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Until the recent outbreak of the COVID-19 pandemic, the growth of tourism had confronted many destinations with policy decisions that had impacted regional ecosystems and the quality of life of their resident population. To counter the threats driven by dominant tourism growth models, a number of tourism scholars have called for revisiting the philosophical foundation upon which tourism activities are developed. Informed by debates in philosophy and the wider social sciences, including tourism scholarship, this conceptual paper, therefore, suggests an alternative governance paradigm for tourism destinations, which is articulated in four propositions that reflect a new materialist perspective. These propositions are a monist post-anthropocentric ontology, a participatory epistemology, resilient forms of tourism and participation as methodologies, and social eudaimonia as societal value. The core argument presented in this paper is that the Anthropocene requires tourism destinations to espouse alternative governance approaches drawing from ideas emerging from new materialist scholarship.
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Corporate Social Responsibility affects Corporate Governance as it stretches the accountability of companies beyond its traditional boundaries. This however may conflict with the corporate objective of maximizing stockholder wealth. The paper provides an overview of various academic theories and corporate attitudes on this issue and discusses the merits and disadvantages of the two main governance modes: the stockholder mode and the stakeholder mode.
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In the midst of continuous health professions curriculum reforms, critical questions arise about the extent to which conceptual ideas are actually put into practice. Curricula are often not implemented as intended. An under-explored aspect that might play a role is governance. In light of major curriculum changes, we explored educators' perspectives of the role of governance in the process of translating curriculum goals and concepts into institutionalized curriculum change at micro-level (teacher-student). In three Dutch medical schools, 19 educators with a dual role (teacher and coordinator) were interviewed between March and May 2018, using the rich pictures method. We employed qualitative content analysis with inductive coding. Data collection occurred concurrently with data analysis. Different governance processes were mentioned, each with its own effects on the curriculum and organizational responses. In Institute 1, participants described an unclear governance structure, resulting in implementation chaos in which an abstract educational concept could not be fully realized. In Institute 2, participants described a top-down and strict governance structure contributing to relatively successful implementation of the educational concept. However it also led to demotivation of educators, who started rebelling to recover their perceived loss of freedom. In Institute 3, participants described a relatively fragmentized process granting a lot of freedom, which contributed to contentment and motivation but did not fully produce the intended changes. Our paper empirically illustrates the importance of governance in curriculum change. To advance curriculum change processes and improve their desired outcomes it seems important to define and explicate both hard and soft governance processes.
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This paper proposes an epistemological transition based on Edgar Morin's complexity paradigm to analyse authenticity in a complex tourism environment, avoiding fragmentation, and integrating relevant actors and relationships. The results show that storytelling is an important element of these tourism experiences, legitimising and unifying the authenticity of the experience and relating objects, social environment and individual experiences. The size of the tour groups and the rigidity of the itinerary were important elements for constructing authenticity. Tourists, service providers and government bodies all directly or indirectly participate as co-creators, making the perception of authenticity a constant negotiation between the elements of the experience and the actors involved in it.
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This paper examines the network governance approach of the Dutch Urban Envoy in the context of multilevel governance in the European Union. This paper aims to answer the research question on how the scope of network governance can explore the performance of the Dutch Urban Envoy. By analyzing network characteristics, such as legitimacy, actor-level properties, and network-level properties, this paper seeks to provide a nuanced understanding of the performance of the Dutch Urban Envoy. Drawing on previous research, this paper identifies the applicability and limitations of assessing network characteristics in understanding advocacy processes. The paper successfully visualizes the networks of the Dutch Urban Envoy and explores their roles and mandates, contributing to determining the added value of their position. However, the network governance approach has limitations in explaining the tangible successes and challenges of the Dutch Urban Envoy that cannot be directly attributed to their overall performance.
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Vertaling van Sturing en organisatie van ICT voorzieningen. This book deals with the topic ICT governance, management and organization. Basis of the book is the control paradigm. This paradigm makes a distinction between the organization and its governance. So first an ICT organzation is built up. The processes in the IT demand and IT supply organization are explained. After that with its governance and management is dealt with. The theories of Luftman, Weil, Willcocks, van der Pols etc. are incorporated. Methods as CMMI, ITIL, Cobit, BISL, ASL,MOF, eTOM, ISPL and Cobit are positioned, while standards like ISO27001 and ISO38500 is explained. (Out)sourcing,near shore (out)sourcing, on shore (out)sourcing and off shore (out)souring gets its place.
