This study contributes to the employability skills debate by investigating how students’ self-perceived 21st century skills relate to the self-perceived fit between their higher education curriculum and their future labor market for a sustainable entry to this labor market. Survey data from 4670 fourth-year students over a period of four years were analyzed. Furthermore, out of this group, 83 students were monitored longitudinally over their full educational student careers. Results showed a positive relationship between students’ self-perceived 21st century skills and their self-perceived “education-future labor market fit”. Among more recent cohorts, a significant improvement in their self-perceived 21st century skills was found. Overall, this study indicated that in order to deliver “employable” graduates, students need to be thoroughly trained in 21st century skills, and their development should be retained and expanded. This is one of the few studies that uses a vast amount of both cross-sectional and longitudinal data on skills and labor market perspectives among new graduates.
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In 2005 and 2006, almost sixty Dutch National Sport Federations (NSFs) participated in a special program for creating a marketing strategy for the next four years. This program was initiated and organized by NOC*NSF (the Dutch Olympic Umbrella Sports Organization). The NSFs had to joint the project to receive funds. For most of them it was the first time they seriously analyzed the market with the aim of developing new programs. The purpose of this paper is to explore to what extent Dutch NSFs are capable to change their structures to become more market oriented and more market responsive in order to write strategic plans. The changed structures are investigated using the "institutional theory" (Tolbert & Zucker, 1996) and are explained by exogenous (market context and institutional context) and endogenous (interests, values, power dependencies, and capacity for action) dynamics from the neo-institutionalist framework (Greenwood & Hinings, 1996). In 2005 NSFs were expected to be in a pre-institutionalized stage, i.e. they were supposed to develop new organizational structures in response to specific problems (Kikulis, 2000). Now, approximately 1½ years after finishing their strategies, the question arises whether they have reached the semi-institutional stage, i.e. whether the new structures or actions are diffused across organizations, yet still subject to change and whether old structures are yet eroding (Kikulis, 2000). Methods Studying the intended structural change of NSFs requires an in-depth study of their social reality and the reactions and interpretations of involved actors, including their applied meanings to certain situations. Greenwood & Hinings (1996) plead for detailed comparative case-studies when studying institutional changes. Therefore three NSFs has been selected: The Royal Dutch Korfball Federation (KorfFed); The Royal Dutch Billiards Federation (BillFed); and the Dutch Jeu de Boules Federation (JeuFed). These three federations differ on size, amount of housed sports, number of associated clubs, sorts of intermediary decision making bodies, employed FTE's, and more. Therefore it is expected that the tempo of institutionalization of the new, market oriented, structures, will differ among them. Sugden & Tomlinson (2002) developed a multi-method style of qualitative research for making sense of the deep, inside information below the surface of everyday life. They call it the "Brighton method. Applying the Brighton method for this research implies that the three cases will be studied with respect to their history, their present marketing actions, their results and the changes in their organization. In-depth interviews, document analysis (policy plans, marketing plans and more), and where possible observations and participations are used to create a critical and investigative view of the organizations in change. Results The KorfFed used the marketing program to further develop existing programs. Although the outcomes of these programs were not new, the program has opened the eyes of the president, director and staff members. They are now conscious of the urgency of a market orientation, and a marketing orientation (a marketing position has already been introduced), and they see opportunities in attracting non-competition playing korfball players. They have, however, not yet reached the phase of semi-institutionalization of the market oriented structures. This can be concluded from the following: - The organization still has an ad-hoc character; - Some board members still make decisions based on their own insights rather than on information from the professional part of the organization; - Decisions to start programs are still grounded on subsidy possibilities rather than on market possibilities. Interest dissatisfaction and power dependencies are the main dynamics that form barriers in the planned organizational change. The BillFed is a federation that covers four disciplines, i.e. pool, snooker, carom, and billiard 3 cushions. The federation used to act upon these four disciplines. The marketing program has made clear that the BillFed should act upon target groups instead of on these disciplines. Therefore, the federation created a vision to reach youth, young adults, as also elderly people. Carrying out this new vision requires a market orientated structure (focus on target groups) instead of an internal orientated structure (focus on discipline groups). This new vision is created on an upper level (general board together with professional staff) in the organization. This federation also introduced a professional marketing position. Unfortunately, the underlying layers remain slightly passive and are not willing to work along the new structures, which mean that the new structures have not been diffused across the whole organization. Interest dissatisfaction, value commitments and power dependencies are the problematic dynamics. The JeuFed used to have a strong competition and tournament (internal) orientation, while many jeu-de-boules players play the game just for fun. The marketing program has created the insight that the just-for-fun players are also an important target group. Hence, 3 projects are developed to make club membership more attractive for all jeu-de-boules players. Since the federation never worked with projects before, they just found out that implementing projects such as these requires new structures. The JeuFed has just arrived in the pre-institutionalized phase, still far away from the semi-institutionalized chapter. Power dependencies and a lack of capacity for change are influencing dynamics in this case. Discussion Although it is already 1½ years ago that Dutch NSFs finished their marketing program, in none of the described cases the new structures have reached the semi-institutional stage. These new structures or actions are not yet diffused across the organizations, and the old structures are not eroding. In all three cases another combination of endogenous dynamics are influencing the process of organizational change. Continuing research is needed to find out whether these federations will ever reach the next stage of institutionalization and which dynamics will play an important role.
