The Dutch greenhouse horticulture industry is characterized by world leadership in high-tech innovation. The dynamics of this playing field are innovation in production systems and automation, reduction in energy consumption and sharing limited space. However, international competitive advantage of the industry is under pressure and sustainable growth of individual enterprises is no longer a certainty. The sector's ambition is to innovate better and grow faster than the competition in the rest of the world. Realizing this ambition requires strengthening the knowledge base, stimulating entrepreneurship, innovation (not just technological, but especially business process innovation). It also requires educating and professionalizing people. However, knowledge transfer in this industry is often fragmented and innovation through horizontal and vertical collaboration throughout the value chain is limited. This paper focuses on the question: how can the grower and the supplier in the greenhouse horticulture chain gain competitive advantage through radical product and process innovation. The challenge lies in time- to-market, in customer relationship, in developing new product/market combinations and in innovative entrepreneurship. In this paper an innovation and entrepreneurial educational and research programme is introduced. The programme aims at strengthening multidisciplinary collaboration between enterprise, education and research. Using best practice examples, the paper illustrates how companies can realize growth and improve the innovative capacity of the organization as well as the individual by linking economic and social sustainability. The paper continues to show how participants of the program develop competencies by means of going through a learning cycle of single-loop, double-loop and triple loop learning: reduction of mistakes, change towards new concepts and improvement of the ability to learn. Finally, the paper illustrates the importance of combining enterprise, education and research in regional networks, with examples from the greenhouse horticulture sector. These networks generate economic growth and international competitiveness by acting as business accelerators.
The Dutch greenhouse horticultural industry is characterized by world leadership in high-tech innovation. The dynamics of this playing field are innovation in production systems and automation, reduction in energy consumption and sharing limited space. However, international competitive advantage of the industry is under pressure and sustainable growth of individual enterprises is no longer a certainty. The sector's ambition is to innovate better and grow faster than the competition in the rest of the world. Realizing this ambition requires strengthening the knowledge base, stimulating entrepreneurship, innovation (not just technological, but especially business process innovation). It also requires educating and professionalizing people. However, knowledge transfer in this industry is often fragmented and innovation through collaboration takes up a mere 25-30% of the opportunities. The greenhouse horticulture sector is generally characterized by small scale, often family run businesses. Growers often depend on the Dutch auction system for their revenues and suppliers operate mainly independently. Horizontal and vertical collaboration throughout the value chain is limited. This paper focuses on the question: how can the grower and the supplier in the greenhouse horticulture chain gain competitive advantage through radical product and process innovation. The challenge lies in time- to-market, in customer relationship, in developing new product/market combinations and in innovative entrepreneurship. In this paper an innovation and entrepreneurial educational and research programme is introduced. The programme aims at strengthening multidisciplinary collaboration between enterprise, education and research. Using best practice examples, the paper illustrates how companies can realize growth and improve innovative capabilities of the organization as well as the individual by linking economic and social sustainability. The paper continues to show how participants of the programme develop competencies by means of going through a learning cycle of single-loop, double-loop and triple loop learning: reduction of mistakes, change towards new concepts and improvement of the ability to learn. Furthermore, the paper discusses our four-year programme, whose objectives are trying to eliminate interventions that stimulate the innovative capabilities of SME's in this sector and develop instruments that are beneficial to organizations and individual entrepreneurs and help them make the step from vision to action, and from incremental to radical innovation. Finally, the paper illustrates the importance of combining enterprise, education and research in networks with a regional, national and international scope, with examples from the greenhouse horticulture sector. These networks generate economic regional and national growth and international competitiveness by acting as business accelerators.
How can the grower and the supplier in the greenhouse horticulture industry gain competitive advantage through radical innovation? The challenge lies in time- to-market, in customer relationship, in developing new product/market combinations and in innovative entrepreneurship. Realizing this ambition requires strengthening the knowledge base, stimulating innovation, entrepreneurship and education. It also requires professionalizing people. In this paper an innovation and entrepreneurial educational and research programme is introduced. This KITE120-programme aims at strengthening multidisciplinary collaboration between enterprise, education and research. It helps making the step from ambition to action, and from incremental to radical innovation. We call this an 'Amazing Jump'.
