This thesis investigates the impact of Generative AI, with a focus on ChatGPT Enterprise, on creativity within the consulting sector. Due to the growing concerns about AI’s influence on consultants’ creative capabilities, the study aims to describe how creativity is understood in this context, examine how AI is integrated into daily workflows, explore its perceived effects on creative tasks, and identify key individual factors that influence these dynamics. Using a qualitative approach, the research is based on semi-structured interviews with fifteen professionals from the same consulting firm. The findings reveal that creativity in consulting is perceived as a multifaceted construct, encompassing adaptive problem-solving, strategic thinking, and client-centered innovation. Generative AI is widely used to automate low-value tasks, generate and refine content, support research, and facilitate brainstorming. It is frequently described as an “accelerator” and “life simplifier”. However, this adoption is consistently balanced by a ”human-in-the-loop” validation process, reflecting a careful approach stemming from awareness of AI’s limitations and potential for mistakes. A dual impact on creativity emerges: AI acts as a powerful catalyst for idea generation, stimulates new ways of thinking, supports human-AI co-creation, and enhances collective intelligence. At the same time, concerns arise about “creative atrophy” or “laziness” due to over-reliance on AI, as well as the possible deterioration of human dialogue and interpersonal dynamics. These effects are influenced by individual factors such as openness to new technologies, trust in AI systems, and domain expertise. The study concludes that strategic management of Generative AI is essential for fostering creativity in consulting. Rather than competing with AI, the future value of consultants will depend on their ability to leverage human-AI collaboration– amplifying uniquely human contributions through thoughtful, responsible integration.

Chronic cardiovascular diseases (CVD) represent a growing global health burden, where therapeutic compliance is critical for effective disease management and prevention of complications. Mobile health (mHealth) applications have emerged as promising tools to support patients in managing chronic conditions, yet their adoption remains inconsistent. Existing technology adoption models often fail to fully capture the psychological dimensions that influence patient decisions. This study addresses this gap by investigating how health beliefs shape the adoption of mHealth applications for therapeutic compliance among chronic CVD patients. The research integrates the Health Belief Model (HBM) and the Technology Readiness and Acceptance Model (TRAM) to explore both psychological health beliefs and technology readiness traits in tandem. The study adopts a qualitative, exploratory design, employing semi-structured interviews with 11 CVD patients in the long-term management phase. Thematic analysis, supported by ATLAS.ti, was used to develop three key themes from participant narratives.

Emerging and developing economies are currently growing at a significantly faster pace than their developed counterparts. While the real GDP of advanced economies is expected to grow by 1.7 and 1.8 percent in the years 2024 and 2025 respectively, the real GDP of emerging markets and middle income economies is expected to grow by 4.1 percent per annum. This rapid growth poses an opportunity for developed-market multinational corporations to realize market growth by expanding their business into these markets. However, operating in emerging and developing markets also brings novel challenges and constraints, to which entrants must adapt their strategies. For instance, these markets consist of a large low-income group that favors affordable and high quality products. A concept that addresses the constraints of serving low income groups in emerging and developing markets is frugal innovation, a form of resource constraint innovation. Frugal innovations are products that are affordable, focus on core functionalities, and have an optimized performance level, thus catering to the specific needs of Bottom of the Pyramid (BoP) consumers. This research adopts the perspective of Multinational Corporations (MNCs) and explores frugal innovation as a potential solution to the various challenges MNCs face in emerging and developing markets. This study answers the following research question: “How can frugal innovation complement multinational corporations’ strategies to address business and operational challenges faced in emerging and developing markets?” It thereby links strategies, challenges, and frugal innovation in a novel manner. To answer this question, frugal innovation strategies are identified in the literature and challenges and strategies of MNCs in emerging and developing markets are determined through a literature search and semi structured interviews with representatives of various MNCs. Through the literature review on frugal innovation, five frugal innovation strategies are identified: The first strategy MNCs can employ is a Frugal Innovation Orientation (FIO) strategy, thereby solely focusing on an economic value proposition. Furthermore, they can introduce a local R&D center and engage in customer co-creation. The products offered in emerging and developing markets should be cheap, focus on core functionalities and have an optimized performance level. Finally, the products should also match the quality of the brand. The most prevalent challenges faced by MNCs in emerging and developing markets, as identified through literature and interviews, include institutional voids, infrastructure deficiencies, low purchasing power, political instability, workforce challenges, trade regulations, consumer complexity, balancing standardization with adaptation, gaining product acceptance, and NGO push back. To navigate these challenges, MNCs employ various strategies, including localization, tailoring products and pricing to local markets, collaborating with companies and NGOs, identifying core customer values, understanding the local culture and market, focusing on market potential, adopting frugal innovation, and engaging in social initiatives. Upon comparing these challenges with the current strategies and the frugal innovation strategies, the following conclusion is drawn: The frugal innovation strategies potentially only solve the business challenges of consumer complexity, low purchasing power, and gaining product acceptance. However, these challenges are already being resolved by the current strategies of MNCs. Therefore, the frugal innovation strategies are not essential but can complement the current strategies. Some of the frugal and current strategies do overlap meaning that MNCs currently already use some of the identified frugal innovation strategies.

