This paper analyzes the institutional context of maintenance purchasing in higher education. It aims to provide insights into the institutional complexities of smart maintenance purchasing in higher education institutes. In a case study, six external institutional fields and two internal institutional logics are identified. They create two types of institutional complexities that impede innovation if not treated correctly. Three ways are discussed to deal with those institutional complexities, 1) negotiating institutional field boundaries, 2) creating new institutional logics and practices, and 3) implementing institutional changes.
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Research suggests that construction clients, as building owner-occupier, are struggling to implement smart maintenance. This thesis assumes that this is due to a failure to fully understand the institutional complexities of smart maintenance. Hence, the aim of this thesis was to improve our understanding of these complexities and to develop theoretical and practical knowledge on the professionalization of construction clients in commissioning smart maintenance through stewardship. Stewardship theory portrays managers and employees as collectivists, pro-organizational and trustworthy, and can be used for designing collaborations based on intrinsic motivation and trust. A first insight from this thesis relates to how institutional complexity in smart maintenance management (SMM) can be understood (study 1). Institutional complexity is defined as the combined effect of 15 interorganizational and intraorganizational tensions that are active simultaneously. A second insight from this thesis relates to the capabilities that construction clients need to address the institutional complexities of SMM and connect various institutional fields (study 2). Using data collected from four cases involving two construction clients, a framework with eight maturity dimensions, involving 23 sub-dimensions, has been developed and validated. The third insight from this thesis relates to the role of the purchasing function in commissioning smart maintenance and emerged from considering the service triad concept (study 3). The findings indicate that the service triad concept fails to provide sufficient detail to adequately describe the construction client’s role in SMM. Hence, the service triad is extended to a service hexad. Our fourth insight relates to intrapreneurial stewardship (study 4). A process model for change implementation through stewardship interventions has been developed and then evaluated in a case study. The process model combines constructs from stewardship theory with intrapreneurship concepts and describes how employees can be coached by leaders during periods of organizational change. Together, the insights from the four studies are synthesized in a framework for client-led innovation in SMM and describe how construction clients can increase SMM maturity in institutionally complex environments through stewardship.
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BACKGROUND: Limited research has examined what is actually done in the process of care by nursing staff in long-term institutional care. The applied instruments employed different terminologies, and psychometric properties were inadequately described. This study aimed to develop and test an observational instrument to identify and examine the amount of time spent on nursing interventions in long-term institutional care using a standardized language.METHODS: The Groningen Observational instrument for Long-Term Institutional Care (GO-LTIC) is based on the conceptual framework of the Nursing Interventions Classification. Developmental, validation, and reliability stages of the GO-LTIC included: 1) item generation to identify potential setting-specific interventions; 2) examining content validity with a Delphi panel resulting in relevant interventions by calculating the item content validity index; 3) testing feasibility with trained observers observing nursing assistants; and 4) calculating inter-rater reliability using (non) agreement and Cohen's kappa for the identification of interventions and an intraclass correlation coefficient for the amount of time spent on interventions. Bland-Altman plots were applied to visualize the agreement between observers. A one-sample student T-test verified if the difference between observers differed significantly from zero.RESULTS: The final version of the GO-LTIC comprised 116 nursing interventions categorized into six domains. Substantial to almost perfect kappa's were found for interventions in the domains basic (0.67-0.92) and complex (0.70-0.94) physiological care. For the domains of behavioral, family, and health system interventions, the kappa's ranged from fair to almost perfect (0.30-1.00). Intraclass correlation coefficients for the amount of time spent on interventions ranged from fair to excellent for the physiological domains (0.48-0.99) and poor to excellent for the other domains (0.00-1.00). Bland Altman plots indicated that the clinical magnitude of differences in minutes was small. No statistical significant differences between observers (p > 0.05) were found.CONCLUSIONS: The GO-LTIC shows good content validity and acceptable inter-rater reliability to examine the amount of time spent on nursing interventions by nursing staff. This may provide managers with valuable information to make decisions about resource allocation, task allocation of nursing staff, and the examination of the costs of nursing services.
