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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Chronic diseases represent a significant burden for the society and health systems; addressing this burden is a key goal of the European Union policy. Health and other professionals are expected to deliver behaviour change support to persons with chronic disease. A skill gap in behaviour change support has been identified, and there is room for improvement. Train4Health is a strategic partnership involving seven European Institutions in five countries, which seeks to improve behaviour change support competencies for the self-management of chronic disease. The project envisages a continuum in behaviour change support education, in which an interprofessional competency framework, relevant for those currently practising, guides the development of a learning outcomes-based curriculum and an educational package for future professionals (today’s undergraduate students).
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Swarm planning is a theory and practical approach to deal with uncertain futures. By anticipating scenarios such as a ‘post-carbon’ world and a ‘pre-adaptive’ landscape, it offers an alternative pathway to prepare for medium-term incremental and step changes. The focus is on the regional scale with a planning process to move from an unstable state (i.e. due to external impacts of climate change) towards a state of higher adaptive capacity. It increases the flexibility of spatial systems in two ways: assisting change in spatial land use over time; and catalysing the emergence of autonomous and more resilient developments. Swarm planning theory is used in two pilot designs and compared with regular planning processes. The results are presented in the form of new landscapes: the ‘Zero-Fossil Region’, where the design provides a spatial framework for a complete renewable energy supply, and the ‘Net Carbon Capture Landscape’, in which adaptation and mitigation strategies are designed to become carbon positive. The comparison illuminates the potential advantage of swarm planning to tackle climate change threats. La planification en essaims est une théorie et une approche pratique visant à traiter des avenirs incertains. Au moyen de scénarios prospectifs tels que celui d'un monde « post-carbone » et d'un paysage « préadaptatif », elle offre une voie alternative pour se préparer à des changements progressifs ou radicaux à moyen terme. L'accent est mis sur l’échelle régionale, avec un processus de planification permettant de passer d'un état instable (c'est-à-dire dû aux incidences extérieures du changement climatique) à un état présentant une plus grande capacité adaptative. Cela accroît de deux manières la flexibilité des systèmes spatiaux : en favorisant le changement dans l'utilisation spatiale des terrains au fil du temps; et en catalysant l’émergence de développements autonomes et plus résilients. La théorie de la planification en essaims est utilisée dans deux conceptions pilotes et comparée aux processus de planification habituels. Les résultats sont présentés sous la forme de nouveaux paysages : la « Région Zéro Energie Fossile », dans laquelle la conception fournit un cadre spatial permettant un approvisionnement énergétique entièrement renouvelable, et le « Paysage à Séquestration Nette de Carbone », dans lequel des stratégies d'adaptation et d'atténuation sont conçues pour assurer un bilan carbone positif. Cette comparaison se révèle éclairante quant à l'avantage potentiel de la planification en essaims pour s'attaquer aux menaces posées par le changement climatique. Mots clés: adaptation capacité adaptative cadre bâti résilience conception spatiale planification en essaims incertitude
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The anterior cruciate ligament (ACL) is a strong rope-like tissue which connects the femur to the tibia in the knee joint. Its function is to provide structural stability to the knee while preventing unnatural forward movement of the tibia relative to the femur. Acute complete ACL ruptures during movements like knee hyperextension or sudden changes of direction (pivoting) damage two entities: the ligament itself and its nerve connections to the posterior tibial nerve (PTN). PTN innervation in the ACL is essential for: a) proprioception (e.g. perception of position and movement/acceleration experienced by the ligament), and b) stability of the knee joint. Upon ACL rupture, the orthopedic surgeon reconstructs the ACL with a graft from the hamstring, patellar or quadriceps tendon. After the surgery, the goal is to regain neuromuscular control and dynamic stabilization during rehabilitation as soon as possible for a quick return to sports and daily activities. However, surgeons are not able to reconstruct the nerve gap between the PTN and the grafted ligament due to the microscopic size of the innervation in the ACL. Not linking the PTN to the graft creates a disconnection between the knee joint and the spinal cord. To mitigate these disadvantages in ACL surgery, this study focuses on activating the growth of proprioception nerve endings using a ligament loaded with growth factors (neurotrophins). We hypothesize that neurotrophins will activate proprioceptive fibers of neurons close to the ACL. We describe graft fabrication steps and in vitro experiments to expand on the regeneration capacity of a commercially available ACL-like synthetic ligament called LARS. The results will bring the ACL regeneration field closer to having a graft that can aid patients in regaining mobility and stability during locomotion and running, confidence in the strength of the knee joint, and quick return to sports.
