IT-based networking trends such as the rise of social media, crowd sourcing, open innovation, and cloud computing enable a profoundly different way of working and collaborating that challenges significantly traditional approaches of companies towards governance, i.e. the mechanisms a company employs to achieving business results and safeguarding information. Standard practices developed with a hierarchical model of the company in mind, are inadequate for providing sufficient correlation between governance mechanisms deployed and results achieved. Popular literature on the subject states that dealing effectively with such new technologies in a business environment requires relinquishing control and subverting to trust. This paper makes the case that deploying successfully new IT-based networking tools rather involves shifting one’s trust from a well-established and well-known governance system based on hierarchy and control towards another governance system, termed in the literature as network governance. This paper assesses when network governance is the better suited governance system. The presented theoretical model helps to understand how companies should use arising new technologies and which tasks are suited for network-driven IT-applications. Furthermore, the model enables to understand how network governance works to achieve business results and to safeguard information exchanges.
IT-based networking trends such as the rise of social media, crowd sourcing, open innovation, and cloud computing enable a profoundly different way of working and collaborating that challenges significantly traditional approaches of companies towards governance, i.e. the mechanisms a company employs to achieving business results and safeguarding information. Standard practices developed with a hierarchical model of the company in mind, are inadequate for providing sufficient correlation between governance mechanisms deployed and results achieved. Popular literature on the subject states that dealing effectively with such new technologies in a business environment requires relinquishing control and subverting to trust. This paper makes the case that deploying successfully new IT-based networking tools rather involves shifting one’s trust from a well-established and well-known governance system based on hierarchy and control towards another governance system, termed in the literature as network governance. This paper assesses when network governance is the better suited governance system. The presented theoretical model helps to understand how companies should use arising new technologies and which tasks are suited for network-driven IT-applications. Furthermore, the model enables to understand how network governance works to achieve business results and to safeguard information exchanges.
Hoe betrek je als professional naasten bij een cliënt die dak- en thuisloos is? Voor welke doelen zou een sterk netwerk rondom de cliënt eigenlijk goed zijn? En hoe werken professionals van verschillende organisaties en naasten dan samen ter ondersteuning van een cliënt? Welke vaardigheden en kennis heeft de professional nodig om naasten te ondersteunen? En werkt dat hetzelfde in verschillende stedelijke contexten, of zijn daarin verschillen?
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.
A world where technology is ubiquitous and embedded in our daily lives is becoming increasingly likely. To prepare our students to live and work in such a future, we propose to turn Saxion’s Epy-Drost building into a living lab environment. This will entail setting up and drafting the proper infrastructure and agreements to collect people’s location and building data (e.g. temperature, humidity) in Epy-Drost, and making the data appropriately available to student and research projects within Saxion. With regards to this project’s effect on education, we envision the proposal of several derived student projects which will provide students the opportunity to work with huge amounts of data and state-of-the-art natural interaction interfaces. Through these projects, students will acquire skills and knowledge that are necessary in the current and future labor-market, as well as get experience in working with topics of great importance now and in the near future. This is not only aligned with the Creative Media and Game Technologies (CMGT) study program’s new vision and focus on interactive technology, but also with many other education programs within Saxion. In terms of research, the candidate Postdoc will study if and how the data, together with the building’s infrastructure, can be leveraged to promote healthy behavior through playful strategies. In other words, whether we can persuade people in the building to be more physically active and engage more in social interactions through data-based gamification and building actuation. This fits very well with the Ambient Intelligence (AmI) research group’s agenda in Augmented Interaction, and CMGT’s User Experience line. Overall, this project will help spark and solidify lasting collaboration links between AmI and CMGT, give body to AmI’s new Augmented Interaction line, and increase Saxion’s level of education through the dissemination of knowledge between researchers, teachers and students.
My research investigates the concept of permacomputing, a blend of the words permaculture and computing, as a potential field of convergence of technology, arts, environmental research and activism, and as a subject of future school curricula in art and design. This concept originated in online subcultures, and is currently restricted to creative coding communities. I study in what way permacomputing principles may be used to redefine how art and design education is taught. More generally, I want to research the potential of permacomputing as a critical, sustainable, and practical alternative to the way digital technology is being taught in art education, where students mostly rely on tools and techniques geared towards maximising productivity and mass consumption. This situation is at odds with goals for sustainable production and consumption. I want to research to what degree the concept of permacomputing can be broadened and applied to critically revised, sustainable ways of making computing part of art and design education and professional practice. This research will be embedded in the design curriculum of Willem de Kooning Academy, focused on redefining the role of artists and designers to contribute to future modes of sustainable organisation and production. It is aligned with Rotterdam University of Applied Sciences sectorplan masters VH, in particular managing and directing sustainable transitions. This research builds upon twenty years of experience in the creative industries. It is an attempt to generalise, consolidate, and structure methods and practices for sustainable art and design production experimented with while I was course director of a master programme at WdKA. Throughout the research I will be exchanging with peers and confirmed interested parties, a.o.: Het Nieuwe Instituut (NL), RUAS Creating 010 kenniscentrum (NL), Bergen Centre for Electronic Arts (NO), Mikrolabs (NO), Varia (NL), Media Arts department at RHU (UK), Media Studies at UvA (NL).