Gen Z, born between the mid-1990s and late-2000s, has unique workplace behaviours and expectations due to their upbringing in the digital age. This generation often lacks real-world work experience and necessary communication skills which can often lead to unrealistic job expectations and higher susceptibility to mental health issues. As a result, there is a considerable loss of human resources in the workplace which can be circumvented with better management of the Gen Z cohort. Adopting a growth mindset can help the Gen Z cohort navigate their issues in the modern workplace. Prevailing research on the application of mindset theory in the workplace posits a growth mindset helps sustain strong mental health in a hectic and stressful workplace. Consequently, a culture of growth mindset improves the productivity and leadership qualities of the employees.

This research investigates the extent of influence the growth mindset has on Gen Z employee attitude as well as the potential pitfalls of adopting such a mindset in the workplace. The study aims to investigate how mindset can impact the attitude of Gen Z individuals in the workplace, specifically focusing on their approach to challenges, preferences for work compensation, and levels of satisfaction. The study proposes that Gen Z employees with a growth mindset are more likely to take on challenging tasks and place greater importance on skill development in their compensation preferences. Additionally, the study anticipates that behavioural inhibition system (BIS) and behavioural approach system (BAS) personality traits will moderate the attitude and preference changes due to mindset adoption. To measure the effects of mindset interventions, the research utilizes a PreTest-PostTest experimental design to assess task choices, work compensation preferences, and satisfaction.

The results of the study reveal that participants with a growth mindset were significantly more likely to choose challenging tasks, aligning with mindset theory. However, the lack of significant change in skill development preferences underscores the challenge of fostering a genuine growth mindset. The interaction of mindset and BIS/BAS traits indicated complex underlying dynamics.

In conclusion, the study finds that promoting a growth mindset among Gen Z employees can positively impact their engagement with challenging tasks and overall satisfaction in the workplace. However, achieving a genuine growth mindset requires addressing both internal motivations and external compensation structures. The study acknowledges limitations, such as the small sample size and potential biases, and suggests further research to explore the interaction between mindset and BIS/BAS personality traits in more depth. The findings contribute to a deeper understanding of Gen Z's unique needs and preferences, offering valuable insights for developing effective management strategies tailored to this new generation of employees.

This thesis addresses the critical challenge of low capacity utilization among firms in Africa, a key indicator of firm performance that remains significantly underdeveloped among firms across the continent. By focusing on value chain integration: domestic (DVC), foreign (FVC), and hybrid (HVC) forms, this research seeks to bridge a crucial gap in understanding how different integration strategies affect the overall performance of firms in Africa. The motivation for focusing on Africa stems from the continent's promising position on the global stage. With Africa hosting the world’s youngest and fastest-growing population, projected to nearly double to 2.5 billion by 2050, along with pioneering innovations, the continent offers vast opportunities for robust and inclusive growth. By leveraging its abundant natural and human resources, Africa has the potential to enhance prosperity both within the continent and globally. However, achieving this potential requires addressing persistent inefficiencies in production, such as low capacity utilization, which this research aims to tackle. While existing literature has extensively explored the benefits of value chain integration on firm performance metrics such as productivity and innovation, there is a lack of focused research on how these benefits translate into improved capacity utilization levels, particularly among firms in Africa. This thesis contributes to the field by introducing the concept of hybrid value chain (HVC) integration, a novel approach that combines elements of both domestic and foreign integration, to examine its impact on capacity utilization. Using data from the World Bank Enterprise Surveys, covering 14,823 firms across 36 industries in Africa, the research employs a linear regression model to reveal that DVC integration significantly enhances capacity utilization. In contrast, FVC integration presents challenges that can reduce capacity utilization unless firms bolster their technological capabilities. The findings highlight that firms in Africa can overcome the barriers of foreign integration through technological advancements, which is crucial for improving their competitiveness in global markets. Moreover, the research identifies the detrimental impact of informal competition on capacity utilization, emphasizing the need for strategies that mitigate these pressures. While the study also explores the effects of HVC integration, it acknowledges limitations in its conceptualization, as this form of integration shows a negative impact on capacity utilization, indicating a need for further investigation. Overall, this research fills a gap in the literature by establishing a direct link between value chain integration and capacity utilization in Africa, offering insights that could guide business leaders and policymakers in enhancing overall firm performance across the continent. With Africa's potential for growth and development, improving capacity utilization through effective value chain integration strategies is crucial for unlocking the continent's full economic potential.

