This document summarizes Peter Oeij's presentation on workplace innovation to Korean experts. It discusses: 1) examples of workplace innovation interventions in Europe from TNO research; 2) TNO's approach to workplace innovation, which takes an integral, participatory, evidence-based approach; and 3) types of projects TNO conducts, including research, policy evaluation, company studies, and research-based consultancy to design good jobs and improve organizational culture and structure.
Workstyle augmentation from the viewpoint of workplace innovation - Peter OeijPeter Oeij
Presentation Workstyle Augmentation Project -International Workshop (March 17, 2022), Organised by Human Augmentation Research Center National Institute of Advanced Industrial Science and Technology (AIST), Kashiwa (Tokyo, Japan)
Connecting streams of workplace innovationPeter Oeij
Workshop for xxxi ispim innovation conference, ‘innovating in times of crisis’, 7-10 June 2020, virtual event. https://www.ispim-virtual.com/
Peter Oeij, Paul Preenen, Ryosuke Ichikari, Adela McMurray, Seri no, Kyetaik oh, Sharon Parker, Kentaro Watanabe & Steven Dhondt
The Socio-Economic Characteristics and the Challenges of Innovation Faced By ...iosrjce
Even though innovation is deemed to be a solution to the many challenges that hinder growth of
firms, it is believed that it can enhance business growth but it is not clear whether innovation by itself can lead
to business growth among the SMEs due to the challenges they face. The main purpose of the study was to
investigate the effect of innovation on growth of medium-sized businesses. Based on the study, this paper
describes the socio-economic characteristics of entrepreneurs and the challenges they face in trying to innovate
towards improving the performance of their firms in Eldoret Kenya. The study adopted a descriptive case study
design on a sample of 169 respondents from Doinyo Lessos Creameries in Uasin Gishu County. Response was
received from 161 participants who accounted for 95%. Purposive sampling technique was used to identify the
area of study; stratified and simple random sampling techniques were used to select the respondents from the
target population. Questionnaire and interview schedule were the main instruments of data collection.
Qualitative data was analyzed descriptively in form of frequency counts, percentages and measures of central
tendency. Some of the challenges include lack of formal innovation policy; inadequate budgetary allocation to
innovation; employees not fully motivated to spur innovation; large companies in the dairy industry had
invested in more research hence developed most of the ideas originating from Doinyo Lessos Creameries, and
that some of the new products do not attract a substantial and economic viable market. It was recommended
that the government needs to provide more training to SMEs to ensure innovative ideas are enhanced and
patented for maximum benefit to the Firms.
Knowledge sharing innovation_and_firm_performance_evidence_from_turkeyMesut DOĞAN
The aim of this study is to determine relationship between knowledge sharing, innovation and firm performance. In the current study, a survey was conducted on a total of 150 high-tech companies operating in Istanbul, Ankara and Antalya. In the analysis results, it is seen that innovation speed and quality affect both the operational and financial performance of firms. In other words, as innovation speed and quality increase, so does the operational and financial performance of firms. Another important finding obtained in the current study is that explicit knowledge sharing, and tacit knowledge sharing have a positive effect on firm performance. A high level of innovation encompasses new products, processes or applications in most company activities. As a result, innovation can create a competitive advantage by creating synergy in the activities of companies and encourage creativity. Keywords: Innovation Speed and Quality, Explicit and Tacit Knowledge Sharing, Firm Performance
JEL Classification: L25, O31, O33
The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEsNader Ale Ebrahim
The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and localized virtual R&D teams are believed to have high potential for the growth of SMEs. Due to the fast-growing complexity of new products coupled with new emerging opportunities of virtual teams, a collaborative approach is believed to be the future trend. This research explores the effectiveness of virtuality in SMEs’ virtual R&D teams. Online questionnaires were emailed to Malaysian manufacturing SMEs and 74 usable questionnaires were received, representing a 20.8 percent return rate. In order to avoid biases which may result from pre-suggested answers, a series of open-ended questions were retrieved from the experts. This study was focused on analyzing an open-ended question, whereby four main themes were extracted from the experts’ recommendations regarding the effectiveness of virtual teams for the growth and performance of SMEs. The findings of this study would be useful to product design managers of SMEs in order to realize the key advantages and significance of virtual R&D teams during the new product development (NPD) process. This in turn, leads to increased effectiveness in new product development's procedure.