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Third chapter of the English version of the book 'Energieke Arbeid' published by the Centre of Applied Labour Market Research and Innovation (Dutch abbreviation: KCA) to celebrate the 10th anniversary of applied labour market research at Hanze University of Applied Sciences. This chapter discusses the second line of research of KCA: The Labour Market in the EnergyPort Groningen Region.
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Thank you for sharing this story! However, please do so in a way that respects the copyright of this text. If you want to share or reproduce this full text, please ask permission from Innovation Origins (partners@innovationorigins.com) or become a partner of ours! You are of course free to quote this story with source citation. Would you like to share this article in another way? Then use this link to the article: https://innovationorigins.com/en/silicon-sampling-ai-powered-personas-offer-new-insights-for-market-research-but-have-limitations/ n the rapidly evolving field of marketing and communication, staying ahead means embracing technological innovations. The latest breakthrough, silicon sampling, leverages AI to revolutionize market research by creating synthetic personas that mimic human responses. This method, which utilizes large language models (LLMs) like GPT-4o, offers a cost-efficient and less time-consuming alternative to traditional market research. Roberta Vaznyte and Marieke van Vliet (Fontys University of Applied Science) have explored the promise and challenges of silicon sampling, highlighting key findings from recent experiments and the implications for the future of market research.
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The importance of teaching engineering students innovation development is commonly clearly understood. It is essential to achieve products which are attractive and profitable in the market. To achieve this, an institute of engineering education has to provide students with needed knowledge, skills and attitudes including both technical and business orientation. This is important especially for SME’s. Traditionally, education of engineering provides students with basic understanding how to solve common technical problems. However companies need wider view to achieve new products. Universities of applied Sciences in Oulu and Eindhoven want to research what is the today’s educational situation for this aim, to find criteria to improve the content of the educational system, and to improve the educational system. Important stakeholders are teachers and students within the institute but also key-persons in companies. The research is realized by questionnaires and interviews from which a current situation can be found. The research will also include the opinion of management who give possibilities to change the curriculum. By this research more insight will be presented about how to re-design a current curriculum. The research will act as basis for this discussion in SEFI-conference about formulating a curriculum that includes elements for wide-ranging knowledge and skills to achieve innovations especially in SME’s.
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The importance of teaching engineering students innovation development is commonly clearly understood. It is essential to achieve products which are attractive and profitable in the market. To achieve this, an institute of engineering education has to provide students with needed knowledge, skills and attitudes including both technical and business orientation. This is important especially for SME’s. Traditionally, education of engineering provides students with basic understanding how to solve common technical problems. However companies need wider view to achieve new products. Universities of applied Sciences in Oulu and Eindhoven want to research what is the today’s educational situation for this aim, to find criteria to improve the content of the educational system, and to improve the educational system. Important stakeholders are teachers and students within the institute but also key-persons in companies. The research is realized by questionnaires and interviews from which a current situation can be found. The research will also include the opinion of management who give possibilities to change the curriculum. By this research more insight will be presented about how to re-design a current curriculum. The research will act as basis for this discussion in SEFI-conference about formulating a curriculum that includes elements for wide-ranging knowledge and skills to achieve innovations especially in SME’s.
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The Internet introduces new business choices for customer interaction. In this article we introduce two claims. Firstly, we will show that the way companies shape their customer interaction, and not their sector or size, determine the market segmentation. Secondly, Internet dynamics and its effect on customer interaction rebalances the companies’ marketing and sales function: the Internet shortens the time window for new market opportunities and makes everyone a salesman. Therefore, traditional marketing activities become more and more part of Sales. Corporate communication and branding become more vital.