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Accurate and reliable decision-making in the criminal justice system depends on accurate expert reporting and on the correct interpretation of evidence by the judges, prosecutors, and defense lawyers. The present study aims to gain insight into the judiciary's capability to assess the accuracy and reliability of forensic expert reports by first examining the extent to which criminal justice professionals are able to differentiate between an accurate (or sound) expert report and an inaccurate (or unsound) expert report. In an online questionnaire, 133 participants assessed both a sound and an unsound expert report. The findings show that, on average, participants were unable to significantly distinguish between sound and unsound forensic expert reports. Second, the study explored the influence of institutional authority on the evaluation of forensic expert reports. Reports that were not recognized as flawed—particularly those originating from well-known and reputable institutions—were subjected to less critical examination, increasing the risk of evaluation errors. These results suggest that the perceived institutional authority influences the assessment of forensic evidence. The study highlights the need for tools to support criminal justice professionals in evaluating forensic evidence, particularly when experts are unregistered. Recommendations include adhering to established quality standards, consulting counter-expert evaluations, improving courtroom communication, and enhancing forensic knowledge through training. Overall, the findings underscore the importance of critical evidence evaluation to reduce the risk of misinterpretation and wrongful convictions in the judicial process.
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In 2005 and 2006, almost sixty Dutch National Sport Federations (NSFs) participated in a special program for creating a marketing strategy for the next four years. This program was initiated and organized by NOC*NSF (the Dutch Olympic Umbrella Sports Organization). The NSFs had to joint the project to receive funds. For most of them it was the first time they seriously analyzed the market with the aim of developing new programs. The purpose of this paper is to explore to what extent Dutch NSFs are capable to change their structures to become more market oriented and more market responsive in order to write strategic plans. The changed structures are investigated using the "institutional theory" (Tolbert & Zucker, 1996) and are explained by exogenous (market context and institutional context) and endogenous (interests, values, power dependencies, and capacity for action) dynamics from the neo-institutionalist framework (Greenwood & Hinings, 1996). In 2005 NSFs were expected to be in a pre-institutionalized stage, i.e. they were supposed to develop new organizational structures in response to specific problems (Kikulis, 2000). Now, approximately 1½ years after finishing their strategies, the question arises whether they have reached the semi-institutional stage, i.e. whether the new structures or actions are diffused across organizations, yet still subject to change and whether old structures are yet eroding (Kikulis, 2000). Methods Studying the intended structural change of NSFs requires an in-depth study of their social reality and the reactions and interpretations of involved actors, including their applied meanings to certain situations. Greenwood & Hinings (1996) plead for detailed comparative case-studies when studying institutional changes. Therefore three NSFs has been selected: The Royal Dutch Korfball Federation (KorfFed); The Royal Dutch Billiards Federation (BillFed); and the Dutch Jeu de Boules Federation (JeuFed). These three federations differ on size, amount of housed sports, number of associated clubs, sorts of intermediary decision making bodies, employed FTE's, and more. Therefore it is expected that the tempo of institutionalization of the new, market oriented, structures, will differ among them. Sugden & Tomlinson (2002) developed a multi-method style of qualitative research for making sense of the deep, inside information below the surface of everyday life. They call it the "Brighton method. Applying the Brighton method for this research implies that the three cases will be studied with respect to their history, their present marketing actions, their results and the changes in their organization. In-depth interviews, document analysis (policy plans, marketing plans and more), and where possible observations and participations are used to create a critical and investigative view of the organizations in change. Results The KorfFed used the marketing program to further develop existing programs. Although the outcomes of these programs were not new, the program has opened the eyes of the president, director and staff members. They are now conscious of the urgency of a market orientation, and a marketing orientation (a marketing position has already been introduced), and they see opportunities in attracting non-competition playing korfball players. They have, however, not yet reached the phase of semi-institutionalization of the market oriented structures. This can be concluded from the following: - The organization still has an ad-hoc character; - Some board members still make decisions based on their own insights rather than on information from the professional part of the organization; - Decisions to start programs are still grounded on subsidy possibilities rather than on market possibilities. Interest dissatisfaction and power dependencies