Why innovation is important to business successFrank Reynold
Innovation is coming up with a new idea and turning it into an effective process, a new product or service. The implementation of creativity and innovation in business is likely to incorporate success and help you stand competitiveness in the market. Innovation can be referred to as something new or introduced differently and has impact on market or society.
Workstyle augmentation from the viewpoint of workplace innovation - Peter OeijPeter Oeij
Presentation Workstyle Augmentation Project -International Workshop (March 17, 2022), Organised by Human Augmentation Research Center National Institute of Advanced Industrial Science and Technology (AIST), Kashiwa (Tokyo, Japan)
Connecting streams of workplace innovationPeter Oeij
Workshop for xxxi ispim innovation conference, ‘innovating in times of crisis’, 7-10 June 2020, virtual event. https://www.ispim-virtual.com/
Peter Oeij, Paul Preenen, Ryosuke Ichikari, Adela McMurray, Seri no, Kyetaik oh, Sharon Parker, Kentaro Watanabe & Steven Dhondt
The Socio-Economic Characteristics and the Challenges of Innovation Faced By ...iosrjce
Even though innovation is deemed to be a solution to the many challenges that hinder growth of
firms, it is believed that it can enhance business growth but it is not clear whether innovation by itself can lead
to business growth among the SMEs due to the challenges they face. The main purpose of the study was to
investigate the effect of innovation on growth of medium-sized businesses. Based on the study, this paper
describes the socio-economic characteristics of entrepreneurs and the challenges they face in trying to innovate
towards improving the performance of their firms in Eldoret Kenya. The study adopted a descriptive case study
design on a sample of 169 respondents from Doinyo Lessos Creameries in Uasin Gishu County. Response was
received from 161 participants who accounted for 95%. Purposive sampling technique was used to identify the
area of study; stratified and simple random sampling techniques were used to select the respondents from the
target population. Questionnaire and interview schedule were the main instruments of data collection.
Qualitative data was analyzed descriptively in form of frequency counts, percentages and measures of central
tendency. Some of the challenges include lack of formal innovation policy; inadequate budgetary allocation to
innovation; employees not fully motivated to spur innovation; large companies in the dairy industry had
invested in more research hence developed most of the ideas originating from Doinyo Lessos Creameries, and
that some of the new products do not attract a substantial and economic viable market. It was recommended
that the government needs to provide more training to SMEs to ensure innovative ideas are enhanced and
patented for maximum benefit to the Firms.
Knowledge sharing innovation_and_firm_performance_evidence_from_turkeyMesut DOĞAN
The aim of this study is to determine relationship between knowledge sharing, innovation and firm performance. In the current study, a survey was conducted on a total of 150 high-tech companies operating in Istanbul, Ankara and Antalya. In the analysis results, it is seen that innovation speed and quality affect both the operational and financial performance of firms. In other words, as innovation speed and quality increase, so does the operational and financial performance of firms. Another important finding obtained in the current study is that explicit knowledge sharing, and tacit knowledge sharing have a positive effect on firm performance. A high level of innovation encompasses new products, processes or applications in most company activities. As a result, innovation can create a competitive advantage by creating synergy in the activities of companies and encourage creativity. Keywords: Innovation Speed and Quality, Explicit and Tacit Knowledge Sharing, Firm Performance
JEL Classification: L25, O31, O33
The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEsNader Ale Ebrahim
The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and localized virtual R&D teams are believed to have high potential for the growth of SMEs. Due to the fast-growing complexity of new products coupled with new emerging opportunities of virtual teams, a collaborative approach is believed to be the future trend. This research explores the effectiveness of virtuality in SMEs’ virtual R&D teams. Online questionnaires were emailed to Malaysian manufacturing SMEs and 74 usable questionnaires were received, representing a 20.8 percent return rate. In order to avoid biases which may result from pre-suggested answers, a series of open-ended questions were retrieved from the experts. This study was focused on analyzing an open-ended question, whereby four main themes were extracted from the experts’ recommendations regarding the effectiveness of virtual teams for the growth and performance of SMEs. The findings of this study would be useful to product design managers of SMEs in order to realize the key advantages and significance of virtual R&D teams during the new product development (NPD) process. This in turn, leads to increased effectiveness in new product development's procedure.
