Balancing processes of external contingency and internal P-O fit is amongst the challenges facing innovative HE institutions today. This multi-level case study presents findings from a research & development program targeted to investigate and improve organisational-, leadership- and employees’ capacities to design, select and develop the human capital necessary to meet the strategic demands. The R&D project is framed as a collective organisational learning strategy with continuous alternation of research, design, pilots and implementation activities. Work in progress till 2020. At present 25 strategic personnel plans are developed for degree programs and other organizational units, each of which is tailored to the strategic horizon and market of that specific organisational entity. Furthermore, instrumentation to run a strategic personnel planning process for knowledge institutions is developed transferable to other institutions. Finally, input is provided for the development of strategic HRM for career development & mobility, professionalisation, team development and resourcing strategy. https://www.hec2019.nl/108493/wiki/449361/programme-abstracts
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More than 25!years after Moore’s first introduction of the public value concept in 995, the concept is now widely used, but its operationalization is still considered difficult. This paper presents the empirical results of a study analyzing the application of the public value concept in Higher Education Institutions, thereby focusing on how to account for public value. The paper shows how Dutch universities of applied sciences operationalize the concept ‘public value’, and how they report on the outcome achievements. The official strategy plans and annual reports for FY2016 through FY2018 of the ten largest institutions were used. While we find that all the institutions selected aim to deliver public value, they still use performance indicators that have a more narrow orientation, and are primarily focused on processes, outputs, and service delivery quality. However, we also observe that they use narratives to show the public value they created. In this way this paper contributes to the literature on public value accounting.
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High-tech horticulture production methods (such as vertical farming, hydroponics and other related technology possibilities), combined with evolving market side possibilities (consumer’s willingness to pay for variety, food safety and security), are opening new ways to create and deliver value. In this paper we present four emerging business models and attempt to understand the conditions under which each business model is able to create positive market value and sustained business advantage. The first of these four models is the case of a vertically integrated production to retail operation. The second model is the case of a production model with assured retail/distribution side commitment. The third model deals with a marketing/branding driven production model with differentiated market positioning. Finally, the forth is a production model with direct delivery to the end-consumer based upon the leveraging of wide spread digital technology in the consumer market. To demonstrate these four business models, we analyze practical case studies and analyze their market approach and impact. Using this analysis, we create a framework that enables entrepreneurs and businesses to adopt a business model that matches their capabilities with market opportunities.
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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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Purpose: The purpose of this study is to find determinants about risk resilience and develop a new risk resilience approach for (agricultural) enterprises. This approach creates the ability to respond resiliently to major environmental challenges and changes in the short term and adjust the management of the organization, and to learn and transform to adapt to the new environment in the long term while creating multiple value creation. Design/methodology: The authors present a new risk resilience approach for multiple value creation of (agricultural) enterprises, which consists of a main process starting with strategy design, followed by an environmental analysis, stakeholder collaboration, implement ESG goals, defining risk expose & response options, and report, learn & evaluate. In each step the organizational perspective, as well as the value chain/area perspective is considered and aligned. The authors have used focus groups and analysed literature from and outside the field of finance and accounting, to design this new approach. Findings: Researchers propose a new risk resilience approach for (agricultural) enterprises, based on a narrative about transforming to multiple value creation, founded determinants of risk resilience, competitive advantage and agricultural resilience. Originality and value: This study contributes by conceptualizing risk resilience for (agricultural) enterprises, by looking through a lens of multiple value creation in a dynamic context and based on insights from different fields, actual ESG knowledge, and determinants for risk resilience, competitive advantage and agricultural resilience.
