In the era of social media, online reviews have become a crucial factor influencing the exposure of tourist destinations and the decision-making of potential tourists, exerting a profound impact on the sustainable development of these destinations. However, the influence of review valence on visit intention, especially the role of affective commitment and reputation (ability vs. responsibility), remains unclear. Drawing on emotion as a social information theory, this paper aims to elucidate the direct impact of different review valences on tourists’ visit intentions, as well as mediating mechanisms and boundary conditions. Three experiments indicate that positive (vs. negative) reviews can activate stronger affective commitment and visit intention, with affective commitment also playing a mediating role. Additionally, destination reputation significantly moderates the after-effects of review valences. More specifically, a responsibility reputation (compared with an ability reputation) weakens the effect of negative valence on affective commitment and visit intention. This study provides valuable theoretical insights into how emotional elements in online reviews influence the emotions and attitudes of potential tourists. Particularly for tourism managers, review valence and responsibility reputation hold practical significance in destination marketing.
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The purpose of this study is to investigate how several personality traits and two affective states might be associated with organizational (affective) commitment in a Middle Eastern collectivist culture like Turkey. We tested moderated mediation models of the effects of Big-Five personality traits on affective commitment to the organization while investigating the mediation effects of two affective states (i.e., positive affectivity and negative affectivity) and the moderating effects of a personality trait (i.e., core self-evaluations) on these relationships. Data were collected in a field study (N = 312) using a time-lagged research design. As expected, the results indicated that the traits extraversion and agreeableness are positively related to affective commitment through positive affectivity when core self-evaluations is high-to-medium in strength. The results also showed that the indirect and negative effect of neuroticism on affective commitment via negative affectivity was not supported. The main contribution of this study is the focus on personality and affectivecommitment linkages, giving an increased understanding of the processes, mechanisms, and conditions (i.e., indirect and moderating) operating within these linkages.
In service design projects, collaboration between design consultant and service provider can be problematic. The nature of these projects requires a high level of shared understanding and commitment, which providers may not be used to. We studied designer-provider collaboration in multiple real-life cases, in order to uncover determinants for successful collaboration. The case studies involved six service innovation projects, performed by Dutch design agencies. Independent researchers closely monitored the projects. Additional interviews with designers and providers gave insights in how both parties experienced their collaboration in the innovation projects. During data analysis, a coding scheme was created inductively. The scheme supported us in formulating 12 themes for designer-provider collaboration, amongst them four contextual determinants of shared understanding and stakeholder commitment in SD-projects. The insights from this study were then grounded in literature. Knowledge gaps were identified on themes about agreements of responsibilities, the open-endedness of an SD-process, an opportunitysearching approach, and organizational change that is required for the successful implementation of innovative service concepts.
Collaborative networks for sustainability are emerging rapidly to address urgent societal challenges. By bringing together organizations with different knowledge bases, resources and capabilities, collaborative networks enhance information exchange, knowledge sharing and learning opportunities to address these complex problems that cannot be solved by organizations individually. Nowhere is this more apparent than in the apparel sector, where examples of collaborative networks for sustainability are plenty, for example Sustainable Apparel Coalition, Zero Discharge Hazardous Chemicals, and the Fair Wear Foundation. Companies like C&A and H&M but also smaller players join these networks to take their social responsibility. Collaborative networks are unlike traditional forms of organizations; they are loosely structured collectives of different, often competing organizations, with dynamic membership and usually lack legal status. However, they do not emerge or organize on their own; they need network orchestrators who manage the network in terms of activities and participants. But network orchestrators face many challenges. They have to balance the interests of diverse companies and deal with tensions that often arise between them, like sharing their innovative knowledge. Orchestrators also have to “sell” the value of the network to potential new participants, who make decisions about which networks to join based on the benefits they expect to get from participating. Network orchestrators often do not know the best way to maintain engagement, commitment and enthusiasm or how to ensure knowledge and resource sharing, especially when competitors are involved. Furthermore, collaborative networks receive funding from grants or subsidies, creating financial uncertainty about its continuity. Raising financing from the private sector is difficult and network orchestrators compete more and more for resources. When networks dissolve or dysfunction (due to a lack of value creation and capture for participants, a lack of financing or a non-functioning business model), the collective value that has been created and accrued over time may be lost. This is problematic given that industrial transformations towards sustainability take many years and durable organizational forms are required to ensure ongoing support for this change. Network orchestration is a new profession. There are no guidelines, handbooks or good practices for how to perform this role, nor is there professional education or a professional association that represents network orchestrators. This is urgently needed as network orchestrators struggle with their role in governing networks so that they create and capture value for participants and ultimately ensure better network performance and survival. This project aims to foster the professionalization of the network orchestrator role by: (a) generating knowledge, developing and testing collaborative network governance models, facilitation tools and collaborative business modeling tools to enable network orchestrators to improve the performance of collaborative networks in terms of collective value creation (network level) and private value capture (network participant level) (b) organizing platform activities for network orchestrators to exchange ideas, best practices and learn from each other, thereby facilitating the formation of a professional identity, standards and community of network orchestrators.
