While digitalisation requires facilities management (FM) organisations to change at an increasing rate, little is known about the mechanisms that create ownership and enable individuals to implement changes in everyday FM practice. In this study, these mechanisms are explored from a stewardship perspective. The purpose of this paper is to provide insights in the dynamics of organisational change in FM by analysing how stewardship behaviour leads to change.A process model for implementing organisational change is constructed, based on existing theoretical insights from stewardship and intrapreneurship literature. The model is evaluated in a case study through analysis of critical events. Interviewing was the key data collection method.The process model gives an event-driven explanation of change through psychological ownership. Analysis of multiple critical events suggests that the model explains intra-organisational as well as inter-organisational change. The case data further suggests that, compared to intra-organisational change, tailored relational and motivational support is more important for inter-organisational change because of the higher risks involved. Job crafting emerged as an unanticipated finding that offers interesting prospects for future FM research.The process model offers guidance for leaders in FM organisations on providing tailored support to internal and external employees during periods of organisational change.Stewardship and intrapreneurship are combined to provide insights on organisational change in FM. The study demonstrates how intrapreneurial behaviour and stewardship behaviour can be linked to create innovation within and between organisations.
While there has been a growing body of research focused on corporate social responsibility (CSR) practices in developing economies, few studies have examined the factors shaping the CSR agenda in sub-Saharan countries. Using qualitative data obtained through semi-structured interviews with management and stakeholders, this paper examines the drivers of the CSR agenda pursued by Paladin (Africa), a subsidiary of an Australian multinational mining company (MNC) operating the first uranium mine in Malawi. The findings suggest that the CSR agenda in the mining industry in Malawi is strongly influenced by externally generated pressures such as civil society organisation activism and community expectations; although it is clear that other drivers such as public and private regulations and pressure from financial markets also played a role in pressurising Paladin to adopt a CSR agenda.
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The purpose of this paper is to conceptualise the extent to which partnerships with non-governmental organisations (NGOs) are a necessity for successful efforts of businesses in the area of corporate social responsibility (CSR). The main findings are based on an analysis of existing literature on NGO typologies and strategies for CSR and illustrated with examples from the Dutch National Research Program on CSR. Based on three different strategies towards CSR, the suggestion is that NGOs tend to become involved in partnerships with companies that have an interest in postponing concrete results, while partnerships with companies that have the potential for the biggest contribution to the ambitions of NGOs have the highest risk of diminishing NGO-legitimacy.
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A major challenge in the textile sector is achieving true circularity while preventing fraud, including false sustainability claims and material mislabelling. The complexity of supply chains and outdated certification systems have resulted in a lack of accountability and transparency. This project addresses these issues by developing and implementing Digital Product Passports, integrated with digital trust mechanisms as verifiable credentials, to create a transparent, responsible, and accountable textile supply chain. The project traces the journey of a corporate fashion t-shirt from cotton sourcing in India to production and distribution in the Netherlands, ensuring full transparency and traceability. Its goal is to drive a shift towards a circular economy by fostering collaboration across the supply chain and empowering stakeholders, particularly Tiers 3 and 4 in the Global South. Schijvens Corporate Fashion leads the effort with regenerative cotton sourcing through Raddis®Cotton, utilising Aware™’s technology solution. Adopting a ‘Fibre-Forward’ approach, the consortium ensures traceability by integrating data from raw material sourcing to end-user. This approach benefits all stakeholders, from farmers to garment producers, by providing verifiable information on fibre origins, social conditions, and ecological impacts. By tracking each fibre and collecting direct data, the project removes the opacity that can undermine sustainability claims. The project enhances accountability and sustainability compliance by utilising decentralised technologies for product verification. Integrating digital identity wallets for individuals and organisations, secured with verifiable credentials, enhances trust and accountability, fostering circular economy practices. Rather than seeing DPPs as the end goal, the project views them as catalysts for systemic change. It prioritises continuous improvement, collaboration, and shared benefits, aiming to establish a regenerative circular economy. Through a practical toolkit, the project will help organisations and policymakers navigate DPP adoption, strengthening transparency and creating a scalable, inclusive system for supply chains across the Global South and -North.
Business relations between Brainport organisations and their partners based in China have been growing rapidly. This postdoc project explores the Sino-Dutch corporate communicative strategies in the intercultural and geo-political context. Adopting discourse analysis and design-based research methods, the research aims to develop effective communication strategies for organisations in Brainport. Probing the geo-political, intercultural and digital challenges, the project provides a framework and insights in terms of corporate communication in the intercultural settings. Based on the results, the publications, the teaching activities, and the public talks, this research will generate future research leads and more societal discussions on the interplay between intercultural and business communicative strategies. Furthermore, this research engages the teaching activities through lectures and workshops at Fontys School of Business and Communication. Engaging the students in various learning activities, I will encourage the learning groups to participate and experiment in a hybrid learning environment at Fontys. I will lead a research project team in our minor China and World Economy, and encourage the learning group to participate and experiment in a hybrid learning environment at Fontys.
