Zoekresultaten

Exploring Variety in Factors That Stimulate Project Owners to Address Sustainability

Concerns about sustainability drive organizations to assume responsibility for societal impacts. Reducing negative impacts requires organizational change. Given the ability of information technology/systems to optimize business processes, it is an important contributor to more sustainable business practices. Projects play an instrumental role in the transition of organizations towards sustainability. Within projects, the project owner bears the responsibility of aligning the project with the strategies of the organization. However, in the assignment and governance of projects, project owners need to balance different interests and limitations. The study reported in this article focuses on the factors that stimulate project owners to address sustainability. Deploying Q-methodology, the study found 4 distinct stimulus patterns of project owners. The findings confirm that the behavior of managers is influenced by both rational and emotional factors. With these findings, organizations can fine-tune their organizational change efforts, in order to realize their sustainability strategies.

The law of large numbers and finite variety in death-related dreams

Combinations of vegetables can be more accepted than individual vegetables

Enhancing sweetness of vegetables by addition of sucrose or sweeteners can increase acceptance but is not necessarily desirable. An alternative strategy could be to combine vegetables with other vegetables. By offering combinations of vegetables it might be possible to suppress bitterness, enhance sweetness and provide texture variety leading to increased acceptance. The aim of this study was to determine the influence of combining vegetables with other vegetables on sensory properties and acceptance. Carrot (sweet), cucumber (neutral), green bell pepper (bitter) and red bell pepper (sour) were assessed individually and in combination with the other three vegetables in two mixing ratios (1:2 and 2:1). Additionally, four combinations of three vegetables (mixing ratio 1:1:1) were assessed. A trained panel (n = 24) evaluated taste, flavour and texture and a consumer panel (n = 83) evaluated acceptance of all vegetables and combinations. Combining green bell pepper with carrot (1:2 and 2:1) increased sweetness and decreased bitterness. Combining cucumber, carrot or red bell pepper with green bell pepper (1:2) increased bitterness. Mainly sweetness and bitterness were associated with acceptance whereas texture (crunchiness, firmness and juiciness) did not strongly influence acceptance. Cucumber was the most accepted vegetable followed by carrot, red bell pepper and green bell pepper. Acceptance of vegetable combinations can differ from acceptance of individual vegetables depending on vegetable type and mixing ratio. Only 3 of 16 vegetable combinations had higher acceptance compared to the least accepted vegetable in the combination and similar acceptance as the more accepted vegetable in the combination. For 13 of 16 vegetable combinations acceptance did not increase compared to acceptance of individual vegetables. These findings suggest that strategies aimed at increasing vegetable consumption can be devised using specific combinations of vegetables.

Emerging business models in horticulture value chains

High-tech horticulture production methods (such as vertical farming, hydroponics and other related technology possibilities), combined with evolving market side possibilities (consumer’s willingness to pay for variety, food safety and security), are opening new ways to create and deliver value. In this paper we present four emerging business models and attempt to understand the conditions under which each business model is able to create positive market value and sustained business advantage. The first of these four models is the case of a vertically integrated production to retail operation. The second model is the case of a production model with assured retail/distribution side commitment. The third model deals with a marketing/branding driven production model with differentiated market positioning. Finally, the forth is a production model with direct delivery to the end-consumer based upon the leveraging of wide spread digital technology in the consumer market. To demonstrate these four business models, we analyze practical case studies and analyze their market approach and impact. Using this analysis, we create a framework that enables entrepreneurs and businesses to adopt a business model that matches their capabilities with market opportunities.

Activity variety and adolescents’ subjective well-being during a school trip: testing a proposition of the Hedonic Adaptation Prevention Model.

Over gelijkheid, diversiteit en de toekomst van het Social Work

Diversity implies variety. Diversity refers to the differences between people. Visible aspects – such as age, skin colour, gender, disability – and less or non-visible aspects such as cultural and social background, skills and competencies, and style of working. If you can handle diversity, you will be able to handle different kinds of people. The concept of ‘equality’ can be seen as opposite from the concept of ‘diversity’. Dutch society can be characterized as a culture of equality. Due to increasing diversity it is argued this culture of equality will eventually turn out to be unfavourable. A culture of diversity is reasoned to be an inevitable alternative. A first exploration of the characteristics of such a culture and its significance for the work of the Social Worker is being done at present.