The circular economy (CE) is a potential solution for manufacturing companies to better utilize resources and balance economic growth and environmental protection. By implementing circular economy principles into business models, companies can shift from one-time product sales to continual profit generation through reused materials and products. Circular Business Models (CBMs) can help manufacturing companies mitigate critical raw material supply risk by reducing waste and landfill and reuse resources. By incorporating all CBM elements, businesses can create value by closing resource loops, reusing products and materials, and using renewable resources where possible. By reducing costs through reusing materials
and enhancing environmental values, manufacturing companies can create new opportunities and reducetheir dependence on raw materials.

CBMs are a promising approach for manufacturing companies to transition to a circular economy. However, widespread adoption and implementation of circular business models remain challenging due to various barriers. Digital Technologies, such as Industry 4.0 technologies (I4.0T), can enable the implementation of
circular strategies and practices. IoT can improve transparency and optimize processes, while additive manufacturing and 3D printing can enable CBMs for remanufacturing. However, there is a lack of understanding of how circular strategies can structure elements of a circular business model and create value in a closed-loop manner.

This thesis aims to explore the use of the CE-I4.0T Nexus Framework (HCBMT-Framework) to facilitate
the transition towards circular business models for Electronic products manufacturing companies. The
research will focus on the influence of circular strategies on a company's value proposition, value creation, and value delivery, as well as how Industry 4.0 Technologies can accelerate the transition towards circular business models.

We researched three case companies to assess the applicability of the CE-I4.0T Nexus Framework in the electronic product manufacturing sector. The research focuses on circular strategies, practices, and utilization of Industry 4.0 Technologies (I4.0T) of the three European electronic manufacturing companies: Bosch Siemens Home Appliances (BSH), BlueMovement, and Miele. BSH is a multinational household appliances producer committed to sustainability and circularity, promoting energy-efficient technologies, durability, ease of maintenance, and recyclability in its products. BlueMovement is a division of Bosch that
specializes in providing home appliances, offering rental services, maintenance, repair, refurbishment, and recycling services. Their circularity strategy is characterized by their business model, where consumers leasem appliances while the company retains ownership and takes responsibility for maintenance, repair, collection, and processing. Once the contract period has ended, the appliances are refurbished and recycled. Miele is a premium manufacturer of high-quality household appliances known for their durability, performance, and
timeless design. We collected data by analysing publicly available documents and information from the case companies and by interviewing case company representatives. The interviewed company representatives are well-informed about the business models, CE, circular strategies, and the usage of I4.0Ts. The findings present the results of data collection and development of frameworks for each case company. Empirical evidence for the CE-I4.0T Nexus Framework is gathered through observing implemented practices at the
case companies which the framework also provides.

Case company 1 focuses on cycling, narrowing, and extending strategies, with practices from the intensifying strategy less mentioned. The CE-I4.0T Nexus Framework is used to identify circular strategies, practices, I4.0Ts, and business model elements. Case company 1 uses big data and predictive models to optimize product life cycles and promote the circular economy. To improve, the company can implement practices
such as balancing supply and demand, utilizing Industry 4.0 technologies, optimizing resource consumption efficiency, and focusing on reselling channels.

Case company 2 focuses on the intensifying strategy in its business model by implementing practices related to sharing, leasing, and recycling. The CE-I4.0T Nexus Framework provides content for the current CBM of case company 2, which includes a greening strategy, focusing on delivering green products and reducing energy consumption through sustainable product delivery and eco-friendly packaging. Marketing channels
should focus on creating awareness about their green offerings and using eco-friendly appliances.

Case company 3 implements cycling and extending strategies using IoT, big data, cloud computing, and
analytics to monitor usage data and product performance. The framework also provides insights into practices that could be developed from the CE-I4.0T Nexus Framework, such as offering an app with energy insights, maintenance insights, and remote technical support for product maintenance or repair. 

