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Ensuring long-term knowledge continuity is a key challenge for organizations managing the long-cycle maintenance of complex infrastructure. This paper explores how agency-led research programs can support dynamic knowledge continuity within the Dutch Directorate-General for Public Works and Water Management (Rijkswaterstaat, RWS), particularly in relation to its storm surge barriers. The long-cycle maintenance of the storm surge barriers faces long redesign cycles which result in a challenging human capital development environment with regards to specialist knowledge domains. Current knowledge of complex barrier systems is of a distributed nature following several decades of intensive outsourcing. At present the agency is investing in research programs aimed to strengthen its knowledge in strategic areas. This article aims to add to the limited literature of leveraging research efforts for long term knowledge continuity in a distributed knowledge environment. The research was conducted using questionnaires and semi-structured interviews. Fourteen respondents comprise of active researchers, research supervisors, and research managers. Researchers acquire high levels of proficiency in critical engineering knowledge domains. This equates to the development of valuable human capital that flows from the program when researchers complete their projects. Researchers were found to be highly motivated to stay on and locally implement their findings or contribute to their domain of engineering knowledge. Results include nine ways in which the research programs contribute to long-term knowledge continuity, of which human capital development is the most important. The study further reveals that while research programs effectively cultivate deep technical expertise, their potential is underutilized due to limited follow-up employment opportunities and a lack of strategic alignment with staffing and insourcing. We argue that research-developed talent should be strategically integrated into local technical teams to strengthen RWS’s internal capabilities, foster standardization, and ensure preparedness for long-cycle maintenance and redesign challenges. Our findings inform both theoretical perspectives on dynamic knowledge management and practical strategies for asset-intensive public organizations.
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De beleidsuitdagingen in Nederland en Europa zijn fors: woningnood, economische groei, klimaat, geopolitiek en veiligheid. Wij werken graag mee aan de nadere uitwerking van het coalitieakkoord ‘Aan de Slag’. Wij zien dat de stimulering van biogrondstoffen ter vervanging van fossiele grondstoffen een essentieel onderdeel kan zijn van de oplossingen op al deze beleidsterreinen. Inzet van biogrondstoffen draagt bij aan versnelde woningbouw, innovatie en groei in Nederlandse focussectoren, lagere CO2-uitstoot en meer strategische onafhankelijkheid voor gevoelige grondstoffen. Wij pleiten voor de ontwikkeling van een Nederlandse interdepartementale strategie. In deze paper beschrijven we zowel de reikwijdte als de mogelijke onderdelen van zo’n strategie en bieden onze hulp aan.
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In this inaugural address, reflections on the transition towards a circular economy are shared, with a deliberate focus on human behaviour. This focus is intentional. According to the Intergovernmental Panel on Climate Change, behavioural changes could reduce global greenhouse gas emissions by as much as 40-70% relative to the baseline scenario projected for 2050. This represents a significant opportunity, provided we make a concerted effort! Research on positive tipping points further underpins this optimism. Positive tipping points occur when a series of relatively small changes collectively trigger a transformative shift within the system.
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Higher Education Institutions (HEIs) are increasingly recognized as strategic contributors to a sustainable society. Although sustainable procurement is widely acknowledged as a key mechanism for advancing sustainability goals, many HEIs encounter persistent barriers to its effective implementation. Within the academic research, sustainable procurement in HEIs is a largely overlooked topic. This study explores an often neglected perspective: the experiences of staff-level employees involved in procurement processes. Through focus group research conducted among staff members at five universities of applied sciences in the Netherlands, we identified barriers at the organizational and functional levels. Findings underscore the critical importance of (other) top management priorities, financial considerations and the lack of clear goals and guidelines for implementing sustainable procurement. Focus group participants identified the invisibility of sustainable procurement’s impact as a key challenge in generating buy-in and enthusiasm among colleagues. This invisibility is closely linked to difficulties in measurement and to inadequate monitoring systems. In addition, contract and supplier management appear to be blind spots within HEIs. Staff-level employees feel that they could greatly benefit from the experiences of peers in other institutions. The results of this study highlight untapped potential for advancement in both professional practice and academic research.
