Zoekresultaten

They are not yet seen... but...

All over the world entrepreneurs drive changes. They develop new products and services, inspire others and take decisions that result in growth of their businesses. But the world around entrepreneurs is changing and so are entrepreneurs. Life-long selfemployment or permanent wage employment are of the past. And the way people perceive self-employment is changing as well. And so must our thinking. Changes in our society call for policies and programmes in support of enterprising people. Diversity, mobility and connectivity offer new opportunities for enterprising people. Markets are changing, become more accessible and there is less need to be bound physically to one place for an entrepreneur. New avenues for business are open thanks to our improved access to information, our connectivity globally through social media and our ability to travel freely and frequently from one country to another. With less focus on life-long (self) employment people now combine paid work (or unpaid – house- work) with self-employment, or opt for just parttime entrepreneurship. New, hybrid forms of enterprising emerge. This combining of work with self-employment is rather common in developing countries, but in Europe it is a phenomenon not yet reported on in statistics and for which policy makers and service providers have no answers yet. Neither exist clear definitions or classifications. This book may serve as an eye-opener: hybrid entrepreneurs are indeed around us and deserve our attention. The research unit Financial Inclusion and New Entrepreneurship of The Hague University of Applied Science challenges policy makers, academics and service providers (such as educational institutes, business advisers and financial institutions) to pay more attention to hybrid entrepreneurs, those enterprising people who intend to create new values for a fair and sustainable society. They might not yet been seen, but they exist…..

A pilot randomized controlled trial of exercise to improve cognitive performance in patients with stable glioma: a proof of concept

Abstract Background: Patients with glioma often suffer from cognitive deficits. Physical exercise has been effective in ameliorating cognitive deficits in older adults and neurological patients. This pilot randomized controlled trial (RCT) explored the possible impact of an exercise intervention, designed to improve cognitive functioning in glioma patients, regarding cognitive test performance and patient-reported outcomes (PROs). Methods: Thirty-four clinically stable patients with World Health Organization grades II/III glioma were randomized to a home-based remotely coached exercise group or an active control group. Patients exercised 3 times per week for 20-45 minutes, with moderate to vigorous intensity, during 6 months. At baseline and immediate follow-up, cognitive performance and PROs were assessed with neuropsychological tests and questionnaires, respectively. Linear regression analyses were used to estimate effect sizes of potential between-group differences in cognitive performance and PROs at 6 months. Results: The exercise group (n = 21) had small- to medium-sized better follow-up scores than the control group (n = 11) on several measures of attention and information processing speed, verbal memory, and executive function, whereas the control group showed a slightly better score on a measure of sustained selective attention. The exercise group also demonstrated small- to medium-sized better outcomes on measures of self-reported cognitive symptoms, fatigue, sleep, mood, and mental health-related quality of life. Conclusions: This small exploratory RCT in glioma patients provides a proof of concept with respect to improvement of cognitive functioning and PROs after aerobic exercise, and warrants larger exercise trials in brain tumor patients.

Ensuring equal voice at a tilted table? An explorative study among partnership conveners about their role and practices in addressing power dynamics

Shifting cognitive frames through collective action to address grand challenges: A case study of a multi-stakeholder initiative in the apparel industry

Inter-organizational arrangements that aim to address social and environmental “grand challenges” often take the form of multi-stakeholder initiatives (MSIs) (also cross-sector partnerships or collaborations). Grand challenges -- problems characterized by knowledge uncertainty, dynamic complexity and value conflict -- require diverse organizations to join forces to resolve them. MSIs are complex and dynamic arrangements due to the constant change occurring in the external environment and in the dynamics of the collaboration, as each participating organization may have very different frames of reference and interests that impede action and continuity. Scholars have long recognized the tensions of conflicting logics that are inherent in MSIs and the challenges that MSIs face in reconciling incongruent organizational identities, goals or shared visions. Accordingly, MSIs need facilitators (i.e., ‘orchestrators’) to navigate the persistent and pervasive challenges of both reconciling conflicting logics and using complementary logics in such a way that the collaboration achieves collective goals. Our study examines how MSI orchestrators work to meet this challenge by shaping and shifting cognitive frames in the context of a mature organizational field. We investigate the mechanisms used to enable cognitive shifts in logic and highlight the role of orchestration in enacting frame shifts. Empirically, we examine an MSI in the apparel industry that aims to guide retailers and fashion brands in the implementation of recommerce and rental business models, thereby pushing the textile and apparel industry from linear to regenerative and circular use of textile resources. We identify several frames from the perspective of diverse stakeholders and uncover the four mechanisms that orchestrators use to influence frame shifts. We also see from our findings that orchestrators efforts to influence and navigate frame shifting is both emergent and planned as they attempt to navigate and manage the tensions and complexity that arise in multi-stakeholder initiatives focused on sustainability challenges.

Shifting cognitive frames through collective action to address grand challenges: A case study of a multi-stakeholder initiative in the apparel industry

Inter-organizational arrangements that aim to address social and environmental “grand challenges” often take the form of multi-stakeholder initiatives (MSIs) (also cross-sector partnerships or collaborations). Grand challenges -- problems characterized by knowledge uncertainty, dynamic complexity and value conflict -- require diverse organizations to join forces to resolve them. MSIs are complex and dynamic arrangements due to the constant change occurring in the external environment and in the dynamics of the collaboration, as each participating organization may have very different frames of reference and interests that impede action and continuity. Scholars have long recognized the tensions of conflicting logics that are inherent in MSIs and the challenges that MSIs face in reconciling incongruent organizational identities, goals or shared visions. Accordingly, MSIs need facilitators (i.e., ‘orchestrators’) to navigate the persistent and pervasive challenges of both reconciling conflicting logics and using complementary logics in such a way that the collaboration achieves collective goals. Our study examines how MSI orchestrators work to meet this challenge by shaping and shifting cognitive frames in the context of a mature organizational field. We investigate the mechanisms used to enable cognitive shifts in logic and highlight the role of orchestration in enacting frame shifts. Empirically, we examine an MSI in the apparel industry that aims to guide retailers and fashion brands in the implementation of recommerce and rental business models, thereby pushing the textile and apparel industry from linear to regenerative and circular use of textile resources. We identify several frames from the perspective of diverse stakeholders and uncover the four mechanisms that orchestrators use to influence frame shifts. We also see from our findings that orchestrators efforts to influence and navigate frame shifting is both emergent and planned as they attempt to navigate and manage the tensions and complexity that arise in multi-stakeholder initiatives focused on sustainability challenges.

Kwalificatiestructuur heeft kostenopdrijvend effect : kwantitatieve benadering kwalificaties

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