are the main dynamics that form barriers in the planned organizational change. The BillFed is a federation that covers four disciplines, i.e. pool, snooker, carom, and billiard 3 cushions. The federation used to act upon these four disciplines. The marketing program has made clear that the BillFed should act upon target groups instead of on these disciplines. Therefore, the federation created a vision to reach youth, young adults, as also elderly people. Carrying out this new vision requires a market orientated structure (focus on target groups) instead of an internal orientated structure (focus on discipline groups). This new vision is created on an upper level (general board together with professional staff) in the organization. This federation also introduced a professional marketing position. Unfortunately, the underlying layers remain slightly passive and are not willing to work along the new structures, which mean that the new structures have not been diffused across the whole organization. Interest dissatisfaction, value commitments and power dependencies are the problematic dynamics. The JeuFed used to have a strong competition and tournament (internal) orientation, while many jeu-de-boules players play the game just for fun. The marketing program has created the insight that the just-for-fun players are also an important target group. Hence, 3 projects are developed to make club membership more attractive for all jeu-de-boules players. Since the federation never worked with projects before, they just found out that implementing projects such as these requires new structures. The JeuFed has just arrived in the pre-institutionalized phase, still far away from the semi-institutionalized chapter. Power dependencies and a lack of capacity for change are influencing dynamics in this case. Discussion Although it is already 1½ years ago that Dutch NSFs finished their marketing program, in none of the described cases the new structures have reached the semi-institutional stage. These new structures or actions are not yet diffused across the organizations, and the old structures are not eroding. In all three cases another combination of endogenous dynamics are influencing the process of organizational change. Continuing research is needed to find out whether these federations will ever reach the next stage of institutionalization and which dynamics will play an important role.
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The literature on how organizations respond to institutional pressure has shown that the individual decision-makers’ interpretation of institutional pressure played an important role in developing organizational responses. However, it has paid less attention to how this interpretation ultimately contributes to their range of organizational decisions when responding to the same institutional pressure. We address this gap by interviewing board members of U.S. and Dutch hospitals involved in adopting best practices regarding board evaluation. We found four qualitatively different cognitive frames that board members relied on to interpret institutional pressure, and which shaped their organizational response. We contribute to the literature on organizational response to institutional pressure by empirically investigating how decision-makers interpret institutional pressure, by suggesting prior experience and role definition as moderating factors of multidimensional cognitive frames, and by showing how these cognitive frames influence board members’ response to the same institutional pressure.
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: To have sustainable societies, we need to accelerate the energy transition towards clean energy solutions, however, awareness and understanding of the process is still limited, especially among young people. In addition, the topichas mainly been approached from an engineering angle, ignoring the social challenges: lack of public support for solar farms and large wind turbines could stop the need to act. An optimal balance considering the point of view from all parties involved is out of sight without a focus on social structures and a dialogue among all parties. In this context, universities have a critical role to play: these institutions build capacity through the development of new knowledge, new understanding and new insights, and can therefore provide effective solutions to complex societal challenges. In search of innovative approaches to reach young people, whose communicative paradigm has become more interactive and participatory, the use of serious gaming in formal education is gaining attention among scholars and practitioners: they can foster skills and abilities, contribute to content development of complex issues by integrating insights from different disciplines, and permit learning experiences that are not possible in real life. In this paper, we introduce “We-Energy Game”, which aims to create understanding on the urgency and complexities in the provision of affordable energy from renewable sources for an entire town. During the game, players negotiate, from their respective roles, which energy source they want to employ and on which location, with the goal to make a village or city energy neutral. Then, we present findings from a pre-test and posttest completed by a hundred university students in The Netherlands to analyze the effects of the game on players awareness and understanding. Results reveal positive outcomes on awareness, as well as understanding of the complexity of energy transition and the importance (and difficulty) of collaboration among stakeholders.