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From the article: "After 1993, the concept of strategic alignment is evaluated from the connection between IT and business to much broader definitions in which the connection between all business functions, horizontally and vertically, and later also with projects and stakeholders is mentioned. To achieve stategic alignment there must be a coordination between the strategy of organizations and those who contribute to the implementation of the strategy and the actual performance of an organization. This process is called Human Oriented Performance Management (HOPM). The HOPM model consists of four dimensions: strategy translation, information and visualization, dialogue and action orientation, and continues improvement and organizational learning. To measure the effect of strategic alignment a range of financial performance indicators are used. Based on a literature review this paper explores which financial performance indicators could be used to measure the effect of HOPM. The literature was selected over a period from 1996 – 2015. The research is not only focused on the top of the strategy map, but also on the cause-effect relationships in the strategy map. The underlying performance indicators in the strategy map can show on which figures the dialogue in the HOPM model about strategy implementation must be based. This dialogue is the input to action in which strategic alignment comes about. The goal of the research is to optimize this dialogue by looking for performance indicators that can show the effect of HOPM" The article is used for the course: 'corporate policy' minor MSMM (Masterclass Strategic Marketing Management).
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Knowledge valorisation is the transfer of knowledge from one party to another for economic benefit. The concept of valorisation is based on the underlying metaphor of KNOWLEDGE AS A THING. It is the same metaphor that makes it possible to talk about the value of knowledge. If knowledge is like a ‘thing’, then that ‘ thing’ must have a specific value. Value can be defined as the degree of usefulness or desirability of something, especially in comparison with other things, and is by definition subjective. Value is in the eye of the beholder. Any valuation method therefore needs to take into account this subjective nature by deliberately choosing the appropriate ‘standard of value’ (value to whom?) and ‘premise of value’ (value under what circumstances?). There are three ways to determine the value of something of which financial valuation is the most used. In turn financial valuation can be done using a cost approach, a market approach or an income approach. In most cases the income approach is the most appropriate. However, this approach requires a number of assumptions to be made; most of which are impossible to validate. The formulas that are used in the process can be intimidating to non-experts with the danger of disguising the inherent subjective and speculative nature of any valuation of knowledge as a ‘thing’.
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This book, originally published in Dutch, provides a uniquely practical approach to strategic marketing planning. Combining a comprehensive overview of theory with practice, each chapter takes the reader step by step through the strategic marketing process. Beginning with identifying the value proposition, it moves on to the situational analysis that underpins the corporate strategy, and finally details the overall implementation and creation of a customer and brand values. Applied Strategic Marketing equips the reader with the necessary tools and techniques to develop and deliver a thorough and effective marketing strategy (Routledge)
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Purpose: Corporate relocation is a rare event in the history of an individual company. The choices related to location, building and workplace constitute major long-term strategic decisions that determine the company’s future operating environment. However, business decision-makers often do not evaluate all the aspects of relocation before making relocation decisions. Thus, the purpose of this paper is to systemise the knowledge behind corporate relocation and the strategic qualities and impacts of these choices. Design/methodology/approach: This conceptual paper is based on a comprehensive literature review of 74 articles on the strategic qualities of short-distance corporate relocation of knowledge-intensive firms. Based on the review insights, a conceptual model of the strategic operational qualities for work environment selection is developed. Findings: This paper identifies three strategic layers of physical environment change, namely, location, building and physical work environment, which need to be considered when deciding to relocate. Corporate relocation affects a company through five operational qualities, namely, staff productivity, costs, employee retention and availability, operational changes and organisational culture. Practical implications: Relocation is a complex process for an individual company. Justifying choices based on direct costs can lead to unexpected changes in indirect costs for the company. This paper helps decision-makers understand the strategic importance of corporate relocation, identify relocation goals and plan successful relocation. Originality/value: This paper uses a strategy and organisation lens to provide a systematic overview and synthesis of the strategic qualities of short-distance corporate relocation of knowledge-intensive firms.
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Innovation in the 21st century has been moving continuously away from the model embraced in the last century, which was characterized as a profit-oriented and silo-targeted one. Currently, the logic is being driven towards “the social” sense and value of the transformation within the reality of complexity and the continuous necessity of designing and re-designing concepts towards sustainability of a different level. The underlying motive of innovation has been for long perceived as generating predominantly economic value. However, co-designing the society in the future is now being transformed into tackling social challenges in a multi-layered complexity scenario. Thus, there has been identified a need to find complementary ways to nurture innovation, generating social and public value based on interdependence and the emergence of interrelated and constantly networking actors.
MULTIFILE
