This research aims to develop and validate an instrument for measuring primary student teachers’ professional identity tensions. Based on dissonance theory, we transformed existing vignettes (Pillen, Den Brok, & Beijaard, 2013) into to a quantitative Professional Identity Tensions Scale (PITS) and added tensions regarding teaching in urban contexts. We examined the psychometric quality of the PITS by administering this scale to primary student teachers from teacher education institutions in urban areas across the Netherlands. Two studies were conducted in the process of validating the PITS. First, items were tested among a sample of 211 students to explore whether they measure underlying constructs of professional identity tensions. Second, retained items were administered to a new sample of 271 students. Confirmatory factor analysis demonstrated a similar factor structure. The finalinstrument includes 34 items rated on a 5-point Likert scale measuring nine different professional identity tensions. Implications for future research and practice are discussed.
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The purpose of this study was to develop and evaluate an interprofessional identity measurement instrument based on Extended Professional Identity Theory (EPIT). The latter states that interprofessional identity is a social identity superordinate to a professional identity consisting of three interrelated interprofessional identity characteristics: belonging, commitment and beliefs. Scale development was based on five stages: 1) construct clarification, 2) item pool generation, 3) review of initial item pool, 4) shortening scale length (EFA to determine top four highest factor loadings per subscale; 97 dental and dental hygiene students), and 5) cross-validation and construct validity confirmation (CFA; 152 students and 48 teachers from six curricula). Explained variance of the EPIS was 65%. Internal consistency of the subscales was 0.79, 0.81 and 0.80 respectively and 0.89 of the overall scale. CFA confirmed three-dimensionality as theorized by EPIT. Several goodness-of-fit indexes showed positive results: CFI = 0.968 > 0.90, RMSEA = 0.039 < 0.05, and SRMR = 0.056 ≤ 0.08. The factor loadings of the CFA ranged from 0.58 to 0.80 and factors were interrelated. The Extended Professional Identity Scale (EPIS) is a 12-item measurement instrument with high explained variance, high internal consistency and high construct validity with strong evidence for three-dimensionality.
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This study aimed to design and validate the Teacher Identity Measurement Scale (TIMS) for assessing primary student teachers’ professional identity. Based on identity theory and a systematic review into quantitative instruments of teacher identity, teacher identity was decomposed in four first-order constructs: motivation, self image, self-efficacy, and task perception. This resulted in a measurement scale consisting of 46 items. The factorial design was examined by administering the TIMS to first- and second-year primary student teachers. In phase 1, involving 17 students, qualitative scale development methods were used to assess the construct validity. In phase 2, its second-order factor structure was tested and confirmed among a sample of 211 students. In phase 3, this structure was cross-validated among a new sample of 419 students. The instrument may contribute to understanding primary student teacher’s professional development and can be used as a tool to support the process of developing a professional teacher identity.
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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.
De Nederlandse geboortezorg kent structurele capaciteitsproblemen, voornamelijk door personeelsgebrek in de ziekenhuizen. Dit leidt tot tijdelijke opnamestops op verloskundeafdelingen van uren tot dagen. Daarnaast is er in toenemende mate concentratie van zorg, waarbij verloskundeafdelingen permanent sluiten. Vrouwen kunnen hierdoor niet altijd binnen de eigen regio bevallen en aanrijtijden naar ziekenhuizen nemen toe. Wanneer een verloskundige voor een poliklinische bevalling naar een ziekenhuis buiten de regio moet, komt de zorg voor de overige cliënten in de praktijk in het gedrang. Dit heeft effecten op veiligheid van zorg, ervaringen van cliënten en op (werk)tevredenheid van verloskundigen. Verloskundigen worden geconfronteerd met gevolgen en oplossingen waar zij onvoldoende grip op hebben. Zij willen meer regie kunnen voeren over de inrichting van zorg die aansluit bij hun kernwaarden en die van cliënten, met behoud van kwaliteit van zorg. Samen met verloskundigen kwamen we tot de onderzoeksvraag: Op welke manieren kunnen eerstelijns verloskundigen eigen regie nemen in de regionale organisatie van hun zorg – in lijn met hun beroepsidentiteit - om nadelige gevolgen van concentratie van zorg en opnamestops te beheersen? Door participatief actieonderzoek werken we binnen dit project aan het identificeren en vormgeven van passende regionale samenwerkingsvormen, die bijdragen aan de toegankelijkheid van de geboortezorg in de regio en met voldoende draagvlak voor implementatie. Dit doen we door 1) een gedragen collectieve beroepsidentiteit binnen de regio te ontwikkelen met een herijking van kritisch kernwaarden. Dit vormt input voor 2) de ontwikkeling van een predictiemodel dat effecten op capaciteit voorspelt. Verloskundigen krijgen hiermee een instrument in handen waarmee zij onderbouwd invloed uit kunnen oefenen op de organisatie van de geboortezorg, ter voorkoming van negatieve effecten van opnamestops en concentratie van zorg. Doel is toegankelijke, kwalitatief goede en duurzame verloskundige zorg te realiseren met samenwerkingsvormen die aansluiten bij kernwaarden van cliënten en verloskundigen.
