Dit artikel bespreekt de relatie tussen organisatiecultuur en performance management. De auteurs stellen dat gedrag niet op zichzelf staat, maar wordt gevormd door onderliggende waarden en overtuigingen. Om performance management in de praktijk succesvol te laten zijn, moet het worden opgenomen in de organisatiecultuur. Onderzoek van De Waal (2003) laat zien dat de vier gedragsaspecten; verantwoordelijkheid, managementstijl, actiegerichtheid en communicatie van belang zijn voor goed performance management. Ten slotte wordt in het artikel nader onderzoek aangekondigd naar de cultuurelementen in het Cultuur-arenamodel van Straathof (2009) die van invloed zijn op het invoeren en toepassen van performance management.
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From the article: With increasing investments in business rules management (BRM), organizations are searching for ways to value and benchmark their processes to elicitate, design, accept, deploy and execute business rules. To realize valuation and benchmarking of previously mentioned processes, organizations must be aware that performance measurement is essential, and of equal importance, which performance indicators to apply to the performance measurement processes. However, scientific research on BRM, in general, is limited and research that focuses on BRM in combination with performance indicators is nascent. The purpose of this paper is to define performance indicators for previously mentioned BRM processes. We conducted a three round focus group and three round Delphi Study which led to the identification of 14 performance indicators. Presented results provide a grounded basis from which further, empirical, research on performance indicators for BRM can be explored.
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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.
The IMPULS-2020 project DIGIREAL (BUas, 2021) aims to significantly strengthen BUAS’ Research and Development (R&D) on Digital Realities for the benefit of innovation in our sectoral industries. The project will furthermore help BUas to position itself in the emerging innovation ecosystems on Human Interaction, AI and Interactive Technologies. The pandemic has had a tremendous negative impact on BUas industrial sectors of research: Tourism, Leisure and Events, Hospitality and Facility, Built Environment and Logistics. Our partner industries are in great need of innovative responses to the crises. Data, AI combined with Interactive and Immersive Technologies (Games, VR/AR) can provide a partial solution, in line with the key-enabling technologies of the Smart Industry agenda. DIGIREAL builds upon our well-established expertise and capacity in entertainment and serious games and digital media (VR/AR). It furthermore strengthens our initial plans to venture into Data and Applied AI. Digital Realities offer great opportunities for sectoral industry research and innovation, such as experience measurement in Leisure and Hospitality, data-driven decision-making for (sustainable) tourism, geo-data simulations for Logistics and Digital Twins for Spatial Planning. Although BUas already has successful R&D projects in these areas, the synergy can and should significantly be improved. We propose a coherent one-year Impuls funded package to develop (in 2021): 1. A multi-year R&D program on Digital Realities, that leads to, 2. Strategic R&D proposals, in particular a SPRONG/sleuteltechnologie proposal; 3. Partnerships in the regional and national innovation ecosystem, in particular Mind Labs and Data Development Lab (DDL); 4. A shared Digital Realities Lab infrastructure, in particular hardware/software/peopleware for Augmented and Mixed Reality; 5. Leadership, support and operational capacity to achieve and support the above. The proposal presents a work program and management structure, with external partners in an advisory role.
Het doel van dit project is het structureel verbeteren van de duurzaamheidsprestaties van mkb-bedrijven op de lange termijn, door een pragmatische aanpak te bieden die hen in staat stelt effectief in te spelen op de kansen en uitdagingen van het steeds complexer wordende duurzaamheidsregelgevingslandschap, waaronder de Corporate Sustainability Reporting Directive (CSRD). Het mkb-bedrijven spelen een sleutelrol in duurzame ontwikkeling door middel van innovatie, het creëren van groene banen en de transitie naar een circulaire, klimaatneutrale economie. Deze transitie biedt bovendien unieke kansen voor het ontwikkelen van innovatieve businessmodellen, waarmee zij een sterke marktpositie kunnen verankeren. Om succesvol te zijn, moeten zij verder kijken dan technologische oplossingen, materiaalbesparing en afvalreductie. Een systematische, strategische benadering is essentieel voor duurzame groei en concurrentievoordeel. Dit project onderzoekt hoe mkb-bedrijven, vooral in de maakindustrie maar ook in andere sectoren, duurzaamheid kunnen inzetten voor groei en compliance, met oog voor de specifieke volwassenheid van het bedrijf. De centrale onderzoeksvraag luidt: Hoe kunnen mkb-bedrijven, afhankelijk van hun specifieke behoeften en volwassenheidsniveaus, duurzaamheidsprestaties systematisch en structureel verbeteren door middel van proactieve, innovatiegedreven duurzaamheidspraktijken, en tegelijkertijd klaar zijn voor wetgeving zoals CSRD? Startend vanuit de vraagarticulatie en voortbouwend op state of the art kennis in Operational Excellence, Performance Management en Duurzaamheid, ontwikkelen de twee betrokken hogescholen, samen met 11 mkb-bedrijven, een pragmatische aanpak met tools om hun duurzaamheidsprestaties effectief te meten, beheren en verbeteren. De resultaten worden ingezet in de regio door koepel- en ondersteunende organisaties om ook andere mkb-bedrijven te helpen duurzaamheid in hun kernactiviteiten, doelstellingen en bedrijfsvoering te verankeren. Door kennisdeling en praktische ondersteuning creëren we een kompas, een schaalbare routekaart die niet alleen de betrokkenen helpt verduurzamen, maar ook toegepast kan worden bij andere mkb-bedrijven en opgenomen in onderwijsprogramma’s, zodat ook de toekomstige generatie klaar is voor een duurzame toekomst.
