Reason’s typology of safety culture (i.e. Just, Informative, Learning, Flexible and Reporting cultures) is widely used in the industry and academia. Through literature review we developed a framework including 36 markers that reflect the operationalization of Reason’s sub-cultures and general organizational prerequisites. We used the framework to assess to what extent safety culture development guidelines of seven industry sectors (i.e. aviation, railway, oil and gas, nuclear, healthcare, defense and maritime) incorporate academic references, and are similar to each other. Gap analysis and statistics showed that the guidelines include 53–69 % of the safety culture markers, with significant differences across subcultures and industry sectors. The results suggested that there is a gap between the industry guidelines and literature, as well as variant approaches to safety culture across the industry. The framework suggested in the study might be used as reference for completing existing safety culture development plans and constructing safety culture assessment instruments.
This report investigates prior experiences and impacts of the European Capital of Culture (ECoC) with the aim of informing preparation plans for Leeuwarden and Fryslân to organize the event in 2018. The longterm benefits that the ECoC tend to be both tangible through improvements in facilities, and intangible as self-confidence and pride increase as the result of celebrating the destination, its culture and history.
Despite decades of residence, Turkish-Dutch citizens, one of the largest immigrant groups in the Netherlands, continue to face significant disparities in health, social, and economic factors compared to native Dutch citizens. To better understand this persistent disparity, we examined the acculturation process of Turkish-Dutch citizens across three generations. Our study addressed two critical research gaps: (1) acculturation processes across three generations within a specific immigrant group, and (2) different acculturation domains across these generations. Data from 464 participants (232 Turkish-Dutch, 232 Dutch) show that acculturation varies significantly across generations (1st, 2nd, and 3rd) and domains (i.e., national identification, cultural values, language, and media use), with the second generation demonstrating the strongest resemblance to native Dutch citizens in most domains. These findings contribute to a nuanced understanding of acculturation processes and confirm the need for future research to consider generational differences and domain-specificity. The results have potential implications for policymakers and practitioners aiming to reduce disparities of Turkish-Dutch citizens with tailored policy and communication strategies.
MULTIFILE
Aeres University of Applied Sciences has placed internationalisation as a key driver in its overall strategy. By prioritising the internationalisation of education and educational consultancy the university has created solid opportunities for students, lecturers, and partners at regional, national, and international levels. Currently, more strategic development on internationalisation in applied research at Aeres is needed. There is an opportunity to utilise highly proficient researchers, state-of-the-art facilities, and an impressive national research portfolio, and for this, there is a need to develop international research agenda, a key priority for AeresResearch4EU. To address this need, Aeres University of Applied Sciences aims to strengthen its internationalisation efforts with its research activities, opening the door to many opportunities, and most importantly, creating an international research agenda spanning the university's three locations. The main objectives of AeresResearch4EU are to analyse the existing research strategy and professorships and develop them towards a global research agenda for the European Union. By focusing on international research projects, Aeres can further enhance its reputation as a leading institution for applied research in agriculture, food, environment, and green technologies. AeresResearch4EU aims to create new partnerships and collaborations with researchers and institutions across Europe, allowing Aeres to contribute to developing innovative and sustainable solutions to global challenges. With its strong commitment to internationalisation and its focus on applied research, Aeres University of Applied Sciences is poised to become an essential player in the European research landscape.