Service logistics in de vliegtuigonderhoudindustrie is een zeer kennisintensieve en concurrerende markt. De meest cruciale factor in deze industrie is het laag houden van de downtime tijdens maintenance, repair en overhaulactiviteiten. Met name opslag, distributie en het managen van spare parts spelen hierin een belangrijke rol. Om tijdig vliegtuigen te kunnen onderhouden, hebben onderhoudsbedrijven vaak duizenden onderdelen, van kleine ophangpennen tot zeer dure motoren, op voorraad. Hierin zit dan ook de paradox: onderhoudskosten dalen door lagere down time en grote voorraden zorgen op hun beurt weer voor hoge warehousing kosten. Het lectoraat Aviation Engineering voert thans een RAAK-MKB project uit waarin primair wordt onderzocht of historische onderhoudsdata kan worden gebruikt voor MRO-onderhoudsplannen die de downtime verlagen. Gaandeweg de uitvoering van dit project is echter gebleken dat niet alle onderhoud van te voren gepland kan worden en dat juist real time data tijdens de vlucht erg relevant is voor snel en efficiënt onderhoud. De doelstelling van dit KIEM-project is enerzijds het vergaren van nieuwe kennis en inzichten over service logistics en het daarmee aanjagen nieuw onderzoek waarin wordt onderzocht of de inzet van real time big data bijdraagt aan het verminderen van de downtime. Anderzijds wordt onderzocht of nieuwe samenwerkingen (met IT-bedrijven) mogelijk zijn die voorraadkosten verminderen. Onderzoek wordt gedaan naar: 1. Knelpunten voor de inzet van real time big data in relatie tot MRO-activiteiten. 2. Vraagarticulatie en samenwerkingsmogeljkheden met nieuwe mkb-bedrijven. 3. Spare part warehousing efficiëntie (parts pooling). 4. Infrastructuur en standaarden voor opslag en toegankelijkheid van gezamenlijke en individuele (bedrijfsgevoelige) data. De HvA, NAG en JetSupport verwachten dat met dit project nieuwe mkb-onderhoudsbedrijven, vliegtuigmaatschappijen en overheden gaandeweg het project gaan aanhaken. Uitkomsten zijn enerzijds nieuwe kennis en inzichten op het gebied van service logistics en anderzijds commitment voor een vervolgonderzoek op het lopende RAAK-project.
Dit plan van aanpak beschrijft de noodzakelijke activiteiten voor de invulling van de regionale liaisonfunctie en voor het opstellen van de Regionale Roadmap voor de regio Noord-Holland/MRA. De pilotregeling Regionale liaisons en Learning Communities voor GroenvermogenNL geeft invulling aan de eerste fase van werkstroom 2 ‘Realisatie en opschaling Learning Communities en mobiliseren regio’ en werkstroom 3 ‘Nationaal Kennisplatform kennisuitwisseling en opleidingsmogelijkheden’. De invulling van deze werkstromen wordt in samenhang en in regionale samenwerking opgezet. De Hogeschool van Amsterdam is als een van de grootste kennisinstellingen van Nederland een ankerpartij die bijdraagt aan de economische en sociale ontwikkeling van de regio. De HvA draagt bij aan de transities, innovaties en groei via kennisontwikkeling en kennisvalorisatie en richt zich op de Human Capital-opgaven en kwetsbare doelgroepen via een leven lang ontwikkelen. Grote ambities en uitdagingen ten aanzien van HCA GroenvermogenNL tekenen zich in de regio Noord-Holland/MRA af van Den Helder, het Noordzee Kanaal Gebied, de Port of Amsterdam tot de Zaanstreek, Schiphol en de metropoolregio Amsterdam. Het liaisonteam van regio Noord-Holland/MRA heeft inmiddels eerste gesprekken gevoerd met het merendeel van de beschreven partijen. De vermelde partijen wensen betrokken te zijn bij het proces om te komen tot een roadmap voor HCA. De onderwerpen uit de Roadmap hebben een kwantitatief (pijler 1) en een kwalitatief karakter (pijler 2). In de kern bestaat het proces dat leidt tot een gedragen regionale roadmap uit drie hoofdactiviteiten: 1) onderzoek en beschrijving, 2) mobiliseren van de regio en 3) organiseren van commitment. Het liaisonteam bestaat uit Ronald Kleijn, Simone Maas en Bastiaan Odijk o.a. aangevuld met ondersteuning op het gebied van communicatie en projectassistentie. Het team is samengesteld op basis van de benodigde competenties voor het uitvoeren van de hierboven genoemde drie hoofdactiviteiten.
