Background: Interprofessional collaboration (IPC) among health and social care providers is crucial to effectively implement community-based fall prevention. Several factors hinder successful and sustainable IPC, highlighting the need to both design and evaluate context-specific implementation strategies. However, there remains a fundamental gap in the detailed description and evaluation of such strategies. Therefore, this study aims to (1) monitor the implementation process over time and (2) evaluate the impact of a multifaceted implementation strategy aimed at improving interprofessional collaboration among health and social care professionals in community-based fall prevention. Methods: This study was conducted in two districts and one municipality in the Netherlands. We conducted a longitudinal mixed-methods study with a convergent design, emphasizing qualitative methodology. Over 24 months, qualitative (focus groups and regular meetings) and quantitative (questionnaires) data were collected semi-annually from three working groups of health and social care professionals (HSCPs). Qualitative and quantitative data were initially analyzed separately, followed by an integrated analysis for comprehensive insights on themes influencing the implementation process and the impact of the strategy on IPC and implementation outcomes. Results: In total, 32 HSCPs originating from three communities participated in this study. Monitoring and evaluation of the multifaceted implementation strategy revealed four overarching themes: (1) “Network building”, including aspects and activities that contribute to network building; (2) “Team dynamics”, referring to interactions within the working groups; (3) “Coordination”, addressing the coordination of implementation and establishment of protocols and work flows; and (4) “Implementation dynamics” highlighting aspects that influence the implementation process and outcomes. Conclusions This study identified four key themes influencing the implementation process and impact of a multifaceted implementation strategy aimed at improving IPC among HSCPs in community-based fall prevention: network building, team dynamics, coordination and implementation dynamics. Monitoring and evaluation are crucial.
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This paper presents the latest version of the Machinations framework. This framework uses diagrams to represent the flow of tangible and abstract resources through a game. This flow represents the mechanics that make up a game’s interbal economy and has a large impact on the emergent gameplay of most simulation games, strategy games and board games. This paper shows how Machinations diagrams can be used simulate and balance games before they are built.
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From the article: Abstract. This exploratory and conceptual article sets out to research what arguments and possibilities for experimentation in construction exists and if experimentation can contribute towards more innovative construction as a whole. Traditional, -western- construction is very conservative and regional, often following a traditional and linear design process, which focuses on front-loaded cost savings and repetitive efficiency, rather than securing market position through innovation. Thus becoming a hindrance for the development of the sector as a whole. Exploring the effects of using the, in other design-sectors commonly and successfully practiced, “four-phased iterative method” in architectural construction could be the start of transforming the conservative construction industry towards a more innovative construction industry. The goal of this research is to find whether the proposed strategy would indeed result in a higher learning curve and more innovation during the - architectural- process. Preliminary research indicates that there is argumentation for a more experimental approach to construction.
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Western societies are quickly becoming less coherent (Giddens, 1991). As a result it is increasingly unclear how individuals should act in a range of situations or how they may understand themselves. To a certain extent this development towards more diverse perspectives and a broader range of ways to act is a positive one, as cultures can only develop as they are confronted with different perspectives. A uniform culture would simply reach a standstill. That said, current society now demands of its citizens that they become increasingly self-reliant and by extension develop a capacity to be self-governing. On the labour market self-reliance and self-determination have been considered par for the course even longer. It is no surprise then that terms like self-direction, self-governing teams, employability and resilience are considered part of the standard repertoire of politicians and employers (Van der Heijden & De Vos, 2017). Within the social sciences, an ability to be self-governing and self-reliant are terms that are associated with the concept “agency”. However, the latter is a fairly vague, multidimensional concept (Arthur, 2014) that refers to the ‘scope of action’ an individual has in a fluid society (Bauman, 2000). In this article we would like to explore the concept of ‘agency’ further whereby we focus on the role of imagination in enacting it. https://doi.org/10.1177/1038416218777832 LinkedIn: https://www.linkedin.com/in/reinekke-lengelle-phd-767a4322/
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Background The gait modification strategies Trunk Lean and Medial Thrust have been shown to reduce the external knee adduction moment (EKAM) in patients with knee osteoarthritis which could contribute to reduced progression of the disease. Which strategy is most optimal differs between individuals, but the underlying mechanism that causes this remains unknown. Research question Which gait parameters determine the optimal gait modification strategy for individual patients with knee osteoarthritis? Methods Forty-seven participants with symptomatic medial knee osteoarthritis underwent 3-dimensional motion analysis during comfortable gait and with two gait modification strategies: Medial Thrust and Trunk Lean. Kinematic and kinetic variables were calculated. Participants were then categorized into one of the two subgroups, based on the modification strategy that reduced the EKAM the most for them. Multiple logistic regression analysis with backward elimination was used to investigate the predictive nature of dynamic parameters obtained during comfortable walking on the optimal modification gait strategy. Results For 68.1 % of the participants, Trunk Lean was the optimal strategy in reducing the EKAM. Baseline characteristics, kinematics and kinetics did not differ significantly between subgroups during comfortable walking. Changes to frontal trunk and tibia angles correlated significantly with EKAM reduction during the Trunk Lean and Medial Thrust strategies, respectively. Regression analysis showed that MT is likely optimal when the frontal tibia angle range of motion and peak knee flexion angle in early stance during comfortable walking are high (R2Nagelkerke = 0.12). Significance Our regression model based solely on kinematic parameters from comfortable walking contained characteristics of the frontal tibia angle and knee flexion angle. As the model explains only 12.3 % of variance, clinical application does not seem feasible. Direct assessment of kinetics seems to be the most optimal strategy for selecting the most optimal gait modification strategy for individual patients with knee osteoarthritis.
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THE PDCA-CYCLE MIGHT NOT BE APPLICABLE in situations where change is unplanned or emergent. In situations of planned change the Deming cycle is used worldwide and proven to be very effective. However in an emergent change process the PDCA might not be the applicable. These emergent changes increase. In those cases, like Lao Tzu said: ‘A good traveller has no fixed plans, and is not intent on arriving’. Studying cultures that have another view on planning might help to find a new approach that fits in times of emergent change. Experiences in Africa lead to a new model for change called ACCRA (c). It also has reflection-in-action as its core. But it requires attention to people, considering the context and showing commitment as well along the whole process. This article describes the design and first experiences with a new approach for improvement in emergent change processes.
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The high level of digitalization of financial products and services changed the banking landscape, leading to the emergence of digital banks, or neobanks. Despite the further advancement of digitalization and the rapidly growing customer base, many digital banks left the market just a few years after being launched. This chapter analyzes the medium-term financial performance of digital banks as a proxy measurement of their strategic success. The annual financial figures of 10 digital banks from different countries are compared with the corresponding figures of 13 traditional banks, capturing the growth-oriented loss-making features of the digital-only banking business model. The financial analysis is complemented by the four case studies, which describe the two successfully realized strategies of digital banks and the two failed strategies and derive conclusions on the factors of neobanks’ strategic success. The chapter also reviews the reasons behind the growth of digital banks and presents the neobanks’ systematic classification.
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