The realization of one’s musical ideas at the keyboard is dependent on the ability to transform sound into movement, a process called audiomotor transformation. Using fMRI, we investigated cerebral activations while classically‐trained improvising and non‐improvising musicians imagined playing along with recordings of familiar and unfamiliar music excerpts. We hypothesized that audiomotor transformation would be associated with the recruitment of dedicated cerebral networks, facilitating aurally‐cued performance. Results indicate that while all classically‐trained musicians engage a left‐hemisphere network involved in motor skill and action recognition, only improvising musicians additionally recruit a right dorsal frontoparietal network dedicated to spatially‐driven motor control. Mobilization of this network, which plays a crucial role in the real‐time transformation of imagined or perceived music into goal‐directed action, may be held responsible not only for the stronger activation of auditory cortex we observed in improvising musicians in response to the aural perception of music, but also for the superior ability to play ‘by ear’ which they demonstrated in a follow‐up study. The results of this study suggest that the practice of improvisation promotes the implicit acquisition of hierarchical music syntax which is then recruited in top‐down manner via the dorsal stream during music performance.
The current multiple crisis require architects, designers, citymakers and stakeholders to re-think their approach to the city and territory, under the urge for a sustainable and inclusive future. While uncertainty and technocracy dominate, they also enable a open investigation and understanding of different future scenarios of spatial transformation. A revision of the term ‘adaptability’ promises to contribute to a new holistic approach.This paper presents the outputs of our current research project on adaptability at architectonic and urban level. It departs from the spatial disciplinary literature, and a large database of projects where this term plays a role implicitly or explicitly. We revisit theories and reposition them in the current unstable context. With this, we can enlarge the range of interactions and scales to approach simultaneously. Based on this, we propose new variables, and vocabularies in a framework for urban development beyond traditional confines.In fact, a new framework for the design of architectonic and urban space is articulated. It responds to different transformations of users’, usages’ and environmental conditions based on dimensions (scale, time, space), domains (social, economic, ecologic, climatic), adaptability ingredients (modularity, flexibility, interactivity, etc.), and resources (design by research, extreme scenario-thinking). We show them in action thought design projects conducted with students in the Netherlands and Belgium.We aim at generating holistic insights on the concept and methods of adaptability through some of the research and educational outcomes. Ultimately, we want to expand the mechanism of planning for an adaptive approach -from the building to the network, making lines of research, education and practice collide to address urgently needed changes.
MULTIFILE
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 scientific publishing industry is rapidly transitioning towards information analytics. This shift is disproportionately benefiting large companies. These can afford to deploy digital technologies like knowledge graphs that can index their contents and create advanced search engines. Small and medium publishing enterprises, instead, often lack the resources to fully embrace such digital transformations. This divide is acutely felt in the arts, humanities and social sciences. Scholars from these disciplines are largely unable to benefit from modern scientific search engines, because their publishing ecosystem is made of many specialized businesses which cannot, individually, develop comparable services. We propose to start bridging this gap by democratizing access to knowledge graphs – the technology underpinning modern scientific search engines – for small and medium publishers in the arts, humanities and social sciences. Their contents, largely made of books, already contain rich, structured information – such as references and indexes – which can be automatically mined and interlinked. We plan to develop a framework for extracting structured information and create knowledge graphs from it. We will as much as possible consolidate existing proven technologies into a single codebase, instead of reinventing the wheel. Our consortium is a collaboration of researchers in scientific information mining, Odoma, an AI consulting company, and the publisher Brill, sharing its data and expertise. Brill will be able to immediately put to use the project results to improve its internal processes and services. Furthermore, our results will be published in open source with a commercial-friendly license, in order to foster the adoption and future development of the framework by other publishers. Ultimately, our proposal is an example of industry innovation where, instead of scaling-up, we scale wide by creating a common resource which many small players can then use and expand upon.
HTIT-EN (Hospitality, Tourism, Innovation & Technology Experts Network) unites professors and researchers from five leading academies in hospitality and tourism (Hotelschool The Hague, Hotel Management School Maastricht / Zuyd, Breda University of Applied Sciences, Saxion Hogeschool, NHL Stenden). Our primary goal is to coordinate efforts in setting a joint research agenda, focused on the overall question: "How can the Dutch hospitality and tourism sector, which has a profound societal presence and encompasses a diverse range of workers and stakeholders, leverage its transversal character to generate extensive societal impact through the utilization of emerging technological innovations?" Early industry adoption of emerging technologies, including robotics, immersive experiences, and artificial intelligence, make hospitality and tourism ideal contexts to serve as a catalyst for innovation and societal impact. By integrating complementary expertise of the leading professors in areas like strategic foresight, disruptive transformations, technology management, and digital transformation and by engaging in collaboration with external knowledge institutions (MBO, HBO, WO), the Centre of Expertise Leisure, Tourism & Hospitality, business professionals, and industry associations, our vision is to acknowledge the hospitality and tourism industry as a dynamic basis for generating technology-driven, positive societal change. HTIT-EN's ultimate goal is to rise to the status of a globally renowned knowledge platform, specializing in technological innovation within the domain of hospitality and tourism, within the next 5 years. To achieve this aspiration, we are committed to fostering collaboration and aligning expertise across the participating institutions, as well as extending an invitation to additional partners from both the practical and academic fields related to this network. This collaborative effort will enable us to leverage each other’s expertise and resources and fully utilize the transversal characteristics of the Dutch tourism and hospitality industry, developing it to a catalyst for technology-driven innovation with wide and lasting societal implications across the Netherlands.
