This paper presents four research projects on organizational innovation in the Netherlands. These projects are still in a design and theoretical investigation stage, but the authors find it useful to share their findings and insights with the research community in order to inspire them with their ideas and research agenda. In the paper four constructs are explored that focus on the human factor in organizations and that may have a positive influence on organizational innovation. Shared leadership: It is often thought that, for innovation, only one brilliant mind with a break-through idea in a single flash of enlightenment is needed. Recent research, however, shows that most innovations are the result of team-flow and sharing and alternating leadership tasks. Social Capital: through leadership and decision making, by influencing trust, respect and commitment, the organizations social capital and thus its innovative power is increased. External consultancy: deployment of external consultants will add to knowledge and skills necessary for innovation. IT and workflow management: if handled correctly, the human factor can add substantial quality to the design and use of IT in organizations. The paper shows that the way these constructs are managed is crucial in influencing and motivating members of an organization to attribute to innovation and make use of the facilities that are offered to them.
Although learning analytics benefit learning, its uptake by higher educational institutions remains low. Adopting learning analytics is a complex undertaking, and higher educational institutions lack insight into how to build organizational capabilities to successfully adopt learning analytics at scale. This paper describes the ex-post evaluation of a capability model for learning analytics via a mixed-method approach. The model intends to help practitioners such as program managers, policymakers, and senior management by providing them a comprehensive overview of necessary capabilities and their operationalization. Qualitative data were collected during pluralistic walk-throughs with 26 participants at five educational institutions and a group discussion with seven learning analytics experts. Quantitative data about the model’s perceived usefulness and ease-of-use was collected via a survey (n = 23). The study’s outcomes show that the model helps practitioners to plan learning analytics adoption at their higher educational institutions. The study also shows the applicability of pluralistic walk-throughs as a method for ex-post evaluation of Design Science Research artefacts.
LINK
In 2017, I introduced a new theoretical framework in Archival Science, that of the ‘Archive–as–Is’. This framework proposes a theoretical foundation for Enterprise Information Management (EIM) in World 2.0, the virtual, interactive, and hyper connected platform that is developing around us. This framework should allow EIM to end the existing ‘information chaos’, to computerize information management, to improve the organizational ability to reach business objectives, and to define business strategies. The concepts of records and archives are crucial for those endeavours. The framework of the ‘Archive–as–Is’ is an organization–oriented archival theory, consisting of five components, namely: [1] four dimensions of information, [2] two archival principles, [3] five requirements of information accessibility, [4] the information value chain; and [5] organizational behaviour. In this paper, the subject of research is component 5 of the framework: organizational behaviour. Behaviour of employees (including archivists) is one of the most complicated aspects within organizations when creating, processing, managing, and preserving information, records, and archives. There is an almost universal ‘sound of silence’ in scholarly literature from archival and information studies although this subject and its effects on information management are studied extensively in many other disciplines, like psychology, sociology, anthropology, and organization science. In this paper, I want to study how and why employees behave as they do when they are working with records and archives and how EIM is influenced by this behaviour.
Collaborative networks for sustainability are emerging rapidly to address urgent societal challenges. By bringing together organizations with different knowledge bases, resources and capabilities, collaborative networks enhance information exchange, knowledge sharing and learning opportunities to address these complex problems that cannot be solved by organizations individually. Nowhere is this more apparent than in the apparel sector, where examples of collaborative networks for sustainability are plenty, for example Sustainable Apparel Coalition, Zero Discharge Hazardous Chemicals, and the Fair Wear Foundation. Companies like C&A and H&M but also smaller players join these networks to take their social responsibility. Collaborative networks are unlike traditional forms of organizations; they are loosely structured collectives of different, often competing organizations, with dynamic membership and usually lack legal status. However, they do not emerge or organize on their own; they need network orchestrators who manage the network in terms of activities and participants. But network orchestrators face many challenges. They have to balance the interests of diverse companies and deal with tensions that often arise between them, like sharing their innovative knowledge. Orchestrators also have to “sell” the value of the network to potential new participants, who make decisions about which networks to join based on the benefits they expect to get from participating. Network orchestrators often do not know the best way to maintain engagement, commitment and enthusiasm or how to ensure knowledge and resource sharing, especially when competitors are involved. Furthermore, collaborative networks receive funding from grants or subsidies, creating financial uncertainty about its continuity. Raising financing from the private sector is difficult and network orchestrators compete more and more for resources. When networks dissolve or dysfunction (due to a lack of value creation and capture for participants, a lack of financing or a non-functioning business model), the collective value that has been created and accrued over time may be lost. This is problematic given that industrial transformations towards sustainability take many years and durable organizational forms are required to ensure ongoing support for this change. Network orchestration is a new profession. There are no guidelines, handbooks or good practices for how to perform this role, nor is there professional education or a professional association that represents network orchestrators. This is urgently needed as network orchestrators struggle with their role in governing networks so that they create and capture value for participants and ultimately ensure better network performance and survival. This project aims to foster the professionalization of the network orchestrator role by: (a) generating knowledge, developing and testing collaborative network governance models, facilitation tools and collaborative business modeling tools to enable network orchestrators to improve the performance of collaborative networks in terms of collective value creation (network level) and private value capture (network participant level) (b) organizing platform activities for network orchestrators to exchange ideas, best practices and learn from each other, thereby facilitating the formation of a professional identity, standards and community of network orchestrators.
