This paper lays the groundwork for building a communication model that will help cultivate communities of practice through the use of strategic communications. Theoretical models describing communities of practice in organizational knowledge generation typically have three main actors; the individual, the community and the organization. These models usually mention the necessity for their interaction, but are never specific about how this should be done. Furthermore, there has been little research on how communication processes can affect the relationship between the three actors in the model. This paper proposes that the interaction between the community, the individual members of the community and the organization must be facilitated and promoted through specific strategic communications in order to guarantee the success of the community. Topics such as knowledge sharing, knowledge building and organizational learning are looked at through a communication perspective.
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It is important for the current small and medium sized companies to innovate and thereby still to be able to compete with the cheaper companies from the east. Within Fontys University a project has been started to develop an innovative education for its future curricula. More attention is paid to competence learning and 'learn to learn'-principles instead of cognitive learning. This has resulted in a so-called 'major-minor' system. In the Netherlands this system of education is commonly used at the Universities. The major, at Fontys, is a three-year primary education, which aims to develop the student's discipline. The minor are two education entities restricted, for the size of 30 ECTS, which students can choose. Within the Fontys University a study has started to develop a minor education on the topic "strategically decision-making on innovations in a SME". Fontys wants to train its students for this task in the SME, because it is assumed that many higher educated personnel will find work in the SME. Furthermore it is assumed that there is a growing need for higher educated personnel in possession of competences about strategic decision-making and implementing an innovative organisation. In the autumn of 2006, as a result of the present developments, a minor will be started on the topic 'strategically decision-making on innovations'. This paper describes the progress of the developments of the minor.
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Presented at the 14th 14th European Conference on Management, Leadership and Governance ECMLG 2018: From the article: "Abstract: Scientific literature and practices emphasize that organizations have to align their business strategies with their IT strategy. Strategic alignment of business with IT in organizations is not only a prerequisite for organizations to be successful or competitive but also positively influences IT effectiveness and leads to greater profitability. At the same time organizations have been struggling for a long time with the concept of strategic alignment. In this paper an enhanced concept of strategic alignment is given in such a way that organizations can practically use to align their business and IT. Based on scientific research in this study the existing concept of strategic alignment model, i.e. the relationship between business and IT, was enhanced by placing the discipline of information management between business and IT and thus making information management responsible for the alignment or linking of business with IT. This conceptually enhanced concept of strategic alignment was practically enhanced even further with the use of the Business information Service Library (BiSL) framework. This framework links business with IT on the strategically, managing and operational level of an organization. The BiSL process framework thus provides an description of the information management processes on the different levels of an organization that have to be implemented and carried out to achieve strategic alignment within an organization. With the support of three experts in the field of information management and BiSL, an enhanced Strategic Alignment Model was constructed. To validate this model 25 semi-structured interviews were conducted in eleven organizations. The results of these interviews show not only a strong and solid support for adding information management to the existing concept of strategic alignment but also indicate a strong and solid support for the use of the BiSL framework for implementing information management. These findings support the notion that the BiSL enhanced Strategic Alignment Model not only provides a conceptually enhanced strategic alignment model but also provides organizations with a concept of strategic alignment that organization can practically use to align their business with IT."
MULTIFILE
Globally, we face the urgent task of the transition to a climate neutral and circular society. Biobased materials are regenerative and add considerably less to the carbon stock in the atmosphere. Therefore they get high priority in several missions of the KIA theme “Energy transition and Sustainability”. In recent years significant progress has been made in biobased materials technology. In the “Circular Biobased Delta” region the Universities of Applied Sciences have grown into strong research partners in this field. However, successful business cases are few and society reacts only hesitantly. Accelerating the transition to biobased materials asks for a strategic move to a truly interdisciplinary collaboration. In response, in the Living Ecosystem programme, technological, economic and societal researchers from the three Universities of Applied Sciences (HZ, RUAS, Avans) join to form a core group. Together they will align and extend their research in shared topics such as biobased ingredients, circular building, and bioplastics. Around these topics, cross-sectoral communities within the existing regional ecosystem will be organised, connected and called upon to articulate interdisciplinary research projects and valorise the outcomes. The partners have different levels of achievement together forming a strong research group. They will share their experiences to collectively improve the volume, impact and quality of their research. In doing so they aim to become leaders within their separate disciplines and collectively evolve into an (inter)nationally recognised top-rank research community. The core group of researchers is assisted by a strong consortium, whose members represent the different topics and functions in the ecosystem. The consortium will advise the core group in defining and valorising their research. The regional ecosystem already hosts many “field labs”. The programme aims to create focus in their utilisation for an impactful programme of development, education and communication activities.