Client: Foundation Innovation Alliance (SIA - Stichting Innovatie Alliantie) with funding from the ministry of Education, Culture and Science (OCW) Funder: RAAK (Regional Attention and Action for Knowledge circulation) The RAAK scheme is managed by the Foundation Innovation Alliance (SIA - Stichting Innovatie Alliantie) with funding from the ministry of Education, Culture and Science (OCW). Early 2013 the Centre for Sustainable Tourism and Transport started work on the RAAK-MKB project ‘Carbon management for tour operators’ (CARMATOP). Besides NHTV, eleven Dutch SME tour operators, ANVR, HZ University of Applied Sciences, Climate Neutral Group and ECEAT initially joined this 2-year project. The consortium was later extended with IT-partner iBuildings and five more tour operators. The project goal of CARMATOP was to develop and test new knowledge about the measurement of tour package carbon footprints and translate this into a simple application which allows tour operators to integrate carbon management into their daily operations. By doing this Dutch tour operators are international frontrunners.Why address the carbon footprint of tour packages?Global tourism contribution to man-made CO2 emissions is around 5%, and all scenarios point towards rapid growth of tourism emissions, whereas a reverse development is required in order to prevent climate change exceeding ‘acceptable’ boundaries. Tour packages have a high long-haul and aviation content, and the increase of this type of travel is a major factor in tourism emission growth. Dutch tour operators recognise their responsibility, and feel the need to engage in carbon management.What is Carbon management?Carbon management is the strategic management of emissions in one’s business. This is becoming more important for businesses, also in tourism, because of several economical, societal and political developments. For tour operators some of the most important factors asking for action are increasing energy costs, international aviation policy, pressure from society to become greener, increasing demand for green trips, and the wish to obtain a green image and become a frontrunner among consumers and colleagues in doing so.NetworkProject management was in the hands of the Centre for Sustainable Tourism and Transport (CSTT) of NHTV Breda University of Applied Sciences. CSTT has 10 years’ experience in measuring tourism emissions and developing strategies to mitigate emissions, and enjoys an international reputation in this field. The ICT Associate Professorship of HZ University of Applied Sciences has longstanding expertise in linking varying databases of different organisations. Its key role in CARMATOP was to create the semantic wiki for the carbon calculator, which links touroperator input with all necessary databases on carbon emissions. Web developer ibuildings created the Graphical User Interface; the front end of the semantic wiki. ANVR, the Dutch Association of Travel Agents and Tour operators, represents 180 tour operators and 1500 retail agencies in the Netherlands, and requires all its members to meet a minimum of sustainable practices through a number of criteria. ANVR’s role was in dissemination, networking and ensuring CARMATOP products will last. Climate Neutral Group’s experience with sustainable entrepreneurship and knowledge about carbon footprint (mitigation), and ECEAT’s broad sustainable tourism network, provided further essential inputs for CARMATOP. Finally, most of the eleven tour operators are sustainable tourism frontrunners in the Netherlands, and are the driving forces behind this project.
Verbeterprogramma’s, zoals Lean en Six Sigma, worden veelal succesvol ingezet om bedrijfsprocessen te verbeteren en verspillingen te elimineren. Succesverhalen tonen aan dat verbeterprogramma’s kunnen leiden tot betere resultaten voor people, planet en profit. Naarmate de bedrijfsvoering globaliseert wordt het echter moeilijker voor bedrijven om met een uniforme toepassing van verbeterprogramma’s in verschillende landen dezelfde successen te behalen. Volgens de theorie zijn cultuurverschillen een oorzaak van dit probleem. Onderzoek naar succes- en faalfactoren van verbeterprogramma’s binnen een cultuur of land heeft bijvoorbeeld aangetoond dat leiderschap en organisatiecultuur van grote invloed zijn op het succes van verbeterprogramma’s. Juist leiderschap en organisatiecultuur zijn gevoelig voor cultuurverschillen en kunnen, zonder rekening te houden met de context, niet automatisch worden ingezet als succesfactoren bij uniforme toepassing van verbeterprogramma’s door internationale bedrijven. Van meerdere geïdentificeerde succesfactoren is onbekend of ze ook succesvol zijn in andere culturen. De onderzoeksvraag is afgeleid van wetenschappelijke én praktijkbevindingen en is geformuleerd als: Wat is de invloed van cultuurverschillen op factoren die zorgen voor succesvolle toepassing van verbeterprogramma's in organisaties in een internationale context? Meerdere organisaties, waaronder Heineken Business Process Management Office, hebben aangegeven te willen participeren in een praktijkgericht onderzoek dat de betekenis van cultuurverschillen voor uniforme toepassing van verbeterprogramma’s inzichtelijk maakt. Het onderzoek wordt uitgevoerd door Alinda Kokkinou, docent van de opleiding International Business, academie Avans School of International Studies (ASIS) en onderzoeker verbonden aan het lectoraat Improving Business, onderdeel van het Expertisecentrum Sustainable Business (ESB). Het onderzoek is vanwege de internationale dimensie verdiepend voor het lectoraat. Het verrijkt het onderwijs door beter inzicht te geven in de internationale competenties die studenten in hun toekomstige loopbaan nodig zullen hebben. Het voorziet in de behoefte van meerdere opleidingen binnen Avans (o.a. Bedrijfseconomie, Bedrijfskunde, en Technische Bedrijfskunde), die bezig zijn met curriculum vernieuwing en waarin continu verbeteren en internationalisering centraal staan.
