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The digital era has brought about profound changes in how music is created, distributed, and consumed, posing a need for modernizing the Dutch collective management system of music copyright to match the rapidly changing digital music industry. This study aims to identify the key stakeholders and their perceptions of the Dutch system of collective management of music copyright. Utilizing qualitative document analysis, the study examines a range of public and non-public documents, including income statements, annual reports from Collective Management Organizations (CMOs), and contracts between publishers and creators. The research is further enriched by twenty-four semi-structured interviews with key stakeholders such as composers, lyricists, music publishers, copyright lawyers, and CMO executives. The findings of the study highlight several issues like the outdated IT systems and the lack of data standardization within the system. The research also notes a contrast in organizational effectiveness: major publishers are well-organized and unified in their negotiations with Digital Service Providers (DSPs) and CMOs, effectively advocating for their rights. However, music copyright holders, despite their legal homogeneity, are either unorganized or ineffectively aligned, displaying diverse interests and varying levels of access to information, as well as differences in norms and values prioritization. The study is grounded in the economics of collective management (ECM) and makes a significant academic contribution to this field by introducing new empirical findings to ECMs core constructs and integrating theoretical perspectives. The research offers valuable insights for policymakers, industry stakeholders, and researchers, aiming to foster a more equitable music copyright management system in the digital context.
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The number of applications for debt management services in the Netherlands shows a steady increase of about 10 percent each year, over the last few years. Municipalities, responsible for these services, at the same need to cut back on expenditures. Our research shows that the (social) return on debt management is on average twice as high as the costs. These benefits are mainly found in the areas of social welfare and housing. Since debts are a reason for employers not to hire or not to continue employment, debt management increases the chance of (continued) employment and therefore helps reduce costs of unemployment and welfare benefits. Since housing corporations spend large sums of money on evictions, the prevention of evictions through debt management also reduces costs in that area. The ratio between the costs and benefits is only partly influenced by the quality of execution. Social structure offers a better explanation, where a weaker social structure results in greater benefits. Our findings are based on extensive research of individual files combined with interviews with professionals. Only direct if-then relations were considered. This means that in reality the cost-benefit ratio may even be more favorable. Municipalities should therefore be careful in cutting back on debt management services. On the other hand, crosslinking debt management with welfare payments and co-operating with housing corporations could open up opportunities for co-financing debt management services.
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Research, advisory companies, consultants and system integrators all predict that a lot of money will be earned with decision management (business rules, algorithms and analytics). But how can you actually make money with decision management or in other words: Which business models are exactly available? In this article, we present seven business models for decision management.
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The changing climate has an effect on the quality of life in our cities: heavier rainfall (resulting infloodings), longer periods of drought, reduced air and water quality and increasing temperatures incities (heat stress). Awareness about these changes among various stakeholders is of greatimportance. Every Dutch region is required to perform a stresstest indicating the effects of climatechange (o.a. flooding and heatstress) before 2020. The level of execution, area size and level ofparticipation of stakeholders, has intentionally been made flexible.To provide more insight into the approaches and best management practices to climate resilience,this article provides 3 examples of stresstests performed on several levels: single object real estatelevel, city level and national district level. The method ‘stresstestíng’, involves flood and heatstressmodeling, defines the current status of climate adaptation characteristics of an object, city or district.The stresstest form the base line and starting point for the national 3 step approach adaptationstrategy ‘analyse, ambition and action’.The 3 pilots have been evaluated as ‘successful’ by stakeholders and yielded a significant amount ofvaluable information, further improvement is recommended as increasing the participation of theprivate sector, in a ‘quadruple helix approach’. The learning points from these 3 examples ofstresstests will subsequently be implemented in the form of improved stresstesting in the nearfuture in (inter)national cities around the world.
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The sources of productivity have always been the main subject of economic debate because they are the main determinants of profitability and competitiveness. In order to improve productivity we should be able to identify the sources of productivity. This article presents a method for measuring the sources of knowledge productivity in order to give direction to knowledge management initiatives. The method is based on a theoretical framework which combines two different perspectives (economic and process) on knowledge productivity. This article presents the methodological and theoretical framework, the initial design of the method and the results of the first two case studies. The relevance of this article is that it combines the concepts of knowledge management and intellectual capital measurement in the relatively new concept of knowledge productivity.
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Business Rule Management (BRM) is a means to make decision-making within organizations explicit and manageable. BRM functions within the context of an Enterprise Architecture (EA). The aim of EA is to enable the organization to achieve its strategic goals. Ideally, BRM and EA should be well aligned. This paper explores through study of case study documentation the BRM design choices that relate to EA and hence might influence the organizations ability to achieve a digital business strategy. We translate this exploration into five propositions relating BRM design choices to EA characteristics.
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Experts like Jouslin de Noray, Shiba and Hardjono discern three paradigms in quality management: control, continuous improvement and breakthrough. Van Kemenade argues that before being able to reach breakthrough you need another paradigm: commitment.
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From the article: "After 1993, the concept of strategic alignment is evaluated from the connection between IT and business to much broader definitions in which the connection between all business functions, horizontally and vertically, and later also with projects and stakeholders is mentioned. To achieve stategic alignment there must be a coordination between the strategy of organizations and those who contribute to the implementation of the strategy and the actual performance of an organization. This process is called Human Oriented Performance Management (HOPM). The HOPM model consists of four dimensions: strategy translation, information and visualization, dialogue and action orientation, and continues improvement and organizational learning. To measure the effect of strategic alignment a range of financial performance indicators are used. Based on a literature review this paper explores which financial performance indicators could be used to measure the effect of HOPM. The literature was selected over a period from 1996 – 2015. The research is not only focused on the top of the strategy map, but also on the cause-effect relationships in the strategy map. The underlying performance indicators in the strategy map can show on which figures the dialogue in the HOPM model about strategy implementation must be based. This dialogue is the input to action in which strategic alignment comes about. The goal of the research is to optimize this dialogue by looking for performance indicators that can show the effect of HOPM" The article is used for the course: 'corporate policy' minor MSMM (Masterclass Strategic Marketing Management).
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Purpose This paper describes the result of an empirical study into the critical success factors for implementing an intellectual capital valuation method, the KPMG Value Explorer®. Methodology/Approach For this study the design approach was used as research methodology. Findings The research shows the strengths and weaknesses of the method and identifies four general critical success factors for the implementation of intellectual capital valuation and measurement tools.
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