Within recent years, Financial Credit Risk Assessment (FCRA) has become an increasingly important issue within the financial industry. Therefore, the search for features that can predict the credit risk of an organization has increased. Using multiple statistical techniques, a variance of features has been proposed. Applying a structured literature review, 258 papers have been selected. From the selected papers, 835 features have been identified. The features have been analyzed with respect to the type of feature, the information sources needed and the type of organization that applies the features. Based on the results of the analysis, the features have been plotted in the FCRA Model. The results show that most features focus on hard information from a transactional source, based on official information with a high latency. In this paper, we readdress and -present our earlier work [1]. We extended the previous research with more detailed descriptions of the related literature, findings, and results, which provides a grounded basis from which further research on FCRA can be conducted.
De wereld van werk verandert. Als gevolg van digitalisering en de economische en ecologische transformatie zullen sommige banen verdwijnen, ontstaan er nieuwe en veranderen bestaande banen. Werkenden veranderen in de toekomst waarschijnlijk vaker van baan. Ook vaardigheden en kennis die nodig zijn om het werk goed te kunnen blijven doen, veranderen. Het belang van en de rol van vakmanschap in het werk kan hierdoor veranderen in veel sectoren en banen, zeker ook in de financiële sector.
To survive in the increasing globalization competition, companies are required to continuously increase their productivity and enhance innovation. To realize this enhanced productivity, Business Process Management (BPM) maturity models are often used to analyze, improve and manage business processes across the organization. Literature suggests that a relation between BPM maturity and innovation could exist and recommends more research in specific sectors. Specifically, the financial sector is facing a fintech revolution, putting an enormous pressure on how they deal with technology innovation, process disruption and service transformation. Therefore, the objective of this research is to determine the relation between business process management maturity and innovation in the financial sector. Data was collected using a survey at a large financial enterprise in Europe, resulting in sixty-eight responses. Regression analysis shows that 20.6% of the variance in innovation can be explained by BPM maturity.
A-das-PK; een APK-straat voor rijhulpsystemen Uit recent onderzoek en vragen vanuit de autobranche blijkt een duidelijke behoefte naar goed onderhoud, reparatie en borging van de werking van Advanced Driver Assistance Systems (ADAS), vergelijkbaar met de reguliere APK. Een APK voor ADAS bestaat nog niet, maar de branche wil hier wel op te anticiperen en haar clientèle veilig laten rijden met de rijhulpsystemen. In 2022 worden 30 ADAS’s verplicht en zal de werking van deze systemen ook gedurende de levensduur van de auto gegarandeerd moeten worden. Disfunctioneren van ADAS, zowel in false positives als false negatives kan leiden tot gevaarlijke situaties door onverwacht rijgedrag van het voertuig. Zo kan onverwacht remmen door detectie van een niet bestaand object of op basis van verkeersborden op parallelwegen een kettingbotsing veroorzaken. Om te kijken welke gevolgen een APK heeft voor de autobranche wil A-das-PK voor autobedrijven kijken naar de benodigde apparatuur, opleiding en hard- en software voor een goed werkende APK-straat voor ADAS’s, zodat de kansrijke elementen in een vervolgonderzoek uitgewerkt kunnen worden.
Collaborative networks for sustainability are emerging rapidly to address urgent societal challenges. By bringing together organizations with different knowledge bases, resources and capabilities, collaborative networks enhance information exchange, knowledge sharing and learning opportunities to address these complex problems that cannot be solved by organizations individually. Nowhere is this more apparent than in the apparel sector, where examples of collaborative networks for sustainability are plenty, for example Sustainable Apparel Coalition, Zero Discharge Hazardous Chemicals, and the Fair Wear Foundation. Companies like C&A and H&M but also smaller players join these networks to take their social responsibility. Collaborative networks are unlike traditional forms of organizations; they are loosely structured collectives of different, often competing organizations, with dynamic membership and usually lack legal status. However, they do not emerge or organize on their own; they need network orchestrators who manage the network in terms of activities and participants. But network orchestrators face many challenges. They have to balance the interests of diverse companies and deal with tensions that often arise between them, like sharing their innovative knowledge. Orchestrators also have to “sell” the value of the network to potential new participants, who make decisions about which networks to join based on the benefits they expect to get from participating. Network orchestrators often do not know the best way to maintain engagement, commitment and enthusiasm or how to ensure knowledge and resource sharing, especially when competitors are involved. Furthermore, collaborative networks receive funding from grants or subsidies, creating financial uncertainty about its continuity. Raising financing from the private sector is difficult and network orchestrators compete more and more for resources. When networks dissolve or dysfunction (due to a lack of value creation and capture for participants, a lack of financing or a non-functioning business model), the collective value that has been created and accrued over time may be lost. This is problematic given that industrial transformations towards sustainability take many years and durable organizational forms are required to ensure ongoing support for this change. Network orchestration is a new profession. There are no guidelines, handbooks or good practices for how to perform this role, nor is there professional education or a professional association that represents network orchestrators. This is urgently needed as network orchestrators struggle with their role in governing networks so that they create and capture value for participants and ultimately ensure better network performance and survival. This project aims to foster the professionalization of the network orchestrator role by: (a) generating knowledge, developing and testing collaborative network governance models, facilitation tools and collaborative business modeling tools to enable network orchestrators to improve the performance of collaborative networks in terms of collective value creation (network level) and private value capture (network participant level) (b) organizing platform activities for network orchestrators to exchange ideas, best practices and learn from each other, thereby facilitating the formation of a professional identity, standards and community of network orchestrators.
Cross-Re-Tour supports European tourism SME while implementing digital and circular economy innovations. The three year project promotes uptake and replication by tourism SMEs of tools and solutions developed in other sectors, to mainstream green and circular tourism business operations.At the start of the project existing knowledge-gaps of tourism SMEs will be researched through online dialogues. This will be followed by a market scan, an overview of existing state of the art solutions to digital and green constraints in other economic sectors, which may be applied to tourism SME business operations: water, energy, food, plastic, transport and furniture /equipment. The scan identifies best practices from other sectors related to nudging of clients towards sustainable behaviour and nudging of staff on how to best engage with new tourism market segments.The next stage of the project relates to two design processes: an online diagnostic tool that allows for measuring and assessing (160) SME’s potential to adapt existing solutions in digital and green challenges, developed in other economic sectors. Next to this, a knowledge hub, addresses knowledge constraints and proposes solutions, business advisory services, training activities to SMEs participating. The hub acts as a matchmaker, bringing together 160 tourism SMEs searching for solutions, with suppliers of existing solutions developed in other sectors. The next key activity is a cross-domain open innovation programme, that will provide 80 tourism SMEs with financial support (up to EUR 30K). Examples of partnerships could be: a hotel and a supplier of refurbished matrasses for hospitals; a restaurant and a supplier of food rejected by supermarkets, a dance event organiser and a supplier of refurbished water bottles operating in the cruise industry, etc.The 80 cross-domain partnerships will be supported through the knowledge hub and their business innovation advisors. The goal is to develop a variety of innovative partnerships to assure that examples in all operational levels of tourism SMEs.The innovation projects shall be presented during a show-and-share event, combined with an investors’ pitch. The diagnostic tool, market scan, knowledge hub, as well as the show and share offer excellent opportunities to communicate results and possible impact of open innovation processes to a wider international audience of destination stakeholders and non-tourism partners. Societal issueSupporting the implementation of digital and circular economy solutions in tourism SMEs is key for its transition towards sustainable low-impact industry and society. Benefit for societySolutions are already developed in other sectors but the cross-over towards tourism is not happening. The project bridges this gap.