During the case company analysis we focused on three propositions and three rival arguments to minimize bias and verify the results. Proposition 1 suggests that Industry 4.0 technologies enhance the value
proposition, value creation, and value delivery of electronic product manufacturing companies through the implementation of circular strategies. Proposition 2 asserts that Industry 4.0 technologies act as enablers or accelerators of circular business models by providing tools and capabilities that facilitate the adoption of circular strategies in electronic product manufacturing companies. Proposition 3 asserts that the CE-I4.0T Nexus business model tool provides clear insights that help manufacturing companies identify and leverage synergies between industry 4.0 technologies and circular strategies, facilitating an efficient transition towards a circular business model. However, rival arguments argue that implementation of Industry 4.0 technology
may require significant financial investments, training, and adjustment, and that compatibility concerns with current systems and workflows could hinder its usefulness.

In this study we analysed the cases of three electronic household appliance companies, Case Companies 1, 2, and 3, to determine their implementation levels and improvement areas in their circular practices. The data showed that the companies either see the potential of Industry 4.0 technologies to enhance their business models or are already leveraging I4.0Ts to enhance their offerings. However, there were opposing
arguments, such as the importance of customer approval for retrieving usage data and the focus on other factors like quality, hygiene, and price.

The CE-I4.0T Nexus Framework was empirically validated through analysing three electronic household appliance industry companies. It showed that it should be possible to derive circular practices enabled by I4.0Ts and implement them along the business model. 12 practices were found at the case companies which the CE-I4.0T Nexus Framework also provides. 

However, there are limitations and recommendations to consider. Firstly, the framework in table format shows per circular strategy the I4.0T capabilities but doesn't include them in the practices shown in each business model element. Additionally, the case companies had practices in place that are not provided by
the CE-I4.0T Nexus Framework but will give added value when implemented in the framework. A proposed improvement is to included practices that propose implement I4.0Ts in the products which enable circular practices. Further limitations are regarding the research itself. The case company analysis included only one interview from each case company, and more interviews with multiple representatives are recommended to get a full picture of all circular practices and industry 4.0 technology usage. Future research could focus on
the enhancement of empirical evidence by conducting multiple interviews at each case company, improving the framework and testing its effectiveness.

The fashion industry's shift to a circular economy (CE) is vital to reducing its environmental impact. Currently responsible for 4% of global greenhouse gas emissions, more than aviation and shipping combined, the fashion industry's emissions are projected to rise by 2.7% annually without increased decarbonisation efforts. Circular-born start-ups (CBSs) are crucial in this transition by introducing circular innovations (CIs) that close, slow, or narrow resource loops. However, CBSs face challenges in market entry, and research on this topic is limited.

This study, using a multiple-case study design within the French fashion industry, explores how CBSs introduce their CIs. Data was collected from nine French CBSs through semi-structured interviews and primary sources, complemented by two expert interviews. The study found that CBSs use circular strategies and approaches like recycling and repair to position their CIs, communicating value propositions through tangible and intangible benefits. Collaborations with brands, suppliers, and research centers are essential for market entry, knowledge development, and resource mobilization. CBSs face challenges such as regulatory compliance and market perceptions, which they address through continuous R&D and pilot projects. The study identifies six inducement mechanisms (e.g., regulatory support) and six blocking mechanisms (e.g., data gaps) influencing CI introduction.

The research provides insights into the CE in the fashion industry, contextualizing CIs and offering empirical insights into CBS operations and interactions. It contributes to the Technological Innovation Systems (TIS) literature and has practical implications for enhancing CBS collaborations and supporting innovation in the industry.

