Nyenrode Business Universiteit, also spelled as Nijenrode, is a Dutch business school and the only private university in the Netherlands. Founded in 1946, it is located on a large estate in the town of Breukelen, between Amsterdam and Utrecht. Wikipedia.
van der Rhee B.,Nyenrode Business University |
Schmidt G.M.,University of Utah |
Tsai W.,University of Utah
Production and Operations Management | Year: 2017
We consider a product sold in multiple variants, each with uncertain demand, produced in a multi-stage process from a standard (i.e., generic) sub-assembly. The fan-out point is defined as the last process stage at which outputs are generic (outputs at every subsequent stage are variant-specific). Insights gained from an analytical study of the system are used to develop heuristics that determine the stage(s) at which safety inventory should be held. We offer a relatively-simple heuristic that approaches globally-optimal results even though it uses only two relatively-local parameters. We call this the VAPT, or value-added/processing time heuristic, because it determines whether a (local) stage should hold inventory based only on the value added at that local stage relative to its downstream stage, along with the processing time at that local stage relative to its downstream stage. Another key insight is that, contrary to possible intuition, safety inventory should not always be held at the fan-out point, although a fan-out point does hold inventory under a wider range of conditions. We also explore when postponement is most valuable and illustrate that postponement may often be less beneficial than suggested by Lee and Tang (1997). © 2016 Production and Operations Management Society
News Article | December 10, 2015
Habits can be a trap for people in leadership positions — whether they are in business, politics, or another field. As leaders, they should provide a compelling vision that inspires those around them. Instead, many of them lapse into automatic and mindless thinking. And that can affect every decision they make — and the actions of the people who report to them. “Too often, we don’t come up with imaginative solutions because we let ourselves be ruled by routine and by preconceived notions,” says Rob-Jan de Jong, a behavioral strategist and author. “We think we know ahead of time what will and won’t work, which makes us quick to dismiss ideas that sound too ‘out there.’ The people who answer to you learn the lesson that creative thinking is frowned upon, even if that’s not the lesson you wanted to teach.” Simply making a New Year’s resolution to have a more open mind in 2016 likely won’t be enough to turn things around. But de Jong says there are behaviors and practices that, through repetition and perseverance, can help leaders and anyone else develop a mindset that’s open to imaginative and better ideas. • Formulate powerful questions. Generating ideas starts with asking the right questions and the best questions are thought-provoking. They challenge underlying assumptions and invite creativity. “They also give us energy, making us aware of the fact there is something to explore that we hadn’t fully grasped before,” de Jong says. Train yourself to catch poorly designed questions, asked by you or someone else, and reformulate them. Questions that begin with “why,” “what,” and “how” are best because they require more thoughtful responses than those that begin with “who,” “when,” “where,” and “which.” Especially avoid questions that can be answered with a “yes” or “no.” • Expand your sphere of influence. “We are strongly influenced, for better or worse, by the small group of people we have direct contact with,” de Jong says. “Since we tend to hang out with people who are fairly similar to ourselves, chances are we are limiting our perspectives.” He recommends making a deliberate effort to encounter people and ideas that are “profoundly different from the usual suspects you hang out with.” Visit a conference of a different profession, hang out with skaters, join an arts club, or buy a magazine randomly off the shelf. • Break your patterns. You can increase your chances of seeing things differently if you deliberately break your normal pattern of working, communicating, thinking, reacting, and responding, de Jong says. Take a different route to work. Change where you sit in meetings. If you are normally the first to volunteer, hold back. • Learn to listen. “We’ve all been taught the importance of being good listeners,” de Jong says. “The problem is most of us struggle to actually do it.” Often when people are “listening,” they really are waiting for the first opportunity to share their story, their opinion or their experience. De Jong suggests training yourself to engage in three pure listening conversations a week. They don’t need to be longer than 15 to 20 minutes, they can be formal or informal, and the other person doesn’t need to know what you’re doing. Vow that you won’t try to take over the conversation no matter how much you want to. “Just keep asking questions and don’t dismiss anything the other person says,” de Jong says. After the conversation, reflect on what you learned. Don’t dismiss any ideas or views that don’t align with yours. “Dare to challenge your own assumptions and reframe your beliefs if need be,” he says. “Some of these practices may take people outside their comfort zones, and everyone might not be ready to try all of these at once,” de Jong says. “But if you start to put them into practice, you’ll be able to grow into a more mindful, visionary leader one step at a time.” Rob-Jan de Jong, author of Anticipate: The Art of Leading by Looking Ahead, is an international speaker, writer and consultant on strategy and leadership themes. He serves as an expert lecturer at various leading business schools such as the Wharton Business School, Thunderbird School of Global Management, Nyenrode Business University, and Sabanci Business University. As a behavioral strategist, he speaks, teaches and consults on executive subjects such as visionary leadership, influence, strategic decision-making, and innovation. www.robjandejong.com