Why innovation is important to business successFrank Reynold
Innovation is coming up with a new idea and turning it into an effective process, a new product or service. The implementation of creativity and innovation in business is likely to incorporate success and help you stand competitiveness in the market. Innovation can be referred to as something new or introduced differently and has impact on market or society.
Workplace innovation webinar and book presentationPeter Oeij
Explaining the concept of workplace innovation, linking this to Industry5.0 and introducing the WPI book published in 2023. Link of the recording at: https://workplaceinnovation.eu/recordings/
European workplace innovation - Peter OeijPeter Oeij
presentation Global Forum on Jobs and Policies: New Jobs Strategy for Changing World of Work, Seoul (South Korea), organised by Korea Labor Institute, 21 November 2019
Presentation by Frank Pot during the Labour Market Obervatory Hearing on "Innovative workplaces as a source of productivity and quality jobs" of 15.12.2010 in the European Economic and Social Committee
Bridging the ‘missing middle’: a design based approach to scalingdebbieholley1
Holley, D., Peffer, G. Santos, P., and Cook, J. (2014). Bridging the ‘missing middle’: a design based approach to scaling. Presented to the ALT-Conference, September 2014
A paper contributing to EU learning layers project,:Scaling up Technologies for Informal Learning in SME Clusters
A 9.9 million EU Framework Project (2012-2016)
Abstract
Taking innovation from concept through to scalable delivery is complex, contested and an under-theorised process. In this paper we outline approaches to scaling that have influenced in our work in the EU Learning Layers Integrating Project, a consortium consisting of 17 institutions from 7 different countries. The two industries identified for the initial work are the Health sector in the UK, and the Construction sector in Germany. The focus of the EU project is scaling informal learning in the workplace through the use of technologies; the focus of our paper, the ‘Help Seeking’ tool, an online tool developed by co-design with GP Practice staff in the North of England. Drawing upon three Scaling taxonomies to underpin our work, we map the complex and interrelated strands influencing scaling of the ‘Help-Seeking’ tool, and go on to suggest that the typical measure of scaling success ‘by number’ needs a more nuanced analysis. Furthermore, we will propose that the emerging framework enables the orchestration of team discourse about theory, the production of artefacts as tools for design discourse, the identification of scalable systemic pain points, and is thus throwing light on the ‘missing middle’ (where key scaling factors reside between top down strategy and bottom up initiatives).
Design science, systems thinking and ontologies summary-upward a-v1.0Antony Upward
For my York University / Schulich School of Business Graduate Degree in Environmental Studies / Graduate Diploma in Business and the Environment.
This presentation describes the sources of my epistemological and hence methodological approach, and then presents an overview of my research design.
I note SlideShare doesn't do a very good job of the PowerPoint animations which makes some of the slides more comprehendable - so suggest you download it. Also allows you to see the speakers notes on many of the slides.
My methodology will be fully written up in my final thesis document.
For more details about the background on Strongly Sustainable Business Models please see http://slab.ocad.ca/SSBMs_Defining_the_Field and http://www.EdwardJames.biz/Research.
If you would like to know something more about the content of my work - the Strongly Sustainable Business Model Ontology - please contact me
DEADLINE AUGUST 1, 2018
Special Issue:
‘Workplace innovation: recent research and practice and avenues for the future’
for: International Journal of Technology Transfer and Commercialisation
Guest Editors: dr. Peter Oeij, dr. Diana Rus, Prof. Steven Dhondt, Prof. Geert Van Hootegem
FEATURE ARTICLE Creating and Capturing Value Through Susta.docxmglenn3
FEATURE ARTICLE
Creating and Capturing Value Through Sustainability
The Sustainable Value Analysis Tool
A new tool helps companies discover opportunities to create and capture value through sustainability.
Miying Yang, Doroteya Vladimirova, and Steve Evans
OVERVIEW: Recent research and practice have shown that business model innovation can be one way to create and
capture new value and drive production and consumption toward sustainability. However, business model tools typically
do not create a space to consider how sustainability concerns may be integrated into the innovation process. To address
this gap, this article describes a tool that can help companies identify new opportunities to create and capture value
through sustainability by analyzing value captured and uncaptured for key stakeholders across the product life cycle.
The Sustainable Value Analysis Tool is shown to help companies recognize value uncaptured and turn it into opportunities;
it facilitates sustainability-focused business model innovation by identifying value uncaptured—and hence, opportunities
for innovation—associated with environmental and social sustainability in production, use, and disposal.