This project develops a European network for transdisciplinary innovation in artistic engagement as a catalyst for societal transformation, focusing on immersive art. It responds to the professionals in the field’s call for research into immersive art’s unique capacity to ‘move’ people through its multisensory, technosocial qualities towards collective change. The project brings together experts leading state-of-the-art research and practice in related fields with an aim to develop trajectories for artistic, methodological, and conceptual innovation for societal transformation. The nascent field of immersive art, including its potential impact on society, has been identified as a priority research area on all local-to-EU levels, but often suffers from the common (mis)perception as being technological spectacle prioritising entertainment values. Many practitioners create immersive art to enable novel forms of creative engagement to address societal issues and enact change, but have difficulty gaining recognition and support for this endeavour. A critical challenge is the lack of knowledge about how their predominantly sensuous and aesthetic experience actually lead to collective change, which remains unrecognised in the current systems of impact evaluation predicated on quantitative analysis. Recent psychological insights on awe as a profoundly transformative emotion signals a possibility to address this challenge, offering a new way to make sense of the transformational effect of directly interacting with such affective qualities of immersive art. In parallel, there is a renewed interest in the practice of cultural mediation, which brings together different stakeholders to facilitate negotiation towards collective change in diverse domains of civic life, often through creative engagements. Our project forms strategic grounds for transdisciplinary research at the intersection between these two developments. We bring together experts in immersive art, psychology, cultural mediation, digital humanities, and design across Europe to explore: How can awe-experiences be enacted in immersive art and be extended towards societal transformation?
De markt vraagt om steeds meer productvariëteit. Veel bedrijven realiseren productvariëteit nu met veel klant-specifiek engineeringswerk (Engineer-to-Order/EtO). Dit zet druk op alle afdelingen in het bedrijf zoals sales, engineering, productie en service. Een uitdagende manier voor deze bedrijven, om beter met het spanningsveld tussen externe en interne eisen om te gaan, is het ontwikkelen van meer configureerbare producten (lego principe}. Hiervoor is een modulaire opbouw van het product nodig waarin verschillende productonderdelen gestandaardiseerd zijn en gebruikt kunnen worden in verschillende eindproducten. Zo kan, met minder engineeringsactiviteiten, een product geconfigureerd worden (Configure-to-Order/CtO) en de klant productvariëteit worden geboden zonder alle interne druk. Voor diverse bedrijven vormen ook de mogelijkheden van Industry 4.0 en sustainabilty ambities belangrijke drivers in hun streven naar meer CtO. Het implementeren van CtO is echter niet eenvoudig. Het vraagt om aanzienlijke capaciteit, kennis en kunde op het gebied van productontwikkeling, procesontwikkeling en het veranderproces. Betrokkenheid van medewerkers uit alle belangrijke afdelingen (verkoop, engineering, productie, service etc.) is een vereiste. Mkb-bedrijven worstelen hiermee en hebben behoefte aan goede tools en technieken, zowel inhoudelijk, over de ontwikkeling van de productarchitectuur en de impact hiervan op de bedrijfsprocessen, als veranderkundig, hoe deze transitie tot stand te brengen. In dit Sia RAAK-mkb onderzoek willen wij samen met productie mkb-bedrijven, kennisinstellingen en brancheorganisaties een integrale aanpak ontwikkelen om CtO op een goede manier te implementeren. De deelnemende mkb-bedrijven hebben de duidelijke wens om dit de komende jaren te doen. Voor de specifieke casussen zullen met casestudies en interventieonderzoek aanpakken ontwikkeld worden. Studentprojecten zullen ondersteuning geven aan de verschillende interventies. Vervolgens zal systematisch case-vergelijkend onderzoek worden uitgevoerd om inzicht te krijgen in wat in welke situatie werkt. Op basis van het case-vergelijkend onderzoek worden tools en technieken ontwikkeld die enerzijds generiek zijn en anderzijds kunnen worden aangepast aan specifieke bedrijfssituaties.