Van Orden J.,United States Military Academy |
Van Der Rhee B.,Nyenrode Business University |
Schmidt G.M.,University of Utah
Journal of Product Innovation Management | Year: 2011
Based on the examination of 239 "best products" (all those on Business Week's annual lists from the past decade), this article tests and validates a conceptual framework identifying six ways in which new products open new markets and/or encroach on original products. Three of these six scenarios involve high-end encroachment (the new product first opens a new high-end market, or enters at the high end of an existing market, and then diffuses down-market), and three scenarios involve low-end encroachment (encroachment starts at the low end, followed by diffusion up-market). As illustrated in a 2 × 3 matrix, high-end encroachment ensues when the new product enhances performance with regard to the market's core attribute (low-end encroachment ensues when this performance is diminished). The three high-end sub-types and three low-end sub-types are determined by the strength of performance along an ancillary attribute dimension. If the ancillary attribute performance is week, then the encroachment of the new product on the old market is immediate (corresponding to immediate high-end encroachment and immediate low-end encroachment, respectively). If the ancillary performance is moderate, then the new product expands the market at the high or low end (corresponding to new-attribute high-end encroachment and fringe-market low-end encroachment, respectively). If the ancillary performance is strong, then the new product first opens an entirely new market at the high or low end (corresponding to new-market high-end encroachment and detached-market low-end encroachment, respectively). The reliability and comprehensiveness of the encroachment framework is tested by asking a panel of eight judges to categorize each of the 239 products. Results show inter-judge reliability of 98%, with all products falling within one of the six encroachment categories. Each of the encroachment types has unique implications on product positioning and pricing, as further discussed in the paper. Thus the model helps firms identify and analyze the various possible strategies that they might choose from when introducing new products. © 2011 Product Development & Management Association.
Gurdon M.A.,University of Vermont |
Samsom K.J.,Nyenrode Business University
Technovation | Year: 2010
We present the results from follow-up interviews in 2001 of scientists first studied in 1989 who had commercialized their inventions. Eleven of the original participating ventures had survived while six had failed outright. An effective combination of management team processes and access to capital was observed among the successful ventures. Additionally, personal motives expressed by scientists in 1989, especially the single-minded focus on financial outcomes, appear correlated with ultimate success. Those who failed experienced a more intense conflict between business and science values. Most of the latter did not repeat the experience whereas many of their commercially successful peers pursued further ventures. © 2009 Elsevier Ltd. All rights reserved.
Lambooy T.,Nyenrode Business University |
Lambooy T.,University Utrecht
Journal of Cleaner Production | Year: 2011
Freshwater scarcity is no longer limited to sub-Saharan developing countries; also in Western society, access to unlimited amounts of freshwater is not assured at all times. It has been argued - and laid down in many national legal systems - that access to freshwater is a basic human right. What if corporate freshwater use threatens to interfere with this human right? The main focus of the article is to explore the role of todays companies in relation to freshwater. A number of tools have been developed to attend to the necessity to reduce corporate use of freshwater. The article discusses specialised water reporting instruments such as the 2007 Global Water Tool and the water footprint calculation method. In addition, attention is paid to a CERES report (2010) revealing that the majority of the 100 worlds leading companies in water-intensive industries still has weak management and disclosures of water-related risks and opportunities. To obtain concrete information about corporate water strategies and practices, an explorative analysis was conducted on 20 Dutch multinational companies. The article highlights various innovative practices. In sum, it is demonstrated that companies are expected to bear responsibility for their impact on water resources, in particular when it influences public access to water in areas with freshwater scarcity and/or weak government. Notwithstanding the critical conclusions of the CERES report, it is interesting to see an evolution in corporate research concerning sustainable water use and the development of greener products and greener ways of production. © 2010 Elsevier Ltd. All rights reserved.