The demand for mobile agents in industrial environments to perform various tasks is growing tremendously in recent years. However, changing environments, security considerations and robustness against failure are major persistent challenges autonomous agents have to face when operating alongside other mobile agents. Currently, such problems remain largely unsolved. Collaborative multi-platform Cyber- Physical-Systems (CPSs) in which different agents flexibly contribute with their relative equipment and capabilities forming a symbiotic network solving multiple objectives simultaneously are highly desirable. Our proposed SMART-AGENTS platform will enable flexibility and modularity providing multi-objective solutions, demonstrated in two industrial domains: logistics (cycle-counting in warehouses) and agriculture (pest and disease identification in greenhouses). Aerial vehicles are limited in their computational power due to weight limitations but offer large mobility to provide access to otherwise unreachable places and an “eagle eye” to inform about terrain, obstacles by taking pictures and videos. Specialized autonomous agents carrying optical sensors will enable disease classification and product recognition improving green- and warehouse productivity. Newly developed micro-electromechanical systems (MEMS) sensor arrays will create 3D flow-based images of surroundings even in dark and hazy conditions contributing to the multi-sensor system, including cameras, wireless signatures and magnetic field information shared among the symbiotic fleet. Integration of mobile systems, such as smart phones, which are not explicitly controlled, will provide valuable information about human as well as equipment movement in the environment by generating data from relative positioning sensors, such as wireless and magnetic signatures. Newly developed algorithms will enable robust autonomous navigation and control of the fleet in dynamic environments incorporating the multi-sensor data generated by the variety of mobile actors. The proposed SMART-AGENTS platform will use real-time 5G communication and edge computing providing new organizational structures to cope with scalability and integration of multiple devices/agents. It will enable a symbiosis of the complementary CPSs using a combination of equipment yielding efficiency and versatility of operation.
The textiles and apparel industry faces increasing regulatory pressure to reduce its negative environmental and social impact. A widely discussed strategy is to extend the active lifecycle of garments through durable, better quality clothing. Durability, however, is an ambiguous concept and a more complex understanding of durability is emerging that goes beyond material strength to notions of emotional, social and functional durability that live in consumers’ mindsets. Our understanding of durability and how it impacts product design, reuse, repair and recycling is limited and businesses find it difficult to incorporate durability into more sustainable and circular business models, particularly where there is also an element of degrowth or slow growth. Additionally, digital technologies, particularly for traceability and product information, are needed and require new organizational capabilities and change. Our project proposes to explore the concept of durability in the apparel and textiles industry, focusing on how various industry actors (e.g. fashion brands, designers, suppliers, consumers) define durability and how they incorporate it into commercially viable circular business models. Our proposal is timely in that local, national and EU research agendas are stimulating sustainable and circular transformation. Nationally, we address questions in the Nationale Wetenschaps Agenda (NWA-ORC), e.g. the call on the theme Ab-initio circular materials design that emphasizes an interdisciplinarity approach for circular redesign and includes aspects of socio-economic relevance, raw material innovations and digital tooling. On the EU level, policies, directives and regulations, so called New Industrial Strategies, are aimed at helping industry towards green and digital transformation. Our proposal is pertinent to the EU Strategy for Sustainable and Circular Textiles and the Transition Pathway for the Textiles Ecosystem. Calls in the near future offer opportunities for the consortium to access funding for continued research and industry collaboration.