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This article analyses the innovative potential of Erasmus + Blended Intensive Programmes (BIPs) in aligning business and management education with the evolving expectations of employers and the global imperatives of responsible leadership. While the primary objective of this article is to provide empirical evidence on BIPs in promoting international academic engagement, it acknowledges that existing research on BIPs is limited in scope. Additionally, this paper aims to contribute to the advancement of responsible management education by examining how BIPs promote inclusivity and sustainability. Drawing on data from a student-centred survey with a total of 224 respondents, the study examines how BIPs foster innovative, inclusive, and internationally connected learning experiences. By capturing and analysing student perspectives, the research examines the impact of BIPs on key transversal and professional competences demanded by employers. Furthermore, the study explores how BIPs can drive the globalization of education and promote responsible management practices that support the UN Sustainable Development Goals, through accessible and resource-conscious international mobility. Findings reveal that BIPs can bridge gaps in equity and participation by lowering financial and logistical barriers, while cultivating international mindsets and social responsibility among students. This study provides a solid foundation for further research into BIP practices and impact.
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The fashion industry is among the most polluting sectors worldwide. Each year, more than 92 million tons of textile waste are generated globally, while the number of wears per garment continues to decline. In the Netherlands, on average a person owns approximately 173 clothing items, purchases about 46 new items annually, and leaves roughly 50 pieces unworn in their closet. Overconsumption not only intensifies environmental pressures, such as excessive water use and rising CO₂ emissions, but also perpetuates social injustices embedded in production chains. In response to these trends, the United Nations, through Sustainable Development Goal #12, calls for cleaner production processes as well as fundamental shifts in consumer behavior. Sustainable fashion has emerged as a key pathway toward change, promoting ethical production and alternative consumption models such as resale, rental, and recycling. Retailers, positioned to shape consumer behavior, play a pivotal role in this transition but continue to struggle against the convenience and low prices of fast fashion. The central research question addressed by this dissertation is: How can sustainable fashion retailers apply insights into socio-psychological predictors of sustainable fashion consumption in their marketing tactics to encourage uptake of sustainable fashion? This dissertation comprises four studies: i) a systematic literature review on socio-psychological predictors of sustainable fashion purchasing; ii) a qualitative study on the perceptions and marketing tactics of sustainable fashion retailers; iii) an analysis of how second-hand fashion retailers cater to Generation Z; and iv) an experimental study on the influence of referral rewards on Generation Z purchase behavior.
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Social entrepreneurs grow their enterprises while making do with what is at hand, which is the core principle of social bricolage. However, the extent to which social entrepreneurs enact social bricolage at different stages and how social bricolage is practiced in day-to-day operations in unexplored emerging economies have received little examination. Based on a thematic analysis of 19 interviews with social entrepreneurs in Kenya and Rwanda, we identified four types of social bricoleurs (i.e. social entrepreneurs who practice social bricolage): bootstrappers, hometown heroes, barrier breakers, and impact influencers. Each type reflects a social entrepreneurial stage, in which the dimensions of social bricolage are combined in different ways. Making do for social ends and social value creation are dominant for bootstrappers and hometown heroes. However, barrier breakers and impact influencers increasingly exercise refusal to be constrained, stakeholder participation, improvisation, and persuasion. Our findings contribute to a better understanding of social bricolage as a variable concept, thereby further refining social bricolage in social entrepreneurs’ daily operations across various stages and contexts of social enterprises.
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This chapter examines how Australian businesses operating in Singapore navigate digital transformation within the context of international operations. As digital technologies reshape the global business landscape, companies are increasingly leveraging tools such as cloud computing, artificial intelligence, and customer relationship management systems to improve their operations. Drawing on a literature review and a mixed-methods study – including survey data from 62 respondents and case studies based on interviews with six senior executives – this research identifies the key drivers, barriers, and impacts of digital transformation among Australian firms operating in Singapore. Findings reveal that digital technologies present significant opportunities for operational efficiency, product development and innovation, and data-driven marketing. However, firms also face substantial challenges, including striking a balance between human input and technological capabilities, securing financial and talent resources, addressing cybersecurity and information management concerns, and overcoming employee resistance. The role of leadership, organizational culture, and a supportive policy environment emerges as critical to enabling successful transformation. This chapter contributes to a deeper understanding of how traditional, nondigital-native multinational enterprises adapt their strategies in digital economies. The insights presented here offer practical implications for business leaders, policymakers, and scholars concerned with international digital strategy, talent development, and regulatory governance.