The adoption of artificial intelligence (AI) in performance management, particularly among knowledge workers in traditional organizational settings, is the focal point of this thesis. The study aims to understand the current state of AI adoption, anticipated benefits, challenges, and effective strategies for adoption, considering the critical role of employees in this process. Performance management is crucial for employee motivation and overall performance, and its measurable nature aligns with AI's capabilities to enhance efficiency and objectivity. However, there is a gap in AI's adoption and perceived utility, indicating considerable resistance and skepticism. From the outset, this study faced a unique challenge: no companies using AI in performance management agreed to participate. This underscores a broader reality; the topic is complex and shrouded in both excitement and secrecy. This reluctance highlights the sensitive nature of performance management. Moreover, the adoption of AI into human-centric processes is far from neutral. This study employs an exploratory qualitative research design, with data collected through semi-structured interviews with 15 HR managers and professionals who indirectly represented employees. Participants were selected from sectors actively engaging with AI technologies through direct implementation or consultancy services to capture diverse perspectives. The findings reveal a nuanced perspective on the role of AI in performance management. While there is some use of generative AI tools, such as ChatGPT, the overall adoption remains minimal among companies in the Netherlands. HR professionals recognize AI’s potential to enhance decision support, personalization and engagement, operational efficiency, and strategic planning. However, there is skepticism about AI's ability to fully capture employee performance, highlighting objectivity as both a benefit and a challenge. Key challenges identified include technology-, organization-, people-, and environment-related aspects. Among the challenges are diverse workforce perceptions, resistance to AI, and data quality issues. Assessing non-quantitative performance dimensions, such as competencies and skills, the variability in performance criteria, and the subjective nature of evaluations, remain significant hurdles. While AI offers data-driven insights, it does not yet solve these fundamental challenges in performance management. Despite optimistic expectations, significant challenges persist in early stages of AI adoption in performance management, indicating the need for further research before widespread implementation can be achieved. Practically, this research provides valuable insights for HR managers, guiding them to critically assess their current technological landscape and evaluate the applicability of AI within their specific organizational context compared to other technologies. Companies should assess their performance management goals and criteria to determine if AI can effectively address these needs. The development of AI technology for performance management should be watched closely, as advancements could enable AI to automate more tasks. Effective AI adoption in performance management requires comprehensive strategies integrating technology, organization, people, and environmental factors during the initiation and adoption phases. Robust data management practices are essential to ensure the reliability and value of AI applications. Including employees in the process is vital for successful AI adoption. Additionally, maintaining a human touch is essential to ensure that technology enhances human capabilities rather than replaces them. Shaped by the nascent stage of AI adoption in performance management, both in literature and practice, this study focused on theoretical explorations and anticipated challenges rather than real world experiences. Future studies should focus on organizations actively adopting AI to assess whether the anticipated potentials, challenges, and strategies identified in this study hold in practice.

In today's society, resource efficiency and energy conservation have become paramount, initiating discussions across businesses and nations. Circular strategies, rooted in the Industry 4.0 era of automation and data-driven processes, offer a compelling solution. This study investigates how circular strategies and Industry 4.0 technologies synergize to transform manufacturing companies into introducing circular business models. The research constructs a comprehensive framework interconnecting circular strategies, business model elements, and emerging technologies. This Hybrid Circular Business Model-Tech framework guides manufacturing entities in applying circularity, enhancing sustainability, resource efficiency, and competitiveness. Through literature review, framework development, and real-world case studies with renowned Dutch firms, the study bridges theory and practice, advancing circular economy principles in the manufacturing sector. Overall, the Hybrid Circular Business Model - Tech framework serves as an invaluable tool for transitioning from linear to circular models, fostering informed decision-making within organizations committed to embracing a sustainable future.

The global ever growing energy demand, quest for renewable alternatives for fossil fuels and desire to reduce dependency on single countries has driven the increasing demand for offshore wind energy production. The advancing technologies that enable offshore wind turbines to gain efficiency go hand in hand with increasing sizes of components and foundations. Deeper waters can be entered, but the accompanied size and weight increase poses various challenges. Fixed-bottom structures such as monopiles reach diameters of 10m and lengths up to 110m, which complicates the onshore handling of those monopiles in marshalling ports. This study identified a gap in the existing literature regarding marshalling ports and their role in supporting offshore wind farm construction.

By applying a discrete event simulation (DES) to a case study regarding the construction of an offshore wind farm in the Baltic Sea, different scenarios have been evaluated and assessed in their resilience and performance in response to schedule changes. The findings highlight the importance of a compressed project schedule in achieving cost reductions. A strategy with approximately 75% overlap between load-in and load-out schedules was identified as the most cost-efficient approach. With this approach, cost savings are not only achieved by reducing operational expenses such as personnel and equipment rental, but most substantially by the decreased amount of demanded storage area spaces. With less storage spaces needed, both the construction costs for storage bunds and the area rental costs decrease. The analysis of the experiment on schedule overlap revealed that a scenario with only one support for load-out and zero supports for the load-in exhibited higher average waiting times and total maximum fines. However, this scenario still performed best in terms of total costs, as the waiting times for ships did not outweigh the expenses associated with additional supports. The study also examined the timing of arrivals and found that when a barge arrives the day after the installation vessel departs, the waiting time for unloading significantly decreases.

Collaboration among stakeholders is emphasized as a key recommendation stemming from the study. Involving all relevant actors in offshore wind projects from an early stage can yield extensive mutual benefits. By establishing an overarching supply chain management, coordinated by the project developer, overall construction costs can be reduced without harming any particular party.

The developed discrete event simulation might be applied to other projects to extend the research, under the requirement that the included assumptions are structurally evaluated. Investigating different project sizes, schedule variations and load-out methods could improve the overall understanding of the system dynamics and parameters. In combination with a discrete event simulation, a mathematical layout optimization might enable decision makers to make choices regarding the location and priority of placing wind turbine components in marshalling port, based on the installation variability. This could eventually lead to a decision-making tool suitable for cost-optimizing marshalling activities and installation strategies for wind farm constructions globally, contributing to the acceleration of the energy transition.

