Zoekresultaten

Educational Handbook of Social Investment

In this handbook we would like to inform (future) social and public professionals about the results of our extensive comparative research on welfare state reforms in Finland, Germany, Greece, Hungary, Italy, Poland, Spain, Sweden, The Netherlands and UK. The research reveals how reforms take place in local practice and gives insights on the implications of social policies on people’s lives. Social policies are defined as social investment in human lives. We evaluated the implementation of social investment policies in practice and studied 20 innovative cases, 2 in each of the above-mentioned countries. Starting from these professional practices, we would like to give (future) professionals more insights in the realities of system change and the new perspectives that come out of it.

Speculate – or Else! Blockchain Memes on Survival in Radical Uncertainty

Development of data analytic capability in organizations

To compete in a globalized world, organizations need develop their data analytic capability. Using a review of the literature and case studies, this study examines how organizations acquire and orchestrate the necessary resources to build their data analytic capability in a way that fits their organization and context. The literature review identified six categories of assets and resources needed for the development of data analytic capability, namely data, data analytics, technology, structure and processes, management, and knowledge and skills. The case study findings showed that their impact is interlinked, with the presence of technical knowledge in the organization being essential.

ACHALLENGEBASEDLEARNINGCOMMUNITYFORHYDROGEN DEVELOPMENT ANDAPPLICATION

TheUniversity of Twente, SaxionUniversityofAppliedSciences, ROCofTwente(vocationaleducation), centre of expertise TechYourFuture and the H2Hub Twente, in which various regional hydrogen interested corporations are involved, work together to shape a learning community (LC) for the development of innovative hydrogen technology. The cooperation between company employees, researchers and students provides a means to jointly work on solutions for real-life problems within the energy transition. This involves a cross-chain collaboration of technical programs, professorships and (field) experts, supported by human capital specialists. In the LC, a decentralized hydrogen production unit with storage of green hydrogen is designed and built. The main question for this research is: how can the design and construction process of an alkaline electrolyzer be arranged in a challenge based LC in which students, company employees (specialists) and researchers from the three educational institutions can learn, innovate, build-up knowledge and benefit? In this project the concept of a LC is developed and implemented in collaboration with companies and knowledge institutions at different levels. The concrete steps are described below: 1. Joint session between Human Resource and Development (HRD) specialists and engineers/researchers to explore the important factors for a LC. The results of this session will be incorporated into a blueprint for the LC by the human capital specialists. 2. The project is carried out according to the agreements of the blueprint. The blueprint is continuously updated based on the periodic reflections and observed points for improvement. 3. Impact interviews and periodic reflection review the proceeding of the LC in this engineering process. The first impact interview reveals that the concept of the LC is very beneficial for companies. It increases overall knowledge on hydrogen systems, promotes cooperation and connection with other companies and aids to their market proposition as well. Students get the opportunity to work in close contact with multiple company professionals and build up a network of their own. Also the cooperation with students from different disciplines broadens their view as a professional, something which is difficult to achieve in a mono-disciplinary project.

Look to the moon

A legal department’s objective is to support an organization in reaching its objectives, by seizing legal opportunity whenever possible and identifying and mitigating legal risks intelligently. To do this effectively, a proactive and structured approach is essential. Although times are changing, many legal departments still have a long way to go. Developing and maintaining a legal dashboard, in some shape or form, should be one of the first steps in taking a more structured approach to managing the legal function. Where the term legal dashboard is currently used mainly for tools to control legal spend, a complete dashboard should also encompass sources of legal risk and legal opportunity. Only if a legal department has a clear and shared view of the current and, as much as possible, future status of the legal function can there be sensible discussions on setting legal priorities and directing limited resources to where they are most needed. A legal dashboard will facilitate discussion not only within a legal department, but also with other organizational departments. The central idea of this article is that collaboration and structured discussion are essential for legal quality to emerge.

The reaction of coworking spaces to the COVID-19 pandemic. A dynamic capabilities perspective

The COVID-19 pandemic has led to many firms reassessing how to deal with their communities. In this study, we focus on a coworking space and examine how the management staff and its coworking community reacted to the pandemic. The uniqueness of coworking spaces is that the community is both the paying customer and it is an integral part of the coworking value proposition. For this paper, a case study in Amsterdam was analyzed and the symbiotic relationship between the coworking space and one of its key resources (the community) was examined. We build on dynamic capabilities theory to identify the processes of how a firm and its community maneuver through the pandemic. We propose that in vibrant times, firms and communities should work in close alignment in order to sense, seize, and transform resources and opportunities.