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Some organizations have faced serious obstacles for disseminating their data according to the Open Data requirements and characteristics, e.g., for everybody and any use. Often this is the case when the data is of low quality, has (potentially) sensitive information, or has non-interoperable data format and semantics. Not being able to (completely) satisfy the Open Data requirements may have made such organizations to appear incompliant with the ideals and objectives of Open Data, despite their full commitments and efforts for data opening. In this contribution we propose a new paradigm -- called Semi-Open Data paradigm -- in order to frame, acknowledge, and encourage such initiatives and efforts that strive along the Open Data objectives but do not comply with Open Data requirements completely due to some practical constraints. For the proposed Semi-Open Data paradigm we further present an assessment method to measure and categorize Semi-Open Data initiatives objectively. This method offers a better way to assess and reward the extent of organizations' efforts to meet the Open Data characteristics than the current method that checks whether all Open Data requirements are met or not (i.e., by making a binary decision).
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This article provides additional insight on the effectiveness of long-term value creation as a legally enforceable norm in the corporate governance system and provides a framework to anchor long-term value creation in takeover decisions. Since the 2008 financial crisis, a growing number of voices in the business world, government and academia, have urged Western economies to move towards a long-term sustainable growth agenda. Boards have a vital part to play in the development of responsible companies. Corporate governance should encourage boards to do so. This could be viewed as a reaction to the negative effects of capital markets and the resulting short-termism. One key method to encourage sustainable value creation in companies is by incorporating long-term value creation as an open norm in corporate governance systems. In the case of a hostile takeover, the risk of short-termism is exacerbated. As a guiding principle, long-term value (LTV) creation should prevent hostile takeovers that could harm the success of the company concerned. In this research paper, we argue that the recent shift in Dutch case law and revision of the Corporate Governance Code in the Netherlands may serve as an important catalyst for ‘sustainable’ takeover decisions. Through ground-breaking judgments by the Dutch Supreme Court and Enterprise Court, Cancun and Akzo Nobel, LTV has acquired the status of an enforceable norm. We investigated whether this legal norm is empirically substantiated. The research results allow us to make well-grounded statements about the effectiveness of enforcing LTV in future hostile takeover situations.
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Tourism growth, particularly in cities, is coming under increased scrutiny. However, even often visited cities appear to find it difficult to agree upon a strategy to limit tourism growth. The current paper investigates this issue by looking at the extent to which different stakeholders’ perspectives on tourism development align. Q-sort methodology is employed to find the main worldviews and the extent to which they are shared by stakeholders in similar roles (e.g. policymakers, industry, resident). Results point to the existence of five different worldviews, which differ in the extent to which tourism growth is desirable or problematic and whether resident participation is advantageous or counterproductive. Stakeholders have highly different worldviews, even those with similar roles, which may help explain the difficulty to change the tourism growth paradigm as they limit opportunities for generating new consensus-based collective solutions. If we accept that tourism development strategies are driven and informed at least in part by individual worldviews, it may be impossible to make ‘objective’ policy choices. Instead, it might be more useful to explore possibilities to allow stakeholders to express their worldviews to better understand what sustainable tourism development entails for different people at different places and moments in time.
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Open innovatie biedt vanuit strategisch management een denkrichting voor het creëren van een andere aanpak om oplossingen te bedenken voor uitdagingen. Voor bestuurders en toezichthouders kan dit nieuwe inzichten geven. Er is veel waardevolle kennis beschikbaar buiten het eigen bedrijf. Samenwerking met andere organisaties, klanten en toeleveranciers, biedt mogelijkheden voor verbetering van producten en diensten. Bestuurlijke vraagstukken die gepaard gaan met open innovatie worden in dit artikel uitgelicht met specifieke aandacht voor het organiseren van open innovatie in het voortgezet onderwijs (VO). Er zijn kansen voor schoolbesturen om de onderwijskwaliteit continue hoog te houden, juist met de uitdagingen van deze tijd.
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