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In 2013 the Centre of Applied Labour Market Research (Kenniscentrum Arbeid, KCA) has developed a method for data collection to get an insight in employer’s future demand for staff. The method is developed to contribute to solve an action problem in the Eemsdelta region. Despite indications of a threat of shortage of technicians in that region, none of the regional actors undertakes action. They miss detailed information about the employers’ future demand for staff. To be able to take tailor-made measures, the actors must have a proper idea of the labour market problems which can be traced back to company level. For each job opening must be clear to which profession it is related and to which educational specialism and educational level. These information appears to be not available. For employers it is, understandable, difficult to estimate their future demand for staff, because a lot of uncertain factors influence that need. Especially SME’s who often don’t have a HR-officer are missing the knowledge and time or money to invest in making a future picture of their need for staff. And data from existing labour market information sources can’t be translated well at regional or local level, never mind at company level. Without detailed information about the future employer’s demand for staff, possible problems stay latent. There is no sense of urgency for the employers to take action and the regional policy makers are missing information to develop specific educational and labour market policy. To get the needed detailed information, it has to be obtained from the employers themselves, at company level. During a research pilot in 2013 KCA has designed a method for data collection and practiced it with nine companies in the Eemsdelta region. The results indicate that the method works. In a relatively labour-extensive way the needed information can be obtained. At company level it gives the employer insight in his actual and future staff requirements and makes him aware of possible problems. As regards to the policy makers, the pilot was too small for a complete regional picture, but it demonstrates that the anonymised data of the individual companies can be merged to one umbrella data-file. From that file analyses can be made to find trends and possible problems at the labour market, both at regional and sectoral level and to obtain input for developing effective policy. The successful results of the pilot offers good reasons for a follow-up study with much more companies and to develop the method into a complete labour market monitor, by broadening the method with data about the labour supply and data of new employers.
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Dutch National Sports Organizations (NSFs) is currently experiencing financial pressures. Two indications for this are described in this paper i.e. increased competition in the sports sector and changes in subsidy division. Decreasing incomes from subsidies can be compensated with either increasing incomes from a commercial domain or increasing incomes from member contributions. This latter solution is gaining interest as a solution for the uncertainties. Many NSFs have therefore participated in a special marketing program in order to enlarge their marketing awareness and create a marketing strategy, in order to (re)win market share on the sports participation market and gain a more stable financial situation. This paper introduces my research related to the introduction of marketing techniques within NSFs and the change-over to become market oriented. An overview of existing literature about creating marketing strategies, their implementation, and market orientation is given. This outline makes obvious that the existing literature is not sufficient for studying the implementation of marketing techniques and market orientation within NSFs. Therefore, it shows the scientific relevance of my research. The paper concludes with the chosen research methodology.
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This paper addresses one important mechanism through which the EU tries to improve the operation of its labour markets: the opening up of national borders for free worker movement within the EU. Free worker movement is a fundamental EU right; but EU enlargement begged the question of how and when to allow complete free movement to workers from those new Member States. The EU agreed upon a transitional period of up to 7 years after accession of eight new Middle and Eastern European States (EU-8) on May 1st, 2004. Duringthis transitional period Member States may apply certain restrictions on the free movement of workers from, to and between these new Member States. By 2012, all such restrictions will have been abolished. A similar procedure applies regarding the accession of two additional new Member States on January 1st, 2007. Only three of the fifteen incumbent EU Member States at the time (EU-15) chose to immediately allow free movement from workers from the EU-8. The other twelve maintained their work permit systems, albeit with some modifications. Since, some (e.g. Germany) have already decided to keep such barriers in place until 2012. The Netherlands has kept a work permit system in place up to May 1st, 2007. At that time it abolished that system and effectively extended free worker movement to include workers from the EU-8. This makes the Dutch case, at this point in time, an interesting case for which to analyse the process and effects of increased free labour movement into a national labourmarket. This paper discusses the evolution of (temporary) work migration from EU-8 countries into the Netherlands. It first addresses the flexicurity nature of EU policies towards labour market integration and towards the inclusion of new EU countries in that process. It subsequentely reviews the three socio-legal regimes that can currently apply to work performed for Dutch firms Netherlands by workers from the EU-8 (which, now, is that same as that applies for workers from the EU-15): wage employment; employment through temporary employment agencies; and self-employment. It then discusses the development of the volume of work performed by citizens from the EU-8 in the Netherlands, and socio-economic effects for both the migrant workers and Dutch society and economy. It concludes with a discussion of challenges (or the lack thereof) that this increased free movement of foreign labour caused and causes for Dutch institutions.
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