The main question in this PhD thesis is: How can Business Rules Management be configured and valued in organizations? A BRM problem space framework is proposed, existing of service systems, as a solution to the BRM problems. In total 94 vendor documents and approximately 32 hours of semi-structured interviews were analyzed. This analysis revealed nine individual service systems, in casu elicitation, design, verification, validation, deployment, execution, monitor, audit, and version. In the second part of this dissertation, BRM is positioned in relation to BPM (Business Process Management) by means of a literature study. An extension study was conducted: a qualitative study on a list of business rules formulated by a consulting organization based on the Committee of Sponsoring Organizations of the Treadway Commission risk framework. (from the summary of the Thesis p. 165)
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PurposeThis study explores how and when intuitive forms of planning can be used in a family firm's succession process.Design/methodology/approachThe study uses an extended focus group meeting, consisting of individual, group and subgroup discussions with seven highly experienced external family business advisors in the Netherlands to gain a holistic understanding of the succession process and its underlying logic. The study also employs pre- and post-group questionnaires.FindingsThis study reveals that advisors perceive intuitive forms of planning as an integral part of the succession process, with the latter containing both intuitive and formal logic and activities. Both logics are used situationally and flexibly to deal with the uniqueness and unpredictability of the succession process and to build strong relations and manage relational dynamics in business families to address tasks, dilemmas and contingencies.Originality/valueThe succession process is an important part of business families' achievement of transgenerational intent. Creating commitment among potential successors begins when they are children, and understanding the role of the more intuitive forms of planning during the succession process will provide us with a more holistic perspective on its dynamics.
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De maatschappelijke aandacht voor welvaartcreatie die verder reikt dan financiële welvaart en de oproep aan bedrijven om hieraan bij te dragen, groeit. MKB-familiebedrijven vinden het vanzelfsprekend om een bijdrage te leveren, maar geven ook aan dat dergelijke brede welvaartactiviteiten niet zijn ingebed in de huidige bedrijfsstrategie. Hieruit volgt de praktijkvraag: Hoe kunnen we [MKB-familiebedrijven] brede welvaartactiviteiten planmatiger aanpakken zodat we meer maatschappelijke impact kunnen maken? Het doel van het project is om interventies (werkwijzen) te ontwikkelen en te toetsen om brede welvaartcreatie bij MKB-familiebedrijven inzichtelijk te maken en de maatschappelijke impact ervan te vergroten door ‘ad hoc’ uitgevoerde activiteiten planmatiger aan te pakken. De centrale onderzoeksvraag is: Hoe kunnen MKB-familiebedrijven brede welvaartactiviteiten koppelen aan hun bedrijfsstrategie en de maatschappelijke impact van deze activiteiten vergroten? Het project wordt uitgevoerd door het Lectoraat Familiebedrijven van Windesheim, het Kenniscentrum Business Innovation van Hogeschool Rotterdam, en met Utrecht University School of Economics. We starten het project met acht MKB-familiebedrijven, met wie interventies worden ontwikkeld, waarna andere familiebedrijven aansluiten en in twee rondes de interventies worden doorontwikkeld. FBNed is aangesloten voor de valorisatie in Nederland en internationaal via hun koepelorganisatie FBN. De belangrijkste onderzoeksmethode in het project is de meervoudige case study methode. Verwachte outcome: Maatschappelijke impact van MKB-familiebedrijven vergroten door: • Kennis over hoe MKB-familiebedrijven zich (kunnen) ontwikkelen in brede welvaartcreatie; • De (h)erkenning van MKB-familiebedrijven in brede welvaartcreatie; • Bewustwording van kansen die brede welvaarcreatie MKB-familiebedrijven kan bieden. Verwachte output: • Een werkboek met een scan voor MKB-familiebedrijven om de huidige en gewenste situatie t.a.v. brede welvaartcreatie inzichtelijk te maken, inclusief interventies om brede welvaartactiviteiten te verankeren in de strategie en maatschappelijke impact te maken; • Twee wetenschappelijke artikelen, vijf vakpublicaties, acht teaching cases en vijf seminars in samenwerking met FBNed om resultaten breed te delen, voor onderwijs, wetenschappelijk publiek en bedrijven.