KEYWORDS: Sustainable Value Analysis Tool, Sustainability, Business model innovation, Sustainability-focused innovation
In recent years, as companies have been challenged by
environmental legislation and societal pressures (Elkington
1997), sustainability has become a key factor in long-term
business success. As a result, innovation for sustainability
has received much attention from researchers and practi-
tioners (Nidumolu, Prahalad, and Rangaswami 2009; Boons
et al. 2013). However, although technological approaches to
promote sustainability have been thoroughly investigated
(Camarinha-Matos 2011), comparatively little work has been
done to understand how innovation in business models can
support sustainability across the product life cycle, including
manufacturing, operation, and disposal.
Business model innovation looks at how companies create
and capture value at every stage of a product’s journey to
market. While business model innovation has been the
subject of much discussion and research, very few tools have
been developed to help companies integrate sustainability
into the business model innovation process (Evans et al., in
press). Existing tools for business model innovation either
do not consider sustainability (for instance, Osterwalder
and Pigneur’s [2010] Business Model Canvas) or do not
address all of the elements of the business model (for
example, lifecycle assessment tools [Tukker 2000]). Thus,
sustainability considerations and business model innovation
are often not well integrated, with sustainability being
treated as an add-on rather than as a core source of value.
Considering sustainability in the process of business
model innovation can provide entirely new ways to create .
It is important for managers to design jobs that create a sense of interest and foster commitment in employees, thereby motivating them. Job designs should focus on whether employees are motivated
Skill Intelligence in the Steel Sector mc 220329.pdfBEYOND4.0
On March 30, sfs scientists Mathias Cuypers, Adrian Götting and Dr. Michael Kohlgrüber presented key results from the EU projects ESSA and Beyond 4.0 at the 14th IFAC Workshop on Intelligent Manufacturing Systems. The International Federation of Automatic Control (IFAC) is an international umbrella organization concerned with automation technology and the concrete societal impact of control technology and automation.
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Workplace innovation webinar and book presentationPeter Oeij
Explaining the concept of workplace innovation, linking this to Industry5.0 and introducing the WPI book published in 2023. Link of the recording at: https://workplaceinnovation.eu/recordings/
European workplace innovation - Peter OeijPeter Oeij
presentation Global Forum on Jobs and Policies: New Jobs Strategy for Changing World of Work, Seoul (South Korea), organised by Korea Labor Institute, 21 November 2019
Presentation by Frank Pot during the Labour Market Obervatory Hearing on "Innovative workplaces as a source of productivity and quality jobs" of 15.12.2010 in the European Economic and Social Committee
Bridging the ‘missing middle’: a design based approach to scalingdebbieholley1
Holley, D., Peffer, G. Santos, P., and Cook, J. (2014). Bridging the ‘missing middle’: a design based approach to scaling. Presented to the ALT-Conference, September 2014
A paper contributing to EU learning layers project,:Scaling up Technologies for Informal Learning in SME Clusters
A 9.9 million EU Framework Project (2012-2016)
Abstract
Taking innovation from concept through to scalable delivery is complex, contested and an under-theorised process. In this paper we outline approaches to scaling that have influenced in our work in the EU Learning Layers Integrating Project, a consortium consisting of 17 institutions from 7 different countries. The two industries identified for the initial work are the Health sector in the UK, and the Construction sector in Germany. The focus of the EU project is scaling informal learning in the workplace through the use of technologies; the focus of our paper, the ‘Help Seeking’ tool, an online tool developed by co-design with GP Practice staff in the North of England. Drawing upon three Scaling taxonomies to underpin our work, we map the complex and interrelated strands influencing scaling of the ‘Help-Seeking’ tool, and go on to suggest that the typical measure of scaling success ‘by number’ needs a more nuanced analysis. Furthermore, we will propose that the emerging framework enables the orchestration of team discourse about theory, the production of artefacts as tools for design discourse, the identification of scalable systemic pain points, and is thus throwing light on the ‘missing middle’ (where key scaling factors reside between top down strategy and bottom up initiatives).
Design science, systems thinking and ontologies summary-upward a-v1.0Antony Upward
For my York University / Schulich School of Business Graduate Degree in Environmental Studies / Graduate Diploma in Business and the Environment.
This presentation describes the sources of my epistemological and hence methodological approach, and then presents an overview of my research design.
