A culture change within an organization may be of importance in this turbulent world. An assessment of the current and desired cultural profiles can help estimate as to whether any changes are required. In this study the organizational culture of a housing association was examined from both the staff’s and external stakeholders’ perspectives. How does the current culture compare with the desired culture? Do the external stakeholders perceive the organization’s culture in a similar way? Do the staff’s and external stakeholders’ perceptions coincide with the organization’s intended image? The results demonstrate that the external stakeholders’ perceptions of the organizational culture in this case study are similar to those of the organization’s staff.
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Over the past forty years, the use of process models in practice has grown extensively. Until twenty years ago, remarkably little was known about the factors that contribute to the human understandability of process models in practice. Since then, research has, indeed, been conducted on this important topic, by e.g. creating guidelines. Unfortunately, the suggested modelling guidelines often fail to achieve the desired effects, because they are not tied to actual experimental findings. The need arises for knowledge on what kind of visualisation of process models is perceived as understandable, in order to improve the understanding of different stakeholders. Therefore the objective of this study is to answer the question: How can process models be visually enhanced so that they facilitate a common understanding by different stakeholders? Consequently, five subresearch questions (SRQ) will be discussed, covering three studies. By combining social psychology and process models we can work towards a more human-centred and empirical-based solution to enhance the understanding of process models by the different stakeholders with visualisation.
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In onderhavig rapport wordt verslag gedaan van de resultaten van de interviews, die in de maart en april 2011 gehouden zijn door leden van het managementteam van Onderwijs en Opvoeding. In het onderzoek is antwoord gezocht op de onderzoeksvraag: “Welke externe ontwikkelingen zien belangrijke stakeholders van Onderwijs en Opvoeding voor het domein en welke aanbevelingen doen zij voor de verdere ontwikkeling van het domein?”. Deze onderzoeksvraag is beantwoord door drie onderzoeksvragen te beantwoorden. “Welke externe ontwikkelingen die relevant zijn voor Onderwijs en Opvoeding worden genoemd door stakeholders van Onderwijs en Opvoeding?”. De stakeholders geven aan ontwikkelingen te zien in het werkveld, de lerarenopleidingen, en de opleiding Pedagogiek, de maatschappij en de politiek. Hierbij wordt genoemd dat de taken en rollen van leraren veranderen en dat nieuwe leraren onvoldoende hierop worden voorbereid. De vergrijzing van het leraarschap legt druk op het onderwijs en op de realisatie van de maatschappelijke behoefte aan flexibelere school- en vakantietijden. “Welke consequenties hebben deze ontwikkelingen volgens de stakeholders voor Onderwijs en Opvoeding?” Door de stakeholders wordt aangegeven dat de genoemde ontwikkelingen consequenties hebben voor de organisatie van het domein, voor de curricula van de lerarenopleidingen en voor de lerarenopleiders. Om in te spelen op de ontwikkelingen wordt aanbevolen de interne en externe communicatie te verbeteren, de curricula op de lerarenopleidingen aan te passen aan de vraag van het werkveld en nieuwe samenwerkingsverbanden met diverse spelers uit het veld aan te gaan. “Welke aanbevelingen geven stakeholders voor de verdere ontwikkeling voor Onderwijs en Opvoeding? ” De stakeholders bevelen aan vanuit een voorbeeldfunctie diversiteit onder het eigen personeel te stimuleren en ondernemende mensen aan te trekken, te werken aan een duidelijke profilering van het domein en te werken aan een echte lerarencultuur binnen de lerarenopleidingen waarbij er les gegeven wordt zoals de lerarenopleiders wensen dat de studenten dat zelf ook gaan doen en studenten actief te betrekken bij de opleidingen. De door de geïnterviewde stakeholders genoemde ontwikkelingen en aanbevelingen zijn primair gericht op de lerarenopleidingen, inclusief de Pabo. Opmerkingen specifiek voor Pedagogiek worden niet gemaakt. Omdat een aantal geïnterviewde stakeholders benaderd is vanwege hun pedagogische kennis, gaan we ervan uit dat de door hen gemaakte opmerkingen ook betrekking hebben op de opleiding pedagogiek. De door de stakeholders genoemde ontwikkelingen hebben grotendeels betrekking hebben op het primaire proces, het onderwijs aan Onderwijs en Opvoeding. Consequenties voor de organisatie van het domein worden hieraan verbonden. Het andere primaire proces van Onderwijs en Opvoeding, het verrichten van praktijkonderzoek, is nauwelijks onderwerp van bespreking geweest. Geconcludeerd wordt dat het houden van interviews met stakeholders gezien kan worden als een belangrijke stap in het realiseren van afstemming tussen opleiding en werkveld. Op basis van de interviews wordt aanbevolen de studenten breed te scholen, bewust te blijven van de consequenties van de veranderende rol van de leraar voor de lerarenopleidingen en actief in te blijven zetten op het verzamelen, produceren en uitzetten van kennis ten behoeve van het veld en het domein. Het door Onderwijs en Opvoeding verrichte praktijkonderzoek kan hierin nadrukkelijker gepositioneerd worden
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Purpose: Using the global financial crisis as a critical event and based on institutional theory and stakeholder theory, this paper aims to explore the relationship between corporate governance and corporate social responsibility (CSR). The question is how stakeholders can influence corporate responses to societal change by using their position in the governance structure. Design/methodology/approach: The analysis is based on a historical analysis of data collected mainly between 2002 and 2004. The historical perspective enables an understanding of the response of the company to environmental changes. Findings: The approach enables researchers to relate the normative component of CSR to specific governance mechanisms. These governance mechanisms are specified in direct and indirect influence pathways. Historical data shed light on how, in the upbeat of the crisis, stakeholders have influenced the principles and policies of the ING Group, a Dutch financial company. Research limitations/implications: The paper suggests that stakeholders influence principles – normative assumptions that guide corporate decisions – mainly in dialogue-based meetings (direct influence pathways). Companies are made accountable in indirect influence pathways such as regulations. The author also demonstrates that a historical approach enables an understanding of long-term historical developments and the linking of corporate policies to the normative assumptions of stakeholders. Practical implications: If stakeholders wish to assess the social responsibility of a company, then they should assess the governance structure in relation to the principles and policies. The power structure within a company and that within the institutional framework in which the company operates (the governance system) strongly influences how a company executes its social responsibilities. Social implications: The paper demonstrates how stakeholders can use the governance structure to influence a bank. If society – or a specific group in society – wants banks to play a different role, this paper points to what could be the levers of change in the governance system and the governance structure. Originality/value: Insights into the complex relationship between corporate governance and the processes in which the social responsibilities of a company are developed.
