Much research effort is invested in developing enzymatic treatments of textiles by focusing on the performance of enzymes at the laboratory scale. Despite all of this work, upgrading these developments from the laboratory scale to an industrial scale has not been very successful.Nowadays,companies are confronted with rapid developments of markets, logistics, and social and environmental responsibilities. Moreover, these organizations have to supply an ever-increasing amount of information to the authorities, shareholders, lobbyists, and pressure groups. Companies have tried to fulfill all of these demands, but this has often led to the loss of focus on new products and process development. However, both theory and practices of breakthrough innovations have shown that those rightfully proud of previous successes are usually not the ones that led the introduction of new technology, as shown and excellently documented by Christensen [1]. The textile industry is no exception to this observation.With the lack of management impetus for new product and process developments, companies began to reduce investments in these activities.However, this results in a reduction of the size of the company or even closure. Besides the hesitation from the top management of textile companies to focus on new developments,middle management level is also reluctant to evaluate and implement developments in new products and processes. One of the reasons for this reluctance is that many processes in the textile industry are notfully explored or known. From this lack of knowledge, it is easy to explain that there is hesitation for change, since not all consequences of a change in processing or production can be predicted. Often new developments cannot be fully tested and evaluated on the laboratory- or pilot-scale level.This is caused by the impossibility of mimicking industrial-scale production in a laboratory.Additionally, pilot-scale equipment is very expensive and for many companies it is not realistic to invest in this type of equipment. Fortunately an increasing number of textile companies have realized that they have to invest in new products and processes for their future survival and prosperity. New developments are decisive for future successes. If such companies decide to invest in new developments, it is clear that with the scarcity of capital for product and process developments, the chance of failure should be minimized. For successful process and product development, it is necessary to organize the development process with external partners because it is clear that it is almost impossible for individual textile companies to control the process from idea generation to academic research, implementation research, and development and industrial testing. These issues are especially characteristic for small- and medium-sized enterprises (SMEs). Herein, the collaboration has been organized on two research levels. The first research level is knowledge and know-how based. The universities and chemical suppliers worked closely together to investigate the new process.The aim was to explore the influence of process conditions and interactions of chemicals in sub-process steps as a result of the treatment.The second level is that of the industrial implementation of the new process. The universities and chemical suppliers worked closely together with different industries to implement the newly developed process. The focus in this part of the research was the interaction between the chemistry of the new process, equipment, and fabrics. A co-operation between the beneficiaries of the new process was established.The selection criterion for the co-peration was “who will earn something with the new process”. To answer this question, the value chain has been drawn as the simplified scheme shown in Fig. 1 [2].
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Purpose The purpose of this study is twofold. First, this study reflects on the development of professional capital through understanding collective cultural factors, namely, academic optimism and shared vision. Second, it aims at exploring teacher learning. Teacher learning resulting in changes to teacher knowledge, attitudes and practices is crucial for the necessary changes education is continually confronted with. This learning is too often studied as a result of individual traits or structural factors, such as motivation or time. The authors investigated how teacher learning is influenced by academic optimism and shared vision. Design/methodology/approach The authors administered an online web-based survey to 278 teachers in higher education, using the educational change to online learning due to the covid pandemic as a unique chance to study the role of collective cultural factors in teacher learning. Findings Results showed how teachers characterized their learning, academic optimism and shared vision during the educational change to online learning resulting from the covid pandemic. The authors found that teacher learning was greatly influenced by teachers' collective sense of efficacy, an aspect of their academic optimism. Teachers' strong belief in each other, that they as fellow professionals could handle the challenging changes that the covid pandemic required, strongly enhanced teacher learning during the covid pandemic. Teachers' feeling of a professional community helped teacher to make sense of, and push through, the undeniable chaos that was the covid pandemic. Originality/value Collective cultural factors are rarely studied in conjunction with educational change. Insights into how a collective culture of professionalism enhances or hinders teacher learning are important for theory, policy and practice as it helps understand how teacher teams can be supported to build their professional capital by learning from educational change.
Metaphors are at the basis of our understanding of reality. Using the theory of metaphor developed by Lakoff and Johnson (1980, 1999) this paper analyses common metaphors used in the intellectual capital and knowledge management literatures. An analysis of key works by Davenport & Prusak (2000), Nonaka & Takeuchi (1995), and Stewart (1991) suggests that at least 95 percent of all statements about either knowledge or intellectual capital are based on metaphors. The paper analyses the two metaphors that form the basis for the concept of intellectual capital: ‘Knowledge as a Resource’ and ‘Knowledge as Capital’, both of which derive their foundations from the industrial age. The paper goes into some of the implications of these findings for the theory and practice of intellectual capital. Common metaphors used in conceptualising abstract phenomena in traditional management practices unconsciously reinforce the established social order. The paper concludes by asking whether we need new metaphors to better understand the mechanisms of the knowledge economy, hence allowing us to potentially change some of the more negative structural features of contemporary society.
The overarching aim of the project is to contribute to the development of a sustainable, inclusive and just EU leisure, tourism and hospitality ecosystems, and will be achieved through three interrelated objectives:Create a body of knowledge and theoretical foundations, related to the application of land, capital and financial resources, to develop resilient and future-proof tourism destinations and tourism and travel businesses;Develop conceptual models that contribute towards collective models of resilience in tourism destinations and tourism and travel businesses and are based on equitable use of labour, land and natural resources and financial capital;Propose, through approved EU funding, interventions and applications towards new models of tourism destination management and corporate governance, that use sustainable parameters of success (regeneration of biodiversity and nature, improved human welfare of residents at destinations, social and environmental returns).The Project will lead to a series of research proposals that allows the consortium partners to address urgent societal challenges in Europe. During the project timeline, partners will disseminate findings and search for engagement by public and private actors. Ongoing collaboration and knowledge exchange with key industry actors will improve the resilience capacity of destinations through education, skill development, and co-creation of knowledge. Building resilience through tourism is not just an opportunity but a necessity in the face of global environmental and social challenges. The project will establish theoretical foundations for transitioning towards more resilient and environmentally and socially just ecosystems in the leisure, tourism, and hospitality sectors, aiming to shift the industry’s priorities from short-term gains to long-term sustainability. The project supports international collaboration by facilitating university staff mobility and involving students with diverse cultural, industry, and academic backgrounds and experiences. The successful application and completion of the project will strengthen the consortium's capacities and facilitate the ongoing international dialogue through the Resilient Tourism Ecosystems Lab (RTEL), consequently leading to future collaborative EU grant applications.