I note SlideShare doesn't do a very good job of the PowerPoint animations which makes some of the slides more comprehendable - so suggest you download it. Also allows you to see the speakers notes on many of the slides.
My methodology will be fully written up in my final thesis document.
For more details about the background on Strongly Sustainable Business Models please see http://slab.ocad.ca/SSBMs_Defining_the_Field and http://www.EdwardJames.biz/Research.
If you would like to know something more about the content of my work - the Strongly Sustainable Business Model Ontology - please contact me
DEADLINE AUGUST 1, 2018
Special Issue:
‘Workplace innovation: recent research and practice and avenues for the future’
for: International Journal of Technology Transfer and Commercialisation
Guest Editors: dr. Peter Oeij, dr. Diana Rus, Prof. Steven Dhondt, Prof. Geert Van Hootegem
FEATURE ARTICLE Creating and Capturing Value Through Susta.docxmglenn3
FEATURE ARTICLE
Creating and Capturing Value Through Sustainability
The Sustainable Value Analysis Tool
A new tool helps companies discover opportunities to create and capture value through sustainability.
Miying Yang, Doroteya Vladimirova, and Steve Evans
OVERVIEW: Recent research and practice have shown that business model innovation can be one way to create and
capture new value and drive production and consumption toward sustainability. However, business model tools typically
do not create a space to consider how sustainability concerns may be integrated into the innovation process. To address
this gap, this article describes a tool that can help companies identify new opportunities to create and capture value
through sustainability by analyzing value captured and uncaptured for key stakeholders across the product life cycle.
The Sustainable Value Analysis Tool is shown to help companies recognize value uncaptured and turn it into opportunities;
it facilitates sustainability-focused business model innovation by identifying value uncaptured—and hence, opportunities
for innovation—associated with environmental and social sustainability in production, use, and disposal.
KEYWORDS: Sustainable Value Analysis Tool, Sustainability, Business model innovation, Sustainability-focused innovation
In recent years, as companies have been challenged by
environmental legislation and societal pressures (Elkington
1997), sustainability has become a key factor in long-term
business success. As a result, innovation for sustainability
has received much attention from researchers and practi-
tioners (Nidumolu, Prahalad, and Rangaswami 2009; Boons
et al. 2013). However, although technological approaches to
promote sustainability have been thoroughly investigated
(Camarinha-Matos 2011), comparatively little work has been
done to understand how innovation in business models can
support sustainability across the product life cycle, including
manufacturing, operation, and disposal.
Business model innovation looks at how companies create
and capture value at every stage of a product’s journey to
market. While business model innovation has been the
subject of much discussion and research, very few tools have
been developed to help companies integrate sustainability
into the business model innovation process (Evans et al., in
press). Existing tools for business model innovation either
do not consider sustainability (for instance, Osterwalder
and Pigneur’s [2010] Business Model Canvas) or do not
address all of the elements of the business model (for
example, lifecycle assessment tools [Tukker 2000]). Thus,
sustainability considerations and business model innovation
are often not well integrated, with sustainability being
treated as an add-on rather than as a core source of value.
Considering sustainability in the process of business
model innovation can provide entirely new ways to create .
It is important for managers to design jobs that create a sense of interest and foster commitment in employees, thereby motivating them. Job designs should focus on whether employees are motivated
Skill Intelligence in the Steel Sector mc 220329.pdfBEYOND4.0
On March 30, sfs scientists Mathias Cuypers, Adrian Götting and Dr. Michael Kohlgrüber presented key results from the EU projects ESSA and Beyond 4.0 at the 14th IFAC Workshop on Intelligent Manufacturing Systems. The International Federation of Automatic Control (IFAC) is an international umbrella organization concerned with automation technology and the concrete societal impact of control technology and automation.
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The impact of technological change on the content of jobs and accompanying skills is a central topic across disciplines. To date, ample research has directly linked the technological change to shifts in skills use; however, organisational change is rarely considered as an influencing factor. Based on a panel survey, this paper uses a Luhmannian approach to understand the relationship between technological change and organisational context. This theory is tested quantitatively and shows the importance of considering the working environment's nature when studying skills changes. The results show small effects by the technological change on changing skills use but larger effects by changes in the working environment. Recommendations for future research and practical implications are discussed.
A brief information about the SCOP protein database used in bioinformatics.
