Op 20 januari 2022 sprak mr. dr. Bart Wernaart zijn lectorale rede “Building value-based technology together" uit. Aansluitend werd Bart geïnstalleerd als lector Moral Design Strategy binnen Fontys Hogeschool Economie en Communicatie. Op deze website een verslag van alle onderdelen van die dag.
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John Lewis Gaddis doceert militaire- en politieke strategie aan de Yale University en wordt gezien als de meest vooraanstaande historicus over de Koude Oorlog. In zijn recente studie over Herodotus, Sun Tzu, Von Clausewitz en andere grote strategen probeert de Amerikaan uiteen te zetten waarom bepaalde leiders succesvol waren en andere niet. Wat vergt een geslaagde Grand Strategy? https://spectator.clingendael.org/nl/publicatie/wie-zijn-de-beste-strategen LinkedIn: https://www.linkedin.com/in/martijn-lak-71793013/
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World globalisation drives companies to undertake international expansion with the aim of retaining or growing their businesses. When companies globalize, managers encounter new challenges in making international marketing strategy (IMS) decisions, which are influenced by perceived cultural and business distance between their home- and foreign country. Telkom Indonesia International (Telin) was formed by Telkom Indonesia (i.e. the state-owned company in the telecommunication industry in Indonesia) to engage in international business within a global market. The central question in this study is to what extent do managers’ perceived cultural and business distance between home- and foreign country influence their IMS decisions? A mixed research strategy will be employed by applying qualitative and quantitative methods concurrently. The data collection will involve interviews with CEOs and managers, alongside a web survey to 55 managers of Telkom's. Results suggest important consequences for IMS decisions and emphasizes the need for dialogue on perceptions of cultural and business characteristics of countries.
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All social media should have a sticker saying 'Don't Jump for the Tool!' While it is tempting 'to use Twitter', the choice of a medium like Twitter cannot be seen in isolation of strategic goals, instruments and expected results, i.e. a communication strategy. We designed a board game, called the Media Strategy Game, which makes professionals aware of the choices and opportunities involved in developing a communication strategy. By playing the game, assumptions about objectives and results are made explicit and awareness is created for the activities needed to achieve objectives. The game therefore serves to stimulate discussions, provides insights for the development of an efficient media policy, and helps to create consensus. While designed for professionals who need to communicate a message inside or outside of an organization, it has also proved very valuable in trainings and in higher education. Recently a workbook has been added to the board game that helps professionals to formulate their communication strategy by providing 16 hands-on models for business strategy, business modelling, leveraging tools and formulating indicators to measure impact.
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Background: Interprofessional collaboration (IPC) among health and social care providers is crucial to effectively implement community-based fall prevention. Several factors hinder successful and sustainable IPC, highlighting the need to both design and evaluate context-specific implementation strategies. However, there remains a fundamental gap in the detailed description and evaluation of such strategies. Therefore, this study aims to (1) monitor the implementation process over time and (2) evaluate the impact of a multifaceted implementation strategy aimed at improving interprofessional collaboration among health and social care professionals in community-based fall prevention. Methods: This study was conducted in two districts and one municipality in the Netherlands. We conducted a longitudinal mixed-methods study with a convergent design, emphasizing qualitative methodology. Over 24 months, qualitative (focus groups and regular meetings) and quantitative (questionnaires) data were collected semi-annually from three working groups of health and social care professionals (HSCPs). Qualitative and quantitative data were initially analyzed separately, followed by an integrated analysis for comprehensive insights on themes influencing the implementation process and the impact of the strategy on IPC and implementation outcomes. Results: In total, 32 HSCPs originating from three communities participated in this study. Monitoring and evaluation of the multifaceted implementation strategy revealed four overarching themes: (1) “Network building”, including aspects and activities that contribute to network building; (2) “Team dynamics”, referring to interactions within the working groups; (3) “Coordination”, addressing the coordination of implementation and establishment of protocols and work flows; and (4) “Implementation dynamics” highlighting aspects that influence the implementation process and outcomes. Conclusions This study identified four key themes influencing the implementation process and impact of a multifaceted implementation strategy aimed at improving IPC among HSCPs in community-based fall prevention: network building, team dynamics, coordination and implementation dynamics. Monitoring and evaluation are crucial.
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This study investigated temporal changes in movement strategy and performance during fatiguing short-cycle work. Eighteen participants performed six 7-min work blocks with repetitive reaching movements at 0.5 Hz, each followed by a 5.5-min rest break for a total duration of 1 h. Electromyography (EMG) was collected continuously from the upper trapezius muscle, the temporal movement strategy and timing errors were obtained on a cycle-to-cycle basis, and perceived fatigue was rated before and after each work block. Clear signs of fatigue according to subjective ratings and EMG manifestations developed within each work block, as well as during the entire hour. For most participants, timing errors gradually increased, as did the waiting time at the near target. Changes in temporal movement strategy were negatively correlated with changes in the level and variability of EMG, suggesting that an adaptive temporal strategy offset the development of unstable motor solutions in this fatiguing, short-cycle work.Practitioner Summary: Sustained performance of operators is essential to maintain competitiveness. In this study of repetitive work, participants gradually changed their temporal movement strategy, for possibly alleviating the effects of fatigue. This suggests that in order to effectively counteract fatigue and sustain performance, industrial production should allow extensive spatial and temporal flexibility.