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Purpose – This study aims to investigate the tourism stakeholders’ opinions about developing smart tourism(ST) in the West Bank, Palestine. This research fulfils intriguing gaps in the literature on stakeholders’perceptions and views on developing ST in the West Bank, Palestine.Design/methodology/approach – The research study employed a qualitative methodology using semi-structured interviews with nineteen respondents. All data collected were in April and May 2022.Findings – The findings show that the understanding of ST-related stakeholders in the West Bank is mainlylinked to information communication and technology, digitalisation, and online use of technology within thetourism industry. Moreover, the results show the high potential of developing the ST industry in the WestBank. However, this study revealed that challenges could affect the West Bank’s development at differentlevels, such as managerial, technological, awareness, public sector restrictions, infrastructural, financial andpolitical challenges.Research limitations/implications – This research has some shortcomings. The first restriction of thisstudy was the political restrictions and the checkpoints, which limited the reach of some of the participants whoreside in Jerusalem or other cities outside of the West Bank, which delayed the time of the interviews orconverted it to be done through a digital platform. Secondly, the sample of this study was small in tourismstakeholders in the West Bank.Originality/value – To the author’s knowledge, this paper is the first on ST from the stakeholders’perspectives. Therefore, this study has set the first step in closing the existing gap in the literature.
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This paper proposes a new framework for the production and development of immersive and playful technologies in cultural heritage in which different stakeholders such as users and local communities are involved early on in the product development chain. We believe that an early stage of co-creation in the design process produces a clear understanding of what users struggle with, facilitates the creation of community ownership and helps in better defining the design challenge at hand. We show that adopting such a framework has several direct and indirect benefits, including a deeper sense of site and product ownership as direct benefits to the individual, and the creation and growth of tangential economies to the community.
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The purpose of this study is to provide a better insight into the impact of rebranding on stakeholders; the case for this study is the rebranding of the Hotel Management School (HMS). This research has explored how the stakeholders have experienced rebranding and how the rebranding has affected the brand identity, image and loyalty. A qualitative research method was used and data was gathered conducting semi-structured, face-to-face interviews with the students, staff and industry partners. The data illustrates that due to effective internal communication the employees were not affected by the rebranding. Nevertheless, the brand identity, image and loyalty did not have the same effect on the students and industry partners. Thus, it is recommended that HMS pay more attention to improving the communication, rebuilding and expansion of the brand identity.
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Buildings with innovative technologies and architectural solutions are needed as a means of support for future nursing homes alongside adequate care services. This study investigated how various groups of stakeholders from healthcare and technology envision the nursing home of the future in the presumed perspective of residents, care professionals and technical staff. This qualitative study gathered data via ten simultaneous monodisciplinary focus group sessions with 95 professional stakeholders. The sessions yielded eight main themes: person and well-being; relatives and interaction; care technology; safety and security; interior design, architecture and the built environment; vision and knowledge; communication; and maintenance and operation. These themes can be used for programming future nursing homes, and for prioritising design and technological solutions. The views between the groups of stakeholders are to a large extent similar, and the personal needs of the residents are the most prominent factor for practice.
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The 'implementation' and use of smart home technology to lengthen independent living of non-instutionalized elderly have not always been flawless. The purpose of this study is to show that problems with smart home technology can be partially ascribed to differences in perception of the stakeholders involved. The perceptual worlds of caregivers, care receivers, and designers vary due to differences in background and experiences. To decrease the perceptual differences between the stakeholders, we propose an analysis of the expected and experienced effects of smart home technology for each group. For designers the effects will involve effective goals, caregivers are mainly interested in effects on workload and quality of care, while care receivers are influenced by usability effects. Making each stakeholder aware of the experienced and expected effects of the other stakeholders may broaden their perspectives and may lead to more successful implementations of smart home technology, and technology in general.
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Technology and architectural solutions are needed as a means of support in future nursing homes. This study investigated how various monodisciplinary groups of stakeholders from healthcare and technology envision the nursing home of the future and which elements are necessary for its creation. Moreover, differences in needs and interests between the various stakeholders were considered. This qualitative study gathered data via 10 simultaneous sticky note brainstorm sessions with 95 professional stakeholders, which resulted in 1459 quotes in five categories that were clustered into themes and processed into word clouds. The stakeholders prioritized the needs of the resident and placed the most importance on the fact that a nursing home is primarily a place to live in the final stages of one's life. A mix of factors related to the quality of care and the quality of the built environment and technology is needed. Given the fact that there are differences in what monodisciplinary groups of stakeholders see as an ideal nursing home, multidisciplinary approaches should be pursued in practice to incorporate as many new views and stakeholder needs as possible.
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