Preventive measures for a healthy population are becoming a trending topic in the Netherlands because of rising costs of care and an increasing population of elderly. Due to this, prevention methods in the built environment can help with minimising this problem. Urban area developments are ways for improving or developing new built environments. Health will need to become part of these developments. To research this, the following question was answered: ‘’How can actors involved in urban area (re)developments in the Netherlands realise healthy urban areas?’’ The research was conducted using mixed methods of literature study, questionnaires and case studies. What was found is that actors need to collaborate following the rules of collaborative governance. Many challenges are seen such as ambiguous definitions and difficulties with monitoring. However, recommendations are found. These are: extended front-end work; digital twinning; involving medical actors; assigning an ambassador of health; introducing an after-delivery team for health; collaborating with knowledge institutes; monitoring on city level and introducing a database; investing increased returns in health interventions; clear norms set by the state; and a communal knowledge of health. These can help future healthy developments to be realised.

Humanitarian architecture is a field which is very open to different interpretations and for free uncontrolled experimentation. For architects willing to contribute to this field there is no defined framework that can support them in designing a suitable project. The core of this research is based on a case study in which three different cases in humanitarian architecture are investigated and analysed to create a framework with design principles for humanitarian architecture. These design principles can be used as a tool to evaluate projects or as a supportive framework by architects designing buildings with humanitarian purposes. The design principles are explicated as People, Planet, Profit, Place and Process. At the end of the research, Participation is added to this framework as the sixth principle to emphasise the importance of social design in humanitarian architecture. Those six principles are supposed to produce humanitarian architecture projects which can contribute to the creation of autonomy for communities in need. Project MIMPI includes a multidimensional design of a homelike orphanage in Jakarta in which the created framework is used and validated.

Lelystad's first commercial area, Lelycentre, was originally intended to be the starting point of the planned city centre in the first phase in 1964, emphasising the connection to the fourth planned polder of the Zuiderzeewerken. Markermeerpolder's rejection in the 80's meant that the decision was made to develop the city centre elsewhere causing Lelycentre lose its intended position. Today Lelycentre shopping centre, which once resembled Rotterdam’s Lijnbaan, serves the local communities with a quiet but healthy bustle of activity. However the majority of surrounding office buildings have gone through a series of changes in use over the last 40-50 years and are now vacant. One such building is the former police station, which the police vacated in 2018 in favour of a more central city location. The police station is integrated into Lelycentre's characteristic elevated infrastructure and boasts a unique and recognisable façade. It is positioned as the southern gateway into Lelycentre. In a masterplan wherein much of the existing vacancy is filled with housing, this work explores a situation where the former police station a.k.a. ZIJP gebouw is transformed into a cultural centre for new and existing residents. The main challenges are establishing a balance between the architectural qualities of the existing office building whilst introducing transparency, openness, accessibility in direct contrast to the existing monumentality and sense of anonymity. Preserving and revitalising the elevated infrastructure is key, whilst creating a new relationship with the transformed ground level. The final point is to design sustainably and introduce passive design concepts.

Aim: The aim of this thesis is to investigate team effectiveness in the field of construction. With this study, influential factors on team collaboration between different companies and within teams will be defined. By defining these factors, project managers of comparable project-based integrated design teams can improve the team collaboration within the project team and with that optimize their team’s effectiveness. The research focuses on a big complex building project, which will be used as a transportation hub, in the Netherlands. Research question: What are key factors which influence team collaboration of a project-based integrated design team in context of a large-scale complex building project, influenced by fast growth, different cultures and a changing scope? Methodology: The factors are explored by conducting a single case study research. The starting point was a literature study towards team effectiveness. The outcome of this study was used as input for the case study research. The case study was used to collect data, the data was generated by conducting semistructured interviews. After these interviews were conducted, observations, off the record conversations and inspection of restricted documents were used to discuss and validate conclusions. Findings: The literature research concluded in the backbone of this research. The IMOI model of Ilgen et al. (2005), structure the inputs, mediators and outcomes of the team’s effectiveness. The model is used to determine different factors that could influence the team collaboration. The case study research determined three events which are important for the further course of the project. Due to a lack of management during these events, the client in combination with leading members of the team had to overrule the management layer. The events; assembling the team, collaboration during the project and involving team members have to be managed with both organizational and interpersonal skills. Limitations of the research: It is a qualitative research; therefore, the research is always subject to biased opinions and interpretations of the data. Besides that, the research is conducted on only one case and therefore not automatically representative for all comparable cases. However, the factors resulting from this study need to be kept in mind, due to the fact that it will always be factors that influence the team collaboration, not said that they have to be the most influential for every comparable project-based integrated design team. Practical implications: The research addresses factors that affect the team collaboration of a project-based integrated design team. These factors should be taken into account when starting a comparable project team. Even though the case study of this research concluded with these factors, it is not excluded that there are more factors that influence the team collaboration of a project-based integrated design team. Therefore, more studies should be conducted in this area of research. Scientific relevance: There are a lot of studies conducted towards the team effectiveness of composed teams, however, more research is needed to define the factors that influence the team collaboration of a projectbased team. This research could be used as a starting point for further research, while it is one of the first studies conducted on a project-based team of this size and complexity, subjected to designing a big complex building project. Keywords: Project-based integrated design team, team collaboration, team effectiveness, project management, IMOI framework.

