Train today’s students for tomorrow’s jobs and let today’s professionals develop themselves alongside the progress in their field - these are the two most urgent demands we need and want to meet in vocational education. However, the world is changing so rapidly that the focus of Universities of Applied Sciences (UAS) only on the design of initial education is no longer enough. Education must connect with industry, governments, NGOs and population in a more intensive and permanent manner.In the Northern Netherlands, in particular in the city of Groningen, higher and secondary vocational education are aware of this urgency. Therefore, knowledge institutions have innovatively developed formal partnerships with industry, governments, population and social organisations in their field. What stands out most is the cooperative model in which education institutions, local governments, citizens and entrepreneurs steadily collaborate within a single organisation, a new type of company. This is a business model where education and research cooperate with hundreds of companies, civil society organisations and social organisations in the city and the region. Each level has its own form: a Regional Cooperative for the region and a Community Cooperative for the neighbourhood. In this brochure we would like to introduce you to these forms of collaboration.
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Proper decision-making is one of the most important capabilities of an organization. Therefore, it is important to have a clear understanding and overview of the decisions an organization makes. A means to understanding and modeling decisions is the Decision Model and Notation (DMN) standard published by the Object Management Group in 2015. In this standard, it is possible to design and specify how a decision should be taken. However, DMN lacks elements to specify the actors that fulfil different roles in the decision-making process as well as not taking into account the autonomy of machines. In this paper, we re-address and-present our earlier work [1] that focuses on the construction of a framework that takes into account different roles in the decision-making process, and also includes the extent of the autonomy when machines are involved in the decision-making processes. Yet, we extended our previous research with more detailed discussion of the related literature, running cases, and results, which provides a grounded basis from which further research on the governance of (semi) automated decision-making can be conducted. The contributions of this paper are twofold; 1) a framework that combines both autonomy and separation of concerns aspects for decision-making in practice while 2) the proposed theory forms a grounded argument to enrich the current DMN standard.
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This book fills an important gap in the sport governance literature by engaging in critical reflection on the concept of ‘good governance’. It examines the theoretical perspectives that lead to different conceptualisations of governance and, therefore, to different standards for institutional quality. It explores the different practical strategies that have been employed to achieve the implementation of good governance principles. The first part of the book aims to shed light on the complexity and nuances of good governance by examining theoretical perspectives including leadership, value, feminism, culture and systems. The second part of the book has a practical focus, concentrating on reform strategies, from compliance policies and codes of ethics to external reporting and integrity systems. Together, these studies shed important new light on how we define and understand governance, and on the limits and capabilities of different methods for inducing good governance. With higher ethical standards demanded in sport business and management than ever before, this book is important reading for all advanced students and researchers with an interest in sport governance and sport policy, and for all sport industry professionals looking to improve their professional practice.
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Project rondom NEXT Governance. 80 bewoners van het nationaal landschap Middag-Humsterland stelden in 2017 een visie op, die ze vervolgens in vijf werkgroepen (onder begeleiding van het Lectoraat Duurzaam Coöperatief Ondernemen) zelf tot realisatie brengen. gebiedsontwikkeling, coöperatief, next governance, Project rondom NEXT Governance. 80 bewoners van het nationaal landschap Middag-Humsterland stelden in 2017 een visie op, die ze vervolgens in vijf werkgroepen (onder begeleiding van het Lectoraat Duurzaam Coöperatief Ondernemen) zelf, coöperatief, tot realisatie brengen. Tegelijkertijd werkt de regio zo zelf aan onderwerpen als 'energietransitie binnen het landschap', 'regiomarketing', 'leefbaarheid', 'nieuwe verdienmodellen voor boeren'. In totaliteit zijn er momenteel meer dan 100 mensen in het gebied betrokken bij de ontwikkelingen.