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The transition towards more sustainable business practices requires the changing of products, services, processes, policies and resources of organizations. Acknowledging the role projects play in these changes, the concept of sustainability should be integrated in the way projects are selected, prioritized, performed, managed, governed and evaluated. This requires the integration of sustainability in the organizational strategy, project portfolio management and project management. However, studies on sustainability in business describes the application of the concepts of sustainability mostly on the above-mentioned level in isolation, with little or no attention to the linkages between the strategy, portfolio and project levels. A conceptual framework is presented indicating the interlinking practices of integrating sustainability into the organizational strategy, project portfolio management and project management. From this framework, empirical studies can be developed, and guidance is provided for organizations that aim to improve this integration and thereby embedding the deeper implementation of sustainability into their policies and practices.
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Aligning business and IT strategy is a prominent area of concern. Organizations that successfully align their business strategy and their IT strategy, outperform their non-aligned peers (Chan et al., 1997). This chapter explores the relationship between business strategy, IT strategy and alignment capability. We found that each business strategy can be supported by all IT strategies, but that certain combinations provide a better fit than others. Regarding business strategy and alignment capability we found no conclusive relationship. Regarding the relationship between IT strategy and alignment capability however a clear relationship appeared. We explored this relationship further in a dual case study of two organizations having distinctly different IT strategies. One organization sees IT as an enabler for the business processes with mainly an internal impact, whereas the other organization IT sees as a driver for business innovation that can create competitive advantage in the market place. Based upon an assessment of their alignment capabilities we found that the company with the innovative IT strategy scored a distinctly higher alignment capability than the company with the essential IT strategy. Although this conclusion may not be surprising, it provides further evidence for the statement that a more progressive IT strategy pairs with a better alignment of business and IT.
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Purpose: Law enforcement may require police officers to inhibit intuitive responses to high threat and thereby affect their emotional reaction and operational effectiveness. Upon this premise, the current study reports two experiments which compare the impact of two relevant shot execution strategies on police officers’ shooting performance under high threat, including (1) fire at an armed assailant and then step away from the assailant's line of fire (‘fire-step’) or (2) step away from the assailant's line of fire and then fire (‘step-fire’). Method: In Experiment 1, 15 experienced police officers performed both shot execution strategies against a stationary assailant who occasionally shot back with coloured soap cartridges (high threat), while we measured their state anxiety, movement times and shot accuracy. In Experiment 2, the same 15 officers remained stationary and fired at the assailant who now performed both shot execution strategies in random order, thereby providing an indication of the risk (i.e., chance to get hit) associated with performing either strategy. Results: Experiment 1 showed that officers preferred using the step-fire strategy and that using this strategy resulted in lower levels of anxiety, increased time for aiming and more accurate shooting than the fire-step strategy. Experiment 2, however, indicated that the step-fire strategy also increases one's chance of getting hit. Conclusions: Findings suggest that inhibition of preferred responses under high threat (as in the fire-step strategy) may increase state anxiety and negatively affect shooting performance in police officers. Future work is needed to reveal underlying mechanisms and explore implications for practice.
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Workpackage 8.1 of the IANOS project is dedicated to developing a community engagement strategy that can be applied in the use cases on the lighthouse islands (Ameland and Terceira) and the fellow islands (Lampedusa, Nisyros and Bora Bora). This report is the deliverable of WP8.1.Within this report an approach to designing a community engagement strategy is formulated that is rooted in scientific research and enriched by best practices from the light house islands and fellow islands.The report describes a general approach to designing a community engagement strategy, that consists of three parts. The first part is dedicated to assessing the situation and project that the community engagement strategy is dedicated to. It describes several factors that are rooted in literature on community engagement and psychological theories. Thesefactors should be assessed in order to be able to design an effective community engagement strategy. The results of this assessment will be used in the second part of the general approach, which describes a method for designing a community engagement strategy. This method is rooted in community engagement literature and draws heavily on some earlier EU projects. The method describes about ten items that together constitutethe strategy and that encompass all relevant issues that need to be addressed in designing community engagement. Finally, the third part of the general approach, describes the way the method and the assessment can be applied in a methodic and robust way. Although the general method is described as a theoretically based approach, it is substantiated not only by theoretical studies, but also by many reports on practical application of various community engagement efforts. In addition to that, all participantsfrom the islands have identified some best practices on community engagement from their own region and/or experience. These best practices are analysed according to the method of meta-analysis. The information from this meta-analysis is used to check the suitability of the general approach and leads to emphasizing those aspects of the approach that are identified as more important within the best practices.
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