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Gen Z'ers - mensen geboren tussen 1997 en 2012 - besteden gemiddeld 6,5 uur per dag op hun smartphone, waarvan ruim de helft op sociale media. Sociale media zijn voor jongeren een belangrijke informatiebron geworden, ook op het gebied van financiën (AFM, 2025). Gen Z zoekt vaker financiële informatie via sociale media dan andere leeftijdsgroepen, maar dit is zeker niet hun enige informatiebron (Ruigrok, 2024; Kantar, 2025). In de praktijk raadplegen zij een breed scala aan kanalen. Uit onderzoek van Kantar blijkt dat 57% van de jongeren aangeeft de websites van financiële aanbieders te gebruiken en noemt 56% familie of vrienden als bron. Sociale media komen met 30% op de vijfde plaats, na online fora (36%) en vergelijkingssites (34%) (Kantar, 2025). Maar, jongeren hoeven echter niet actief te zoeken om financiële content tegen te komen. Vrijwel alle jongeren (98%) zien content van influencers over snel en makkelijk geld verdienen of besparen, simpelweg door hun aanwezigheid op sociale media (Wijzer in Geldzaken, 2024). Influencers die financiële onderwerpen bespreken worden ook wel 'finfluencers' genoemd. Met korte video's en persoonlijke berichten bieden zij een toegankelijke manier om financiële informatie te vergaren (Gerritsen et al., 2025). Toch raadpleegt slechts een kwart van Gen Z deze finfluencers bewust (23%) en beschouwt slechts een kwart hen als een betrouwbare bron (24%) (Kantar, 2025). De meerderheid volgt hen desondanks graag, ondanks twijfels over de betrouwbaarheid (NJi, 2024). Waar voorheen financiële kennis voornamelijk werd opgedaan via ouders, school of traditionele media, is er nu dus een nieuw landschap ontstaan waarin algoritmes en contentmakers medebepalen welke financiële boodschappen jongeren dagelijks te zien krijgen. Bestaand onderzoek naar dit fenomeen richt zich vooral op financiële producten zoals beleggen, crypto, verzekeringen en leningen. Maar financiële content op sociale media is breder: denk aan content over manieren om geld te verdienen, budgetteren of omgaan met schulden. Welke boodschappen jongeren via sociale media meekrijgen over dit type onderwerpen is nog nauwelijks onderzocht. Dit roept de vraag op welke financiële content jongeren bereikt via social media.
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Dit rapport analyseert de staat van circulair ondernemen in Nederland in 2025 vanuit een economisch en strategisch perspectief, op basis van de Circulaire volwassenheidsmeting (CVM) en interviews met publieke en private organisaties. 1. Van ecologische ambitie naar economische noodzaak Circulariteit ontwikkelt zich van een primair milieudoel tot een strategisch instrument voor economische weerbaarheid. De urgentie verschuift naar leveringszekerheid, grondstoffenschaarste, kostenbeheersing en risicoreductie. Organisaties zetten circulariteit steeds vaker in om concurrentiekracht en continuïteit te versterken, in plaats van uitsluitend vanuit intrinsieke motivatie. De resultaten van de Circulaire Volwassenheidsmeting bevestigen dat economische en geopolitieke motieven prominenter worden. Circulariteit is daarmee minder een idealistisch streven en meer een randvoorwaarde voor toekomstbestendig ondernemerschap. 2. Stijgende volwassenheid, beperkte executie De gemiddelde circulaire volwassenheid stijgt licht naar 2,86 uit 5 (+3% t.o.v. 2024). Vooral op strategie en producten dienstontwikkeling is vooruitgang zichtbaar. Ruim 80% van de ondervraagden geeft aan dat circulariteit stevig op de strategische agenda staat. De vertaalslag naar concrete implementatie met meetbare doelstellingen, uitgewerkte plannen en schaalbare verdienmodellen blijft echter achter. De focus ligt vooral op materiaalbehoud en levensduurverlenging; de omzetpotentie wordt nog onvoldoende benut. 3. Economische kansen erkend, systeemverandering nodig Bedrijven zien circulariteit steeds vaker als bron van concurrentievoordeel en kostenbesparing. Tegelijkertijd ervaren zij diverse barrières: investeringsonzekerheid, kennisgebrek, beperkte capaciteit, complexe regelgeving en onvoldoende marktvraag. Deze barrières overstijgen het individuele handelingsvermogen. Versnelling vraagt om samenhangende interventies vanuit overheid, markt en kennisinstellingen. Circulariteit is een systeemvraagstuk. 4. Regio als motor van versnelling De voortgang van circulariteit wordt sterk bepaald door het regionale ecosysteem. Omdat regelgeving en markten nog lineair zijn ingericht, is regionale samenwerking cruciaal. Het Rijk geeft richting, provincies verbinden en gemeenten scheppen randvoorwaarden. De uitvoeringskracht ontstaat echter in de regio, bij ondernemers en ketenpartners. Naarmate initiatieven volwassen worden, groeit ook de noodzaak om regio-overstijgend samen te werken, aangezien waardeketens niet aan regiogrenzen gebonden zijn.
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