The pursuit of sustainability is at the forefront of international conversation in an era marked by urgent environmental challenges. This research aims to shed a light on tools, indicators, and methodologies used to assess sustainability, paving the way for informed decisions, actionable insights, and a brighter tomorrow.

The Paris Climate Accords urges the importance for sustainability and the reduction of environmental impact. At the same time, the demand for animal protein is growing due to an increase in world population and changing diets, resulting in growing challenges regarding the environmental impact of the agricultural and livestock sector. Firms aim to provide technological solutions that contribute to a sustainable way of farming. One of the technological solutions that lack scientific research is the livestock feeding robot. This knowledge gap offers the opportunity to investigate measuring the sustainable performance of livestock feeding robots. Additionally, scientific literature describes Life Cycle Assessment as a common and fitting methodology to measure the environmental impact of products. Furthermore, firms want to become more sustainable for competitive advantage and to be able to meet future regulations. Measuring sustainability is essential in the transition towards sustainability because the measurement can provide insights for decisions about strategic planning, product design, and supply chain design. Therefore, this research examines how the Life Cycle Assessment methodology measures the environmental impact of a livestock feeding robot life cycle by executing a case study.

A literature review was conducted to gain more detailed information on the Life Cycle Assessment methodology and environmental impact. But also, to identify multiple types of Life Cycle Assessment methodologies. The Fast Track Life Cycle Assessment methodology was selected based on data availability and compatibility with the goal of the research t0 measure the environmental impact of a livestock feeding robot. Carbon Footprint and Eco-costs were selected as impact indicators due to their practical characteristics for firms. The case study resulted in a Carbon Footprint of 34944 kg CO2 equivalents, equal to the offset of 1588 mature trees existing for one year. Additionally, the Eco-costs results in 9192 euro, representing the required investment to lower the environmental impact to a sustainable level by selecting the best available alternative technology which is needed to meet the required level of emission allowances.

To conclude, this study provides a case study about measuring the environmental impact of a product life cycle. Although this study focuses on the assessment of a livestock feeding robot, the same case study design can be used to measure the environmental impact of similar products. Therefore, other firms can replicate the case study design to measure environmental impact and meet future regulations, as well as maintain or improve their competitive advantage.

The Dutch horticulture sector (Dhc sector) is a significant contributor to the country's GDP and a global leader in horticultural production and trade. However, despite government efforts, the sector faces challenges in achieving sustainable targets. Sustainable startups, the suppliers of innovative solutions, also encounter barriers hindering the implementation of their sustainable business models. This study aims to identify these barriers and propose niche strategies to help sustainable startups effectively implement their business models in the Dutch horticulture sector.
To address the research question, the study develops the Sustainable Transition Navigator (STN) model, which integrates the Sustainable Business Model Canvas (SBMC), Technological Innovation Systems (TIS) framework, and niche strategies. The model assists startups in visualizing and optimizing the impact of their niche strategies on their sustainable business models.
The STN model is validated and applied to two sustainable startups in the Dhc sector. Through stakeholder analysis and qualitative interviews, the study identifies six clusters of innovation barriers specific to the sector. These findings are incorporated into the STN model to highlight the barriers that sustainable startups must overcome.
The practical implementation of the STN model reveals its benefits. Startups find the model valuable for assessing technological viability and selecting appropriate niche strategies. The visual representation of the model facilitates communication within startup teams, emphasizing the importance of regularly revisiting and adjusting strategies. The STN model serves as an online tool for iterative evaluation and adjustment.
The flexibility of the STN model allows startups to adapt it to various stages of their journey. By accurately assessing hindering building blocks and influential factors within the TIS framework, startups can identify areas for improvement and formulate relevant niche strategies. Multiple niche strategies can be organized into a timeline, creating an implementation plan that can be continually revisited.
This study contributes to scientific and managerial fields by expanding the applicability of the TIS framework, introducing the STN model, and providing practical insights for startups and business leaders. The findings offer guidance for navigating barriers and driving sustainable transitions in the Dutch horticulture sector and other industries.

The metaverse, a virtual reality-based interconnected digital space, has garnered considerable attention in recent years, presenting promising prospects within the B2B sector. Consequently, the implementation of the metaverse possesses the capacity to influence the operational landscape of B2B firms, introducing novel opportunities and necessitating substantial organizational changes. However, the extent of scholarly investigation pertaining to this specific subject remains limited.

