Zoekresultaten

Collaborative organizing for grand challenges 

The Collaborative Innovation and Entrepreneurship professorship focuses on the collaborative paradigm in economic transformation - the ways diverse organizations in globalvalue chains innovate and act in partnerships to address ecological and social grand challenges. Collaboration with multiple and diverse stakeholders is complex and challenging. Stakeholders have different interests, may compete with each other, or are just not ready to move as fast or as radically as others. Yet, we know that grand challenges are too complex and systemic for any one organization to address alone. Business leaders have an important role to play in transforming economic ecosystems and catalysing change among stakeholders and industry actors. They must move from linear thinking, where sustainability is a market for green or social products, to circular and inclusive thinking, where regeneration of natural ecosystems occurs and economic profits are equally distributed.The Collaborative Innovation and Entrepreneurship professorship aims to contribute knowledge, support organizations, and facilitate learning about collaborative organizational forms and practices - what we call collaborative organizing - for a more sustainable, regenerative and thriving 21st century economic system.

The Added Value of Collaborating Across Boundaries

Intensive collaboration between different disciplines is often not without obstacles—healthcare and creative professionals come from different worlds that are not automatically aligned. This study investigates the research question: how do project partners in Create-Health innovation collaborate across boundaries, and how does it add value to interdisciplinary collaboration? It addresses the close collaborations between researchers and practice partners from creative industry and healthcare sector within ten research projects on eHealth innovation. It describes the way that Create-Health collaboration took shape across disciplinary boundaries and provides examples of boundary crossing from the ten projects, with the objective of stimulating learning in the creative and health sectors on creative ways of working on interdisciplinary projects. Findings focus on the way partners from various backgrounds work together across disciplinary boundaries and on the benefits that such collaborations bring for a project.

Explaining how honors students position themselves when collaborating with regular students

Paper presentatie tijdens de EARLI Conference 2015, Limassol, Cypres, 28 augustus. In this line of research we take a social psychological approach to understanding how honors students position themselves when collaborating with regular students. More specifically, we explore whether stereotypes about honors students as well as inclusion goals affect the extent to which honors students adapt to group norms in terms of ambition, motivation and excellence or take a more leading role when working with regular students. Results of a small more qualitative pilot study (N = 14) show that honors students indeed tend to behave differently by either adapting to the group of regular students or by taking the lead/control. Further the main reasons provided for this are preventing disharmony and delivering high quality work. Results of a larger survey study show that honors students (N = 106) are more likely to take a leading role when they feel valued by the group in terms of competence and inclusion. Further, regular students’ (N = 729) attitude to such a role is particularly negative when they do not want to include honors students and sense that honors students do not want to be included. Results are discussed in terms of its effects on creating a culture of excellence via honors programs within higher education and provide insights in how to improve the interaction between honors and regular students.

Collaborating with competitors ... 5 tips to managing competition in multi-stakeholder collaborations

Collaborating with competitors to advance sustainability

Sustainability challenges are among the most complex and difficultproblems facing businesses today. These challenges involve manyactors and interests and overlapping concerns, and addressing themrequires significant investments and out-of-the-box thinking. Issuessuch as safety, supplier compliance, and product stewardship havesomething else in common—they matter to the entire industry, not justone firm. As a result, businesses working on these issues increasinglyfind themselves doing something they never thought they would: workingwith competitors.This report provides research-based advice for creating successfulcompetitor collaborations for sustainability.Competitors come together to:• reduce reputational risks that threaten an entire industry• support new technology development by sharing uncertain returns andpooling knowledge• develop shared standards for businesses within an industry• communicate effectively with regulators on public policyThe competitor collaborations we discuss in this guide have two keycharacteristics:• They include direct competitors that sell similar products and services.• They address a sustainability issue, such as climate change adaptationfor coffee farmers, worker and community health and safety,hazardous chemical discharge, or the market for sustainable products.Often competitor collaborations include other stakeholders such asnongovernmental organizations (NGOs) and government (see NBSguide on multi-sector partnerships for more information on cross-sectorcollaborations). This report specifically looks at collaborations involvingdirect competitors.Despite their increasing popularity and success, competitorcollaborations are not easy to form or to sustain. Businesses incompetitor collaborations face two main tensions:• They need to balance their interests with those of their competitors.They must place themselves on a continuum from cooperation tocompetition.• They need to balance accountability and flexibility. Companieswant to maintain some independent decision-making while holdingcollaborators accountable for delivering on their commitments. Theymust decide how to structure the collaboration on the continuum ofinformal to formal structure.How businesses view these tensions shapes the kind of competitorcollaborations they will seek.

Collaborating in Complexity

from the article: The ever-increasing specialization of scientific research, combined with the complex challenges that health in society is facing calls for more interdisciplinary design research. However, healthcare and creative researchers come from different worlds that do not automatically align and intensive collaboration between different disciplines is often not without obstacles. We analyzed ten projects that are in the process of interdisciplinary research on solutions for living with dementia, obesity or loneliness. The question we address is: Which strategies do health and creative professionals use to work together in design research? We found that an array of strategies is used to foster collaboration as recommended in literature. However, the strategies to foster interdisciplinary collaboration in research recommended in literature do not easily fit the unpredictability of design research projects and the complexity that comes from doing research in health practice.