Flying insects like dragonflies, flies, bumblebees are able to couple hovering ability with the ability for a quick transition to forward flight. Therefore, they inspire us to investigate the application of swarms of flapping-wing mini-drones in horticulture. The production and trading of agricultural/horticultural goods account for the 9% of the Dutch gross domestic product. A significant part of the horticultural products are grown in greenhouses whose extension is becoming larger year by year. Swarms of bio-inspired mini-drones can be used in applications such as monitoring and control: the analysis of the data collected enables the greenhouse growers to achieve the optimal conditions for the plants health and thus a high productivity. Moreover, the bio-inspired mini-drones can detect eventual pest onset at plant level that leads to a strong reduction of chemicals utilization and an improvement of the food quality. The realization of these mini-drones is a multidisciplinary challenge as it requires a cross-domain collaboration between biologists, entomologists and engineers with expertise in robotics, mechanics, aerodynamics, electronics, etc. Moreover a co-creation based collaboration will be established with all the stakeholders involved. With this approach we can integrate technical and social-economic aspects and facilitate the adoption of this new technology that will make the Dutch horticulture industry more resilient and sustainable.
In the Glasgow declaration (2021), the tourism sector promised to reduce its CO2 emissions by 50% and reduce them to zero by 2050. The urgency is felt in the sector, and small steps are made at company level, but there is a lack of insight and overview of effective measures at global level.This study focuses on the development of a necessary mix of actions and interventions that the tourism sector can undertake to achieve the goal of a 50% reduction in greenhouse gases by 2030 towards zero emissions by 2050. The study contributes to a better understanding of the paths that the tourism sector can take to achieve this and their implications for the sector. The aim of the report is to spark discussion, ideas and, above all, action.The study provides a tool that positively engages the sector in the near and more distant future, inspires discussion, generates ideas, and drives action. In addition, there will be a guide that shows the big picture and where the responsibilities lie for the reduction targets. Finally, the researchers come up with recommendations for policymakers, companies, and lobbyists at an international and European level.In part 1 of the study, desk research is used to lay the foundation for the study. Here, the contribution of tourism to global greenhouse gas emissions is mapped out, as well as the image and reputation of the sector on climate change. In addition, this section describes which initiatives in terms of, among other things, coalitions and declarations have already been taken on a global scale to form a united front against climate change.In part 2, 40 policies and measures to reduce greenhouse gas emissions in the sector are evaluated in a simulation. For this simulation, the GTTMdyn simulation model, developed by Paul Peeters from BUAS, is used which works on a global scale and shows the effect of measures on emissions, tourism, transport, economy, and behaviour. In this simulation, the researchers can 'test' measures and learn from mistakes. In the end one or more scenarios will; be developed that reach the goals of 50% reduction in 2030 and zero emissions in 2050. In part 3, the various actions that should lead to the reduction targets are tested against the impacts on the consequences for the global tourism economy, its role in providing leisure and business opportunities and the consequences for certain destinations and groups of industry stakeholders. This part will be concluded with two workshops with industry experts to reflect on the results of the simulation.Part 4 reports the results of the study including an outline of the consequences of possibly not achieving the goal. With this, the researchers want to send a warning signal to stakeholders who may be resistant to participating in the transition.
The textile industry contributes over 8% of global greenhouse gas emissions and 20% of the world's wastewater, exceeding emissions from international flights and shipping combined. In the European Union, textile purchases in 2020 resulted in about 270 kg of CO₂ emissions per person, yet only 1% of used clothes are recycled into new garments.To address these challenges, the Textile Hub Groningen (THG) aims to assist small and medium-sized enterprises (SMEs) and stakeholders in forming circular textile value chains, hence reducing waste. Designing circular value chains is complex due to conflicting interests, lack of shared understanding, knowledge gaps regarding circular design principles and emerging technologies, and inadequate tools for collaborative business model development. The potential key stakeholders in the circular textile value chain find it hard to use existing tools and methods for designing these value chains as they are often abstract, not designed to be used in a collaborative setting that fosters collective sense making, immersive learning and experimentation. Consequently, the idea of circular textile value chain remains abstract and hard to realize.Serious games have been used in the past to learn about, simulate and experiment with complex adaptive systems. In this project we aim to answer the following research:How can serious games be leveraged to design circular textile value chains in the region?The expected outcomes of this project are: • Serious game: Facilitates the design of circular textile value chains• Academic Publication: Publish findings to contribute to scholarly discourse.• Future Funding Preparation: Mobilize partners and prepare proposals for follow-up funding to expand the approach to other domains.By leveraging game-based collaborative circular value chain and business model design experiences, this project aims to overcome barriers in designing viable circular value chains in the textile industry.
