This historical review uncovers the institutionalisation and diffusion of the SWOTanalysis by assessing academic literature, seminar materials, proprietary research reports and interviews with experts from the virus theory perspective. We suggest that reviews of the SWOT analysis using the management fashion theory perspective are inadequate in explaining the diffusion and rejection of ideas born in practice. The virus theory perspective starts at an organizational level and reveals that predominantly practitioners were instrumental in spreading the ideas like participatory planning and distinguishing between short term and long range planning in order to resolve the planning paradox in provisional planning. Due to mutations in practice by consulting firms, the 2x2 matrix of SWOT became a cognitive artefact on its own. Theoretical roots of the original SWOT analysis stem from psychology and behavioural sciences.It is questionable if current strategy textbooks reflect these theoretical backgrounds.
This article aims to explore the moral ideas and experiences that students at Dutch universities of applied sciences (UAS) have of being a professional with an ‘ethical compass.’Semi-structured interviews were held with 36 fourth-year Bachelor students divided over four institutions and three different programmes: Initial Teacher Educa- tion, Business Services and Information and Communication Technology. Findings show that students say they strive to be(come) moral professionals, but that they have difficulties recognising and articulating the moral aspects of their professional roles. They seem to lack a moral vocabulary and the moral knowledge to verbalise their aspirations and to provide arguments to explicate or legitimise their moral behaviour. While most students were critical of the support they received from their universities, they indicated that various other role models and (work) experiences did have a strong and positive influence on their moral development. In this article, we reflect on the findings in relation to international empirical research on students’ moral development and highlight the characteristics of UAS students.
This research concerning the experience and future of zoos was carried out from 2011-2012 and takes regional ideas concerning Zoo Emmen as well as global visions into account. The research focuses partly on Zoo Emmen, its present attractions and visitors while also comparing and contrasting visions on the future in relationship to other international zoos in the world. In this way, remarkable experiences and ideas will be identified and in the light of them, it can serve as inspiration for stakeholders of zoos at large. The main research subject is a look at the future zoos in view of: The Zoo Experience – an international experience benchmark; The Zoo of the Future – a Scenario Planning approach towards the future; The virtual zoo - zoo’s in the internet domain.
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.
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.
Dit programma, gefinancierd door de Europese Commissie, zal een nieuwe strategie voor ontwerp en adoptie van ICT-competenties ontwikkelen en vertalen naar een curriculum voor beroepsonderwijs en -opleidingen in Europa. Doel is om huidige en toekomstige competentietekorten in de Europese softwaresector aan te pakkenDoel De Europese Software Skills Alliantie (gefinancierd door de Europese Commissie) is een samenwerkingsverband met als doel het ontwerpen, implementeren en verspreiden van een nieuwe strategie voor het opstellen en adopteren van ICT-competenties om huidige en toekomstige competentietekorten in de Europese softwaresector aan te pakken. Resultaten Alle partners werken samen om ervoor te zorgen dat de nieuwe Software Skills-strategie voortkomt uit de vraag van het werkveld naar softwarevaardigheden. Hierbij speelt de combinatie van beroepsonderwijs en -opleiding en werkgebaseerde leerinitiatieven een rol om snelle bijscholing en omscholing te implementeren. De nieuwe strategie en onderwijsoplossing houden rechtstreeks verband met erkende Europese instrumenten, en normen die vaardigheden en loopbaanontwikkeling in het algemeen mogelijk maken. Bovendien zullen nieuwe mechanismen hierin worden opgenomen, voor een duurzame implementatie in de verschillende programmalanden. Looptijd 01 december 2020 - 31 december 2024 Meer nieuws Website ESSA softwareskills.eu Aanmelden ESSA nieuwsbrief LinkedIn groep ESSA Needs Analysis Rapport - Europe’s Most Needed Software Roles and Skills Presentatie Key Findings 2021 Needs Analysis Report Artikel: The Software Skills and Professionals You Need in Your Team Artikel: The Top 4 Skills for Software Professionals Artikel: 2021 Retrospective: The Good, the Bad, and the Merry Artikel: NL Case Studie - Digitale certificaten voor de erkenning van niet formele educatie Blog HU lector Pascal Ravesteijn: Towards an European Software Skills Strategy ESSA highlights Launch event ESSA Case Study Booklet - 12 ideas to tackle the shortage of Software Professionals in Europe Wetenschappelijk issue: Bridge the Gap: ICT Competences and Vocational Education and Training ESSA CommunityESSA heeft de ESSA Software Skills-community opgericht om individuen met elkaar te verbinden die ernaar streven te voldoen aan de bijscholings- en bijscholingsbehoeften van de softwaresector in Europa. De community richt zich op de volgende onderwerpen: software, ontwikkeling van software vaardigheden, lesgeven en leren, training, human resources, technologie en carrières. Aanpak Het project bestaat uit zes werkpakketten. Het lectoraat Procesinnovatie & Informatiesystemen is actief betrokken bij alle werkpakketten en co-lead voor werkpakket vier waarin doormiddel van een pilot het ontworpen curriculum wordt getoetst. Hierbij zijn de belangrijkste resultaten van dit werkpakket: modulaire opleidingsprogramma's om de nieuwe curricula voor beroepsonderwijs en -opleidingen te implementeren, die elk bestaan uit een reeks modules die samen de geformuleerde leerdoelen omvatten; proefprogramma's voor beroepsonderwijs en -opleidingen opzetten en uitvoeren voor verschillende doelgroepen in 7 EU-partnerlanden, de doeltreffendheid meten, feedback verzamelen en de opleidingsprogramma's herhalen en verbeteren; werkplek leren opnemen in de nieuwe opleidingsprogramma's met mogelijkheden om kennis toe te passen in praktische situaties die verband houden met elke rol en waar mogelijk transnationale leerervaring opnemen; een Train-the-Trainer-programma ontwikkelen om de bijscholing van docenten te vergemakkelijken waarbij zij de kennis, het vertrouwen en de hulpmiddelen verkrijgen om de training volgens de hoogste kwaliteitsnormen te geven. Relevantie beroepspraktijk ESSA heeft tot doel een innovatief en uitgebreid onderwijscurriculum te ontwikkelen dat is aangepast aan verschillende rol- en functieprofielen en onderliggende competenties, kennis en vaardigheden van de sector. Stap 1: Een analyse van de markt- en bedrijfsbehoeften worden uitgevoerd om een gefundeerde basis te leggen voor de ontwikkeling en implementatie van zowel de Software Skills Strategie als de onderwijsprogramma's. Een belangrijk element hierbij is het werkplek leren (bv. via stage of learning-on-the-job). Stap 2: In een pilot wordt het nieuw ontwikkelde onderwijsmateriaal getest om daarna een vaste plek te krijgen in het curriculum van zowel hoger onderwijsinstellingen als commerciële trainingsbureaus in Europa. Meer weten? www.softwareskills.eu/ DigitalEurope.org ESSA LinkedIn en Twitter
