Dit Trendrapport Open Education 2014 beschrijft de trends op het gebied van open education in binnen- en buitenland, geschreven vanuit de context van het Nederlandse hoger onderwijs. Dat gebeurt aan de hand van acht artikelen van Nederlandse experts op het gebied van open en online onderwijs en acht korte intermezzo’s.
While the concept of Responsible Innovation is increasingly common among researchers and policy makers, it is still unknown what it means in a business context. This study aims to identify which aspects of Responsible Innovation are conceptually similar and dissimilar from social- and sustainable innovation. Our conceptual analysis is based on literature reviews of responsible-, social-, and sustainable innovation. The insights obtained are used for conceptualising Responsible Innovation in a business context. The main conclusion is that Responsible Innovation differs from social- and sustainable innovation as it: (1) also considers possible detrimental implications of innovation, (2) includes a mechanism for responding to uncertainties associated with innovation and (3) achieves a democratic governance of the innovation. However, achieving the latter will not be realistic in a business context. The results of this study are relevant for researchers, managers and policy makers who are interested in responsible innovation in the business context.
Although education programmes are constantly being renewed, innovation does not always lead to anchored changes in educational practice. One explanation is that educational innovation evolves more dynamics than often is assumed. Instead of following a well-designed plan, the core activities of innovation leaders hinge on the ability to swiftly identify and interpret situations with which they are confronted. This suggests that the Volatile, Uncertain, Complex, Ambiguous (VUCA) innovation process requires a specific repertoire from innovation leaders, including a better understanding of their internal decision-making processes. In our search for a fitting repertoire, we discovered the capacity for “situational awareness” as a concept to help understand complex situations and to determine very quickly what needs to be done. Additionally, we focus on how innovation leaders make decisions at significant moments during the innovation process in higher education. We describe how our discovery leads to the development of a lens for innovation leaders, with situational awareness as a starting point, and supplemented with the filtering, framing and guiding function of beliefs as steering principles of internal decision making-processes. This allows to gain a better understanding of how the innovation leader identifies critical situations and responds in terms of interpretation and action.
Students in Higher Music Education (HME) are not facilitated to develop both their artistic and academic musical competences. Conservatoires (professional education, or ‘HBO’) traditionally foster the development of musical craftsmanship, while university musicology departments (academic education, or ‘WO’) promote broader perspectives on music’s place in society. All the while, music professionals are increasingly required to combine musical and scholarly knowledge. Indeed, musicianship is more than performance, and musicology more than reflection—a robust musical practice requires people who are versed in both domains. It’s time our education mirrors this blended profession. This proposal entails collaborative projects between a conservatory and a university in two cities where musical performance and musicology equally thrive: Amsterdam (Conservatory and University of Amsterdam) and Utrecht (HKU Utrechts Conservatorium and Utrecht University). Each project will pilot a joint program of study, combining existing modules with newly developed ones. The feasibility of joint degrees will be explored: a combined bachelor’s degree in Amsterdam; and a combined master’s degree in Utrecht. The full innovation process will be translated to a transferable infrastructural model. For 125 students it will fuse praxis-based musical knowledge and skills, practice-led research and academic training. Beyond this, the partners will also use the Comenius funds as a springboard for collaboration between the two cities to enrich their respective BA and MA programs. In the end, the programme will diversify the educational possibilities for students of music in the Netherlands, and thereby increase their professional opportunities in today’s job market.
The pace of technology advancements continues to accelerate, and impacts the nature of systems solutions along with significant effects on involved stakeholders and society. Design and engineering practices with tools and perspectives, need therefore to evolve in accordance to the developments that complex, sociotechnical innovation challenges pose. There is a need for engineers and designers that can utilize fitting methods and tools to fulfill the role of a changemaker. Recognized successful practices include interdisciplinary methods that allow for effective and better contextualized participatory design approaches. However, preliminary research identified challenges in understanding what makes a specific method effective and successfully contextualized in practice, and what key competences are needed for involved designers and engineers to understand and adopt these interdisciplinary methods. In this proposal, case study research is proposed with practitioners to gain insight into what are the key enabling factors for effective interdisciplinary participatory design methods and tools in the specific context of sociotechnical innovation. The involved companies are operating at the intersection between design, technology and societal impact, employing experts who can be considered changemakers, since they are in the lead of creative processes that bring together diverse groups of stakeholders in the process of sociotechnical innovation. A methodology will be developed to capture best practices and understand what makes the deployed methods effective. This methodology and a set of design guidelines for effective interdisciplinary participatory design will be delivered. In turn this will serve as a starting point for a larger design science research project, in which an educational toolkit for effective participatory design for socio-technical innovation will be designed.
In recent years, ArtEZ has worked on a broadly supported strategic research agenda on the themes New Ecologies of Matter (ecological challenges), Social Equity (social-societal issues), (Un)Learning Practices (educational innovations) and (Non)CybernEtic Fabric (technological developments). Building on these strategic themes, the ArtEZ Research Collective as developed an international research strategy to become a valuable partner in the relevant Horizon Europe (HEU) areas of Environment, Industry and Social science and humanities. With its specific knowledge position and approach from arts and creativity, ArtEZ is convinced that it can play a distinctive role in European consortia to tackle various challenges in these areas, in particular from the perspective and research topics of the professorships Fashion and Tactical Design. To achieve its ambitions and goals in its targeted research topics, ArtEZ is convinced that a combination of international connections and local applications is key for successful impact. Building upon existing relations and extending the international research position requires extra efforts, e.g., by developing a strong international framework of state-of-the-art research results, impacts and ambitions. Therefore ArtEZ needs to (further) build on both its international network and its supportive infrastructure. With this proposal ArtEZ is presenting its goals and efforts to work on its international recognition as a valuable research partner, and to broaden its international network in cutting-edge research and other stakeholders. With regards to its supporting infrastructure, ArtEZ has the ambition to expand the impact of the Subsidy Desk to become a professional partner to the professorships. This approach requires a further professionalization and extension of both the Subsidy Desk organization and its services, and developing and complementing skills, expertise and competences to comply to the European requirements.
