International Week workshop in Madrid over Sustainable Risk Leadership
International Womans day in Katowice, presentation about Sustainable risk leadership
Continuing professional development approaches such as professional learning communities (PLCs) could help schools to sustainably work on school improvement to meet the rapid changes in the world around us. Sustainability is achieved when the core components of the approach become a self-evident and functional part of the school (or: organizational routine), which is flexible and adaptive to ongoing work, and aimed at regular improvement. Achieving sustainability has been found to be a challenge for a lot of schools, however. Leadership is assumed to be crucial for sustainability. We studied leadership through a distributed leadership lens: all activities tied to the core work of the school that are designed by the school’s staff members to influence the motivation, knowledge, or practices of other members of the school organization were considered. As research into sustainability of professional development and leadership was scarce, this dissertation focused on the following question: What is the role of school leadership in schools that work sustainably on school improvement with PLCs? A case study design was used to gain in-depth insight into what leadership and sustainably working on school improvement with PLCs looks like in five Dutch secondary schools. The schools were intensively observed (approximately 160 hours per school), school (policy) documents were collected, social network questionnaires were administered, and the school leadership was interviewed. Based on four studies, that focused on leaders’ practices, knowledge brokerage, and beliefs, the role of school leadership appears to be threefold. They 1) adequately designed the organization for working with the PLC, 2) managed the teaching and learning program while considering the PLC, and 3) helped and supported the staff members’ development for working with the PLC. The way in which leaders carried out the triple role of leadership seemed to be related to different factors. These factors are situated at the personal, interpersonal, and school contextual levels. The dissertation shows what leadership practices were carried out in what way and provides practical implications resulting from that. The insights could inspire schools and school leadership to work sustainably on school improvement with PLCs too.
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The IMPULS-2020 project DIGIREAL (BUas, 2021) aims to significantly strengthen BUAS’ Research and Development (R&D) on Digital Realities for the benefit of innovation in our sectoral industries. The project will furthermore help BUas to position itself in the emerging innovation ecosystems on Human Interaction, AI and Interactive Technologies. The pandemic has had a tremendous negative impact on BUas industrial sectors of research: Tourism, Leisure and Events, Hospitality and Facility, Built Environment and Logistics. Our partner industries are in great need of innovative responses to the crises. Data, AI combined with Interactive and Immersive Technologies (Games, VR/AR) can provide a partial solution, in line with the key-enabling technologies of the Smart Industry agenda. DIGIREAL builds upon our well-established expertise and capacity in entertainment and serious games and digital media (VR/AR). It furthermore strengthens our initial plans to venture into Data and Applied AI. Digital Realities offer great opportunities for sectoral industry research and innovation, such as experience measurement in Leisure and Hospitality, data-driven decision-making for (sustainable) tourism, geo-data simulations for Logistics and Digital Twins for Spatial Planning. Although BUas already has successful R&D projects in these areas, the synergy can and should significantly be improved. We propose a coherent one-year Impuls funded package to develop (in 2021): 1. A multi-year R&D program on Digital Realities, that leads to, 2. Strategic R&D proposals, in particular a SPRONG/sleuteltechnologie proposal; 3. Partnerships in the regional and national innovation ecosystem, in particular Mind Labs and Data Development Lab (DDL); 4. A shared Digital Realities Lab infrastructure, in particular hardware/software/peopleware for Augmented and Mixed Reality; 5. Leadership, support and operational capacity to achieve and support the above. The proposal presents a work program and management structure, with external partners in an advisory role.
Ontwikkelingssamenwerking is een gebied dat sterk in beweging is. Veranderingen in financiering door de Nederlandse overheid van ontwikkelingssamenwerking (Schulpen et al., 2018) en de opkomst van digitale digitale technologieën en daarmee de toename van mobiele telefonie, sociale media, internetgebruik in ‘de landen van de ontwikkelingssamenwerkingsprojecten, big data, fintech, online surveillance en censuur hebben de ontwikkelingssamenwerkingsorganisaties opgeschud en zelfs in een stroomversnelling gebracht. Maatschappelijke organisaties actief in ontwikkelingssamenwerking onderkennen de mogelijkheden die digitalisering hen biedt maar ervaren de gevolgen van deze digitale transformatie tegelijkertijd als complex, onzeker en onduidelijk in impact in ontwikkelingssamenwerking (Haikin & Flatters, 2017; Partos & The Spindle, 2018; Mitchell et al., 2020). In afstemming met mantelorganisaties actief in ontwikkelingssamenwerking beoogt dit project een antwoord te geven op de vraag hoe maatschappelijke organisaties digitale transformatie kunnen managen in de context van ontwikkelingssamenwerking met als doel om diverse Sustainable Development Goals te behalen De onderzoeksopzet is ingebed in de reeds opgedane theoretische kennis en onderzoekslijnen van het lectoraat Procesinnovatie en Informatiesystemen over de relatie van e-Leadership, IT Capabilities met Digitale Transformatie (Ravesteijn & Ongena, 2019), en breidt de kennis uit op het vlak van maatschappelijke organisaties actief in ontwikkelingssamenwerking, waar de dynamiek van geografisch wijd verspreide stakeholders en verschillende niveaus van digitale ontwikkelingen van organisaties zowel vanuit de praktijk als vanuit een academisch perspectief een interessante onderzoekdimensie opleveren. Voortbordurend op inzichten vanuit het promotieonderzoek van de kandidaat over hoe de organisaties sociale media inzetten voor ontwikkelingssamenwerkingsdoelen (Sheombar, 2019b; Sheombar et al., 2021), alsmede het onderzoekslijnen van het lectoraat is op basis van de systeembenadering van een socio-technische lens op digitale transformatie de onderzoeksvraag als volgt geformuleerd. hoe managen maatschappelijke organisaties digitale transformatie door socio-technische systemen in de context van meervoudige waardecreatie in ontwikkelingssamenwerking? Het project resulteert in ontwikkelde instrumenten en trainingsmateriaal voor de ontwikkelingssamenwerkingsorganisaties voor omgaan met digital transformatie.
The aim of the ProInCa project was to develop the sustainable innovation capacity of Kazakhstan’s Medical Universities for the modernization of nursing. The project was coordinated by JAMK University of Applied Sciences and consisted of a consortium of five Kazakhstani medical universities and four European higher education institutions. The project was co-funded by the Erasmus+ Capacity Building in the Field of Higher Education programme and supported by the Ministry of Education and Science and the Ministry of Healthcare of the Republic of Kazakhstan during 15.10.2017 – 31.01.2021.he wider objective of the ProInCa project is to develop the sustainable innovation capacity of Kazakhstan’s Medical Universities for the modernization of nursing. This wider objective is divided into four specific objectives, which are:1. Development of mechanisms for collaboration and knowledge sharing between academic national and international nursing community and society.2. To learn from best practices on implementing evidence-based nursing in nursing research, education and practice to promote the efficiency and quality of health care.3. Strengthen higher education institutes’ role in building evidence-based nursing research activities in health services to promote quality and safety of health care system.4. Promote the capacity and system of nursing leadership and management in health care transition to improve the quality of health care system
