SOME REFERENCES

Sander Jansen is associated with various training institutes:

  • HU University of Applied Studies (Utrecht), where he developed and taught the module Digital Transformation to professionals working in Food, Manufacturing, (online) retail, Defense, Healthcare, Public Administration, IT infrastructure and Logistics.
  • Kweekel Training & Consultancy (Nieuwkoop), where he trains the Digital Leadership program together with five other trainers. Meanwhile to more than 90 decision makers from an equally wide range of organizations.
  • Canon Europe Ltd for which Sander guides the international entrepreneurs in the print and media industry and trains on-site in optimizing business processes and revenue models.
  • Branch organization VIGC offers the mentor sessions and training of jba to its members to transform to Industry 4.0

CONTACT

    SOURCES

    Literature

    Almquist. E., Senior, J. and Bloch, N. (2016) The elements of value. Harvard Business Review, September 2016. Anderson, C. (2006) The long tail: Why the future of business is selling less of more, New York: Hyperion Books. Applegate, L.M., Austin, D.A. and Soule, D.L. (2009) Corporate Information Strategy and Management. Boston: McGraw-Hill Irwin. Ardon, A.J. and Wassink, N. (2008) Als veranderingen niet meer maakbaar zijn. Wederzijds leren bij stagnerende verandering: een handelingsperspectief. Tijdschrift M&O, No 3/4 mei/augustus, pp. 264-280. Austin, D.A., Applegate, L.M., and Soule, D.L. (2009) Corporate Information Strategy and Management. Boston: McGraw-Hill Irwin. Balogun, J. and Johnson, G. (2003) Organizational restructuring and middle management sensemaking. Academy of Management Journal, Vol 21., no 2, pp. 247-257. Beer, M. and Eisenstat, R.A. (2000) The silent killers of strategy implementation and learning. Sloan Management Review, summer, pp. 29-40. Beer, M. and Nohria, N. (2000) Cracking the code of change. Harvard Business review, May-June, pp. 113-141. Bonner, B.L. and Bolinger, A.R. (2014) Bring out the best in your team’, Harvard Business Review, September issue. Bullock, R.J. en Batten, D. (1985) It’s just a phase we’re going through: a review and synthesis of OD phase analysis’, Group & Organization Management, 10: 383. Burnes, B. (2013) Managing Change, sixth edition. Harlow: Pearson Education Limited. Chawla, S. and Renesch, J. (1995) Learning organizations: developing cultures for tomorrow’s workplace. Portland: Productivity Press. Christensen, C. (2009) The innovators dilemma. Boston: Harvard Business Review Press. Clarkson, M.B.E. (1997) A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, vol. 22, no 4, pp 92-117. De Man, H. (2003) Defensief gedrag in organisaties doorbreken. Terug naar Argyris. Tijdschrift M&O 2, pp: 5-16. Drucker, P. (1980) Managing in Turbulent times. New York: Harper & Row. Fisk, P. (2015) Gamechangers. West Sussex: John Wiley and Sons Ltd. Hedlund, G. (1994) A model of knowledge management and the N-form corporation. Strategic Management Journal, vol. 15, special issue: strategy: search for new paradigms, pp. 73-90. Homan, Th. H. (2006) Wolkenridders. Heerlen: OpenUniversiteit. Homan, Th. H. (2005) Organisatiedynamica. Den Haag: BIM Media. Jansen, S.W., (2017), The Building Blocks of the Innovation Framework. Changeventure Publishers Kaplan, R.S. and Norton, D.P. (1992) The balanced scorecard: measures that drive performance. Harvard Business review, January-February. Kotter, J.P. (2004) Leading Change. Boston: Harvard Business Review Press. Kueng, P. and Krahn, A.J.W. (1999) Building a process performance Measurement System: Some early experiences. Journal of Scientific & Industrial Research, Vol. 58, pp. 149-159. Kueng, P. (2000) Process performance measurement system: a tool support process-based organizations. Total Quality Management, vol. 11, no 1, 67-85. Kweekel, W., and Bijl, D, (2013) Resultaatgericht organiseren. Het Nieuwe Vizier. McFarlan, F.W., and Nolan, R.L. (1995) How to manage an IT Outsourcing Alliance. Sloan Management Review 36, no 2 McGinn, D. (2016) Resisting the lure of short-termism. Harvard Business Review, November, pp. 42-53. Mitchell, R.K., Agle, B.R. and Wood, D.D. (1997) Toward a theory of stakeholder identification and salience: defining the principle of who and what really counts. Academy of Management Review, vol. 22, no 4, pp. 853-886. Neely, A. et al. (2000) Performance measurement system design: developing and testing a precess-based approach’, International Journal of Operations & Production Management, vol. 20, no.10, pp. 1119-1145. Osterwalder, A. and Pigneur, Y. (2009) Business model generation. Deventer: Kluwer. Pink, D.H. (2009): Drive – The suprising truth about what motivates us. London: Yale University Press. Rolfes, M. and Pentland, A. (2016) Finance corporate VCS are moving the goalposts. Harvard Business Review, November, pp. 24-25. Senge, P. (1990) The fith discipline: the art and practice of the leraning organization. London: Century Business Soule, D.L., Applegate, L.M. and Austin, D.A. (2009) Corporate Information Strategy and Management. Boston: McGraw-Hill Irwin. Van Den Bosch, F.A.J. and Van Wijk, R.A. (2001) De ontwikkeling van interne netwerken als duurzame kenniscreatiestrategie. Bedrijfskunde, nr. 3, pp. 86-93. Van Der Vegt, G and Bunderson, J. S. (2005) Learning and Performance in Multidisciplinary Teams: the importance of collective team identification. The Academy of Management Journal, Vol. 48, No 3, pp. 532-547. Van Wijk, R. (1998) Knowledge Characteristics of internal network-based forms of organizing. Proceedings – Academy of Management, vol. 8, issue 1, pp. B1-B7. Voepel, Leibold and Mahmoed (2004) The Organisational Fitness Navigator, enabling and measuring organizational fitness for rapid change. Journal of Change Management, Vol. 4, issue 2, pp.123-140. Volberda, H.; Jansen, J.; Tempelaar, M. and Heij, K. (2001) Monitoren van sociale innovatie: slimmer werken, dynamisch managen en flexibel organiseren. Tijdschrift voor HRM, editie 1, pp. 85-110. Weihrich, H. (1982) The TOWS Matrix – A tool for situational analyses. Long Range Planning.

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