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The purpose of the research was the development of a questionnaire that can measure the behaviour of groups of students (for instance departments' cohorts) in Personal Information Management (PIM). Variables for the questionnaire were derived from the international literature on PIM. The questionnaire has been tested out on 79 students (last year before graduation) from four different departments of the Academy of ICT&Media at The Hague University of Applied Sciences. The students' responses were checked on consistency, item non response, desirability bias and information value of the results. All these criteria indicated that the questionnaire is an adequate tool for the assessment of PIM at an institutional level. The results that have been found for the four departments have not yet been discussed with the managers of the Academy and those of the individual departments. [De hier gepubliceerde versie is het 'accepted paper' van het origineel dat is gepubliceerd op www.springerlink.com . De officiële publicatie kan worden gedownload op http://www.springerlink.com/content/n0h3k71u85024xnt/]
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This report presents research on success factors of learning communities with a case study of the Innovation Lab Hanze International Business Office (further – Innovation Lab HIBO) at Hanze University of Applied Sciences Groningen, the Netherlands. The research project is a part of the broader research programme on innovation of education and the success factors of learning communities carried on by a number of researchers at Hanze University of Applied Sciences Groningen (further – Hanze University AS).In answering the main research question on success factors of learning communities and, specifically, the Innovation Lab HIBO, two sub-questions were formulated: the first deals with school level expectations about the Innovation Lab HIBO, whereas the second explores what are the institutional expectations and guidelines regarding living labs at Hanze University AS. The research focus is on formalised expectations about the goals and outcomes of living labs, as attaining the established goals and outcomes would testimony a successful activity of a living lab. The factors that facilitate or determine whether the goalsand outcomes of living labs are achieved are therefore the success factors.The analysis of both school level expectations about the Innovation Lab HIBO and the institutional expectations and guidelines regarding living labs reveals a number of success factors, conditions, and preconditions. As these do not coincide, it is argued that finding the right balance between local, school level, expectations and the institutional goals is crucial for the successful performance of living labs. Another important factor for successful performance of the living lab and, specifically the Innovation Lab HIBO, is development of a learning community. This process would require strengthening of an open organisationalculture and facilitation of exchange of ideas and learning process.The research project was carried on in the period from February 1, 2020, till August 30, 2020. From September 2020 the follow up research is planned into operationalization of success factors, definition of performance criteria, performance evaluation, development of suggestions for improvement of performance, and development of a blueprint for the establishment of innovation labs.
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This article examines how artistic research practices challenge and reconfigure institutional approaches toresearch ethics. Focusing on the case of Performing Working —a doctoral project in the arts that was the first toundergo ethical review at the University of the Arts Utrecht —it investigates how forms of consent, researcherroles, and institutional responsibility are negotiated when research is processual, embodied, and collaborativelydeveloped.The article draws on a collaborative autoethnographic reflection involving the artist-researcher, a researchparticipant, and members of the ethics committee. Care ethics is used as a conceptual lens to analyse the ethicaldimensions of the case, foregrounding relationality, vulnerability, and attention to power. Rather than treatingethical approval as a one-off procedural hurdle, the analysis highlights ethics as an ongoing, situated practicethat unfolds through dialogue, friction, and mutual attunement.Artistic research is presented here as a ‘hard case’ that reveals structural frictions in existing review systems.At the same time, it offers alternative imaginaries and practices for dealing with complexity, uncertainty, and co-responsibility in research. While grounded in an artistic context, the article speaks to broader concerns inqualitative research methodology, particularly in fields that engage with lived experience, reflexivity, and sharedauthority. Ethics is reframed not merely as compliance, but as integral to how research is shaped, shared, andheld accountable across diverse domains.
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