Promoting entrepreneurship is an enabler of smart, sustainable and inclusive growth and it is one objective EU regions have pursued since the EC included it into 2020 Strategy. Entrepreneurship development has economic and social benefits, since it is not only a driving force for job creation, competitiveness and growth; it also contributes to personal fulfillment and to achieve social objectives. That is why the EU encourages entrepreneurial initiatives and to unlock the growth potential of businesses and citizens. However, only a 37% of Europeans (Eurobarometer 2012) would like to be self-employed. The Entrepreneurship Action Plan adopted by the EC in 2013 to reignite Europe’s entrepreneurial spirit includes initiatives for educating young people on entrepreneurship. To ensure that EU economy remains globally competitive, young generations of Europeans need to be inspired to develop their entrepreneurial mindset. EU 2020 Action Plan argues that young people benefitting of a specialised entrepreneurial education are more likely to start-up a business and to better tackle challenges in their professional career and life in general. Hence, there is good reason to ensure better quality of entrepreneurial education. Most approaches in recent years have focused on improving the skills or competences youngsters should obtain only within the education system. However, an integrated approach is needed, where the school, their friends, family and the social environment, shall play each one a relevant role, contributing to generate a more adequate atmosphere to boost their entrepreneurial mindsets, intrapreneurial attitudes and innovation capacities. This project will identify and exchange – through a quadruple helix approach- good practices for creating friendlier entrepreneurial ecosystems and actions to boost entrepreneurship in young people mindsets. The good practices and lessons learnt will be transferred into Action Plans to be included in regional policies.
Family Dairy Tech Sustainable and affordable stable management systems for family dairy farms in India. An example of Dutch technology that is useful to an ?emerging economy?. Summary Problem The demand for dairy products in India is increasing. Small and medium-sized family farmers want to capitalize on this development and the Indian government wants to support them. Dutch companies offer knowledge and a wide range of products and services to improve dairy housing systems and better milk quality, in which India is interested. However, the Dutch technology is sophisticated and expensive. For a successful entry into this market, entrepreneurs have to develop affordable and robust (?frugal?) systems and products adapted to the Indian climate and market conditions. The external question is therefore: ?How can Dutch companies specialised on dairy housing systems adapt their products and offer these on the Indian market to contribute to sustainable and profitable local dairy farming??. Goal Since 2011, VHL University of Applied Sciences (VHL) is collaborating with a college and an agricultural information center Krishi Vigyan Kendra (KVK), Baramati, Pune district, Maharashtra State India. In this region many small-scale dairy farmers are active. Within this project, KVK wants to support farmers to scale up their farm form one or a few cows up to 15 to 100 cows, with a better milk quality. In this innovative project, VHL and Saxion Universities of Applied Sciences, in collaboration with KVK and several Dutch companies want to develop integrated solutions for the growing number of dairy farms in the State of Maharashtra, India. The research questions are: 1. "How can, by smart combinations of existing and new technologies, the cow-varieties and milk- and stable-management systems in Baramati, India, for family farmers be optimized in an affordable and sustainable way?" 2. "What are potential markets in India for Dutch companies in the field of stable management and which innovative business models can support entering this market?" Results The intended results are: 1. A design of an integral stable management system for small and medium-sized dairy farms in India, composed of modified Dutch technologies. 2. A cattle improvement programme for robust cows that are adapted to the conditions of Maharashtra. 3. An advice to Dutch entrepreneurs how to develop their market position in India for their technologies. 4. An advice to Indian family farmers how they can increase their margins in a sustainable way by employing innovative technologies.