As a result, the present study aims to investigate the impact of implementing the metaverse on the operations of B2B firms. By conducting a qualitative research approach, comprising a series of 16 interviews with participants from diverse backgrounds and expertise, this study undertakes a comprehensive examination of the definition, advantages, challenges, preparatory measures, and sustainability of metaverse implementation in B2B firms.

This research advances knowledge on metaverse implementation in the B2B sector, offering theoretical and practical insights into benefits, challenges, preparation, and sustainability. It equips managers with the knowledge to assess the metaverse's potential, address risks, and adopt successful implementation strategies.

In today's knowledge-intensive economy, innovation has become essential for securing a competitive advantage, assisting firms in thriving, and ensuring their survival. Corporations have realised that experts are just some of the ones responsible for innovation. Employee involvement in developing innovation processes thus represents a significant cultural shift from established company practices. This realisation has led to the emergence of employee-driven innovation (EDI). There is academic work that studies different contributing factors to EDI. Management practices and leadership are crucial for implementing EDI initiatives by creating a supportive environment, encouraging innovation, and providing autonomy and guidance to employees. Recent work looks into creativity and employee work behaviour. There is also work around digital EDI, and some studies look into the organisation of EDI.

However, organisations still struggle with implementing EDI. This research aims to identify key factors and practices that effectively organise EDI within high-tech organisations. The qualitative and inductive study used semi-structured interviews to generate theory and draw general conclusions. The target population includes change managers, senior managers, and employees in high-tech organisations. Twelve people from different organisations in The Netherlands participated in the study. I recorded, transcribed and anonymised the video interviews. These anonymised documents were further used for coding to identify emergent themes.

The results provide valuable insights into the participants' understanding, perception, and outcomes of EDI initiatives. Initially, they showed limited awareness of EDI, but after being informed, they recognised its importance in leveraging the creative potential of all employees. The participants discussed examples of EDI initiatives, highlighting the use of digital platforms, collaborative sessions, competitions, and off-site activities to foster innovation. They acknowledged various benefits of EDI, such as cross-functional collaboration, diversity of thought, self-leadership, and persistence. However, their definition of success varied, with some focusing on idea integration while others emphasised factors like customer satisfaction or alignment with organisational priorities. Challenges associated with EDI were also identified, including organisational resistance, managing the number of ideas generated, and the lack of clear definitions for innovation and success.

This study fills a research gap by offering practical insights into organising and implementing EDI effectively. The findings emphasise the importance of creating an innovative environment, recruiting individuals with specific characteristics, and organising EDI activities that are engaging and connected to daily work experiences. The highlights include leadership advocacy, fostering a supportive culture, and recognising employee efforts. The study proposes a shift in the assumption that all employees are willing to innovate and suggests integrating EDI into daily work routines. Theoretical implications indicate introducing an idea selection phase in the EDI process. Practical implications include balancing business and creativity, providing incentives, managing time effectively, promoting collaboration, and establishing transparent criteria for idea selection. The study proposes an EDI intervention framework that serves as a roadmap for organisations, emphasising idea generation, selection, implementation, cultural enablement, and transparent processes. Overall, this study contributes to understanding EDI and provides recommendations for fostering a culture of innovation.

This thesis investigated the transition towards sustainable aviation technologies using a macro and micro perspective. For the macro perspective the seven function model of an Technology innovation system was used. The micro level comprised a case study at KLM using theory of Melissa Schilling, Strategic management of technological innovation. The method was qualitative in which several interviews were performed with industry experts and innovation experts at KLM.

This study revealed that the TIS for sustainable aviation technologies is currently active. However, the TIS is not performing optimally as main barriers emerge for the function legitimisation and lobby, obstructing the transition towards a sustainable aviation future. KLM could take a leading role in overcoming these barriers by using its reputation and profound industry knowledge. For this,
it is important that KLM prioritises innovation and use its will to pioneer in the transition. A long road lies ahead for the industry to become green due to the complexity of the actor network and the technical challenges. Nevertheless, given the technological advancements, it is expected that the first battery-electric flights will emerge in this decade, marking the start of a sustainable aviation industry.

Recommendations were made for policymakers, KLM, and science. The main recommendation for policymakers is to install legislative incentives for entrepreneurial activities and stimulate the market in the future. Furthermore, aerospace should be made available to test battery-electric and hydrogen
technologies. Recommendations for KLM are to prioritise innovation by reorganising innovation teams in the organisation. Autonomous teams should be installed that are separated from the core business to explore new business models and the impact of new technologies on the existing model. Future research should investigate the role of sustainability on the TIS. Also, during the interviews it came forward that the relation between entrepreneurial activities and knowledge creation is bilateral rather than unilateral as presented in the TIS model. Research should further investigate the impact of the bilateral relation on the model.