Project tackles the issue of low density and underpopulation in Lelystad by an attempt to retroactively densify the city historical core. The architectural intervention consists of revitalization vertical addition of dwelling function on one of the Lelystad very first buildings - the shopping center Lelycentre. Building is assesed in aspects of cultural and architectural values and building technology and scenario for its adaptation is proposed. Project touches the issues of safety, quality of public space and livability of the neighbourhood and explores the possibilities offered by high density and proximity of mixed functions.

Lelycentre – an area that was initially planned as a living, working and shopping district, which also would form the city centre of Lelystad – was meant for the first inhabitants who came to Lelystad in September 1967. Using clear zoning plans as a base, much was promised to the new inhabitants. These promises consisted of low rise houses for big families with children, surrounded by abundance of greenery, plenty of (public) space and – as one of the first in the Netherlands – separated traffic. Unfortunately, with altering the layout of Lelystad and moving the city centre away from Lelycentre, as a result of the refusal of realising the fourth polder Markermeer, this composition of different functions has radically changed and this changing is still ongoing. With the changing of composition, also the state of the area and the inhabitants changed. Of the 120.000 expected inhabitants, only 77.000 came at its peak. This resulted in lots of real estate as well as social problems, such as vacancy, neglection of public spaces, isolated groups with no interaction and a constantly aging population, accompanied by the migrating youth, which the municipality of Lelystad is, still to this day, trying to deal with. Amidst all the solutions the municipality is envisioning – which are strongly focused on helping the inhabitants with low-income with social-housing and the elderly with nursing homes – they are forgetting two important groups in the society. Those two groups are the migrating youngster – who find it difficult to find decent housing and jobs – and the wandering migrant workers, who likewise find it difficult to find proper housing and often end up with twenty-plus people living in private rented houses all over Lelystad. This graduation project focuses on those two forgotten groups. Transforming the partly vacant Smedinghuis – former Rijkswaterstaat office building – which stands in the area as a monumental icon and functions as a gateway to Lelycentre, into housing for the youngsters and the migrant workers, will not just give those two forgotten groups fitting housing, but it will also solve the vacancy problem of one of the first office buildings in Lelycentre. By giving the migrating youngsters proper housing and give them reason to stay, will help repulse the aging problem in the area as well. The same applies for housing the strayed migrant workers. Adjoining to that – which is not less important – this transformation will preserve a monumental icon in the area; Smedinghuis. For the design part of this graduation project, the use of Virtual Reality as a design tool was important. With the help of Virtual Reality crucial design decisions have been made.

Aim: This research focuses on aims to explore the concept of shared leadership in integrated design teams in the construction branch. The exploration is conducted by addressing the question of whether leadership styles and tasks are solely performed by the project manager of a design team, or whether leadership styles and tasks are also performed by other team member of the design team. The intention is to increase understanding of the interrelatedness of tasks, leadership style and communication using an inductive approach.
Research question: What are the main tasks that need to be addressed in project teams with Shared Leadership and is the way a task was performed dependent on certain leadership styles?
Methodology: The concept is explored by using a comparative case study design. Two case studies were executed to collect data. First, the team members and the project manager were interviewed by using a semi-structured interview at the beginning of the research. Second, an observational study is done by observing the design team meetings to identify which members are contributing to shared leadership and could there be tasks and roles recognized on the basis of their behaviour and communication flow. Third, the team members and the project managers were asked to fill in a questionnaire, which are used to understand the interpersonal side of team collaboration.
Findings: Shared leadership can be measured by making observations and applying communication labels as developed during the research. There is not a relationship to be recognized between the formal role of a person and the shown behaviour. Furthermore, Shared leadership is dynamic as it is not linked to specific leadership styles. Furthermore, a new definition of shared leadership appeared from this study: Shared leadership consists of multiple dynamic leadership behaviours to maximize team effectiveness.
Limitations of the research: Qualitative research is always subject to bias due to the interpretation of the qualitative information. Subsequently, the modest number of samples that is investigated in this research are not intended to adequately represent the behaviour and communication flow. To date, this is among the first observational studies to result in an inductive result.
Practical implications: This research raises awareness on the concept of shared leadership and how this is outlined in corresponding tasks. This research recommends to train the project managers in a way where there is an increased focus on the people-oriented approach. Furthermore, reflections on the collaboration process should be built in the standard project checks every month.
Scientific relevance: This research tries to make an addition to the current literature about shared leadership. By introducing specific communicative qualities and link these to tasks performed in teams with shared leadership.
Originality/value: Limited literature is available on the practical implication of shared leadership; this research increases the insight of this concept.