Levashova Y.,Nyenrode Business University
Review of European Community and International Environmental Law | Year: 2011
On 20 October 2010, a new European Union Regulation was adopted detailing the obligations of operators who place timber and timber products on the market. This landmark legislation aims to eliminate illegal timber from the European markets by introducing 'due diligence' requirements and prohibition requirement to place illegal timber on the market. Despite its far-reaching objectives, the decision-making process within the EU has led to significant compromises that could, in the future, hinder the Regulation's effectiveness. This article analyzes controversial provisions of the Regulation, such as the 'simple prohibition requirement' and the penalty system, as well as their history. The Regulation is also compared to the Lacey Act in the United States, and differences between these two pieces of legislation and their significance are explained. The author draws preliminary conclusions and poses questions to be taken into account by the Member States before the Regulation enters into force in 2013. © 2012 Blackwell Publishing Ltd.
Van Dam S.S.,Technical University of Delft |
Bakker C.A.,Technical University of Delft |
Van Hal J.D.M.,Technical University of Delft |
Van Hal J.D.M.,Nyenrode Business University
Building Research and Information | Year: 2010
Home Energy Management Systems (HEMS), e.g. energy monitors, are intermediary products that can visualize, manage, and/or monitor the energy use of other products or whole households. HEMS increasingly receive attention for their role in energy conservation in households. A literature review and a case study examine the mid-term effectiveness (more than 4 months) of HEMS. The case study presents the results of a 15-month pilot with a domestic energy monitor in the Netherlands. It explores the extent to which participants manage to sustain their initial electricity savings over time, with a special focus on the development of habitual energy-saving behaviour. The results show that the initial savings in electricity consumption of 7.8% after 4 months could not be sustained in the medium- to long-term. A second finding is that certain groups of people seem more receptive to energy-saving interventions than others. These participants quickly develop new habits and exhibit larger savings than other participants. Obviously, a 'one-size-fits-all' approach for home energy monitors cannot be justified. For HEMS to be effective, a deeper understanding is needed that embraces social science, contextual factors, usability, and interaction design research. © 2010 Taylor & Francis.
Mlecnik E.,Technical University of Delft |
Visscher H.,Technical University of Delft |
van Hal A.,Technical University of Delft |
van Hal A.,Nyenrode Business University
Energy Policy | Year: 2010
Promoting energy efficiency in the building sector is essential if the agreements of the Kyoto Protocol are to be honoured. Different initiatives for energy labelling of highly energy-efficient residential buildings have emerged throughout Europe as an essential method to stimulate market demand, to control grants or to ensure the quality of demonstration projects with excellent energy performance.The paper identifies the barriers and opportunities for the further diffusion of labels for highly energy-efficient houses. A model based on the theory of the diffusion of innovation is developed to analyse perceived attributes of existing European labels. The paper investigates the innovation characteristics of existing labels in Europe, with a focus on advanced countries. The question of compatibility with the development of the European Energy Performance of Buildings Directive (EPBD) is examined in detail.We found that the diffusion of emerging and already existing voluntary European labels for highly energy-efficient houses is needed. Their complexity can be lowered and relative advantage, trialability, observability, and compatibility can be increased. EPBD calculation procedures should be able to receive highly energy-efficient houses. In the framework of the recast of the EPBD, official recognition of existing voluntary labels is recommended. © 2010 Elsevier Ltd.
Van Der Rhee B.,Nyenrode Business University |
Van Der Veen J.A.A.,University of Amsterdam |
Venugopal V.,Nyenrode Business University |
Nalla V.R.,Nyenrode Business University
Operations Research Letters | Year: 2010
A new type of revenue sharing (RS) contract mechanism for multi-echelon supply chains between the most downstream entity and all upstream entities is proposed. The new RS contract is analyzed in the linear supply chain setting facing stochastic demand. Advantages over mechanisms with RS contracts between all pairs of adjacent entities are discussed and demonstrated. © 2010 Elsevier B.V. All rights reserved.
Van Bree J.,Nyenrode Business University
Proceedings of DiGRA 2011 Conference: Think Design Play | Year: 2011
Against the backdrop of an unstable economic and social environment, managers and scholars of organization have been taking an increasing interest in computer games as a source of inspiration. This paper reviews three perspectives that have been taken when attempting to enrich organizations with elements of computer games. We consider the design of computer games to be the most interesting of the three perspectives and present two case studies in which game design principles were applied in an organizational setting. The studies show the value of such a design process as an instrument for exploring a complex organizational system. Furthermore, the use of isolated game elements in a finite organizational context was shown to be an effective way to create effects such as transparency and curiosity. © 2011 Authors & Digital Games Research Association DiGRA.