In the upcoming years, freight transportation demand is expected to increase, and thus, raise the environmental impact of logistics service providers (LSPs). Transport and logistic activities are the second-largest emitters of greenhouse gas emissions (GHGE) and have a significant impact on air quality, noise pollution, water quality, and, among many other, land take. In efforts to collectively reach the goal of reducing GHGE by at least 55% by 2030, compared to the 1990 levels, there is an increasing number of initiatives such as the Fit for 55 package, European Climate Law, EU strategy on adaptation to climate change, CO2 emissions from transport, EU emissions trading system, effort sharing, land use and forestry, and clean energy. Through these initiatives, governments aim to fight climate change and drive urban action that reduces greenhouse gas emissions and climate risks, while increasing citizens’ health, well-being, and economic opportunities. As part of the transport and logistics industry, LSPs play a significant role in changing the current trajectory of GHGE and other environmental problems. However, not many companies are acting upon these issues, and those who are, have not been ambitious enough. Some of the reasons include: the highly competitive, low margin, and capital-intensive market LSPs operate in, as well as the high level of green investment needed, the uncertainty of their payback period, the lack of employees with a focus on environmental initiatives, and the lack of a well-defined regulatory framework and financial incentives. In this context, research indicates that many of the barriers are highly influenced by how regulations are designed and how governments support LSPs in improving their environmental performance. To this end, many researchers have evaluated the relationship between environmental regulations, innovation, and a firm’s competitiveness. In this regard, evolutionary economists believe that environmental regulations can trigger innovation that may partially or more than fully reduce the costs of complying with them (increase in competitiveness) (i.e., Porter Hypothesis). In contrast, neoclassical economists believe that this “win-win” situation does not exist. To this date, the overall findings of the Porter Hypothesis have been inconclusive and context specific. Therefore, the objective of this study is to carefully evaluate the Porter Hypothesis in LSPs and understand whether environmental regulations are appropriately designed, understand the importance of the involvement of LSPs in the development of environmental regulations and provide insights on how they can design practical corporate environmental approaches. More specifically, the main research question the study aims to answer is: “Under which conditions can European environmental regulations increase competitiveness for Intra-European Logistics Service Providers (LSPs)?”...

Diversity in project teams is a notion that remains very broad and ill-defined, while literature indicates a mixture of positive and negative effects. The goal of this research is to better define diversity, its dimensions and effects, and the ways in which projects are affected by it. This investigation assists in the creation of a set of guidelines, which can be used to assess the current levels of diversity, and which also lead to suggestions that minimize the negative and maximize its positive influence. To accomplish this, the research question is formulated as follows: “How are projects affected by diversity in the project teams?” The design of the research is divided in three phases. Firstly, an extensive literature review revealed the dimensions that are considered and the effects that are generated. Secondly, the development of a questionnaire explored the view of diversity and its effects in practice. A statistical analysis discovered the statistically significant relationships and patterns. Finally, an evaluation process aimed to better explain the findings and provide some insights in how certain conditions are managed. The diversity dimensions’ matrix that was developed through the literature review assisted in the formation of the first, broad definition of diversity in literature. Through the statistical analysis, the number of dimensions was decreased by removing the ones that were considered either irrelative or not even present in the project teams. The investigation of the effects of diversity followed, along with their connection to the dimensions that mainly trigger them. As proved, effects are triggered by either the most present dimensions or by dimensions of special significance. Most of the effects recorded do have a positive influence on the atmosphere of the team and the performance of the project, by achieving for instance better team cohesion and coordination, cooperation, decision-making and creativity. As indicated in the findings, diversity should be further explored. The proposed guidelines can be used to recognize the levels of diversity in the project team and the effects that might be triggered. In this way, the ones that cause negative influence can be managed to boost the atmosphere of the project team and the project performance. The process followed could be repeated by applying some alterations that will assist in the deeper investigation of the variables. For example, the implementation of the guidelines in real projects would verify or reject the findings, leading to the creation of a more extensive guidelines or even a framework. Similar research can also be designed, by changing the way the effects are defined. Professionals could also start applying the guidelines, aiming to recognize the mechanism and control the triggered effects efficiently. Furthermore, the onboarding process followed by new employees and the team bonding are some aspects that should be handled carefully. Investing time and other resources related to these aspects should be among the priorities, since the influence on the team and project aspects is significant.