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Since the loophole-free Bell experiments of 2020 and the Nobel prizes in physics of 2022, critics of Bell's work have retreated to the fortress of super-determinism. Now, super-determinism is a derogatory word - it just means "determinism". Palmer, Hance and Hossenfelder argue that quantum mechanics and determinism are not incompatible, using a sophisticated mathematical construction based on a subtle thinning of allowed states and measurements in quantum mechanics, such that what is left appears to make Bell's argument fail, without altering the empirical predictions of quantum mechanics. I think however that it is a smoke screen, and the slogan "lost in math" comes to my mind. I will discuss some other recent disproofs of Bell's theorem using the language of causality based on causal graphs. Causal thinking is also central to law and justice. I will mention surprising connections to my work on serial killer nurse cases, in particular the Dutch case of Lucia de Berk and the current UK case of Lucy Letby.
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The return of a sample of near-surface atmosphere from Mars would facilitate answers to several first-order science questions surrounding the formation and evolution of the planet. One of the important aspects of terrestrial planet formation in general is the role that primary atmospheres played in influencing the chemistry and structure of the planets and their antecedents. Studies of the martian atmosphere can be used to investigate the role of a primary atmosphere in its history. Atmosphere samples would also inform our understanding of the near-surface chemistry of the planet, and ultimately the prospects for life. High-precision isotopic analyses of constituent gases are needed to address these questions, requiring that the analyses are made on returned samples rather than in situ.
Richard's entangled aventures in wonderlandRichard Gill
Since the loophole-free Bell experiments of 2020 and the Nobel prizes in physics of 2022, critics of Bell's work have retreated to the fortress of super-determinism. Now, super-determinism is a derogatory word - it just means "determinism". Palmer, Hance and Hossenfelder argue that quantum mechanics and determinism are not incompatible, using a sophisticated mathematical construction based on a subtle thinning of allowed states and measurements in quantum mechanics, such that what is left appears to make Bell's argument fail, without altering the empirical predictions of quantum mechanics. I think however that it is a smoke screen, and the slogan "lost in math" comes to my mind. I will discuss some other recent disproofs of Bell's theorem using the language of causality based on causal graphs. Causal thinking is also central to law and justice. I will mention surprising connections to my work on serial killer nurse cases, in particular the Dutch case of Lucia de Berk and the current UK case of Lucy Letby.
Cancer cell metabolism: special Reference to Lactate PathwayAADYARAJPANDEY1
Normal Cell Metabolism:
Cellular respiration describes the series of steps that cells use to break down sugar and other chemicals to get the energy we need to function.
Energy is stored in the bonds of glucose and when glucose is broken down, much of that energy is released.
Cell utilize energy in the form of ATP.
The first step of respiration is called glycolysis. In a series of steps, glycolysis breaks glucose into two smaller molecules - a chemical called pyruvate. A small amount of ATP is formed during this process.
Most healthy cells continue the breakdown in a second process, called the Kreb's cycle. The Kreb's cycle allows cells to “burn” the pyruvates made in glycolysis to get more ATP.
The last step in the breakdown of glucose is called oxidative phosphorylation (Ox-Phos).
It takes place in specialized cell structures called mitochondria. This process produces a large amount of ATP. Importantly, cells need oxygen to complete oxidative phosphorylation.
If a cell completes only glycolysis, only 2 molecules of ATP are made per glucose. However, if the cell completes the entire respiration process (glycolysis - Kreb's - oxidative phosphorylation), about 36 molecules of ATP are created, giving it much more energy to use.
IN CANCER CELL:
Unlike healthy cells that "burn" the entire molecule of sugar to capture a large amount of energy as ATP, cancer cells are wasteful.
Cancer cells only partially break down sugar molecules. They overuse the first step of respiration, glycolysis. They frequently do not complete the second step, oxidative phosphorylation.
This results in only 2 molecules of ATP per each glucose molecule instead of the 36 or so ATPs healthy cells gain. As a result, cancer cells need to use a lot more sugar molecules to get enough energy to survive.
Unlike healthy cells that "burn" the entire molecule of sugar to capture a large amount of energy as ATP, cancer cells are wasteful.
Cancer cells only partially break down sugar molecules. They overuse the first step of respiration, glycolysis. They frequently do not complete the second step, oxidative phosphorylation.
This results in only 2 molecules of ATP per each glucose molecule instead of the 36 or so ATPs healthy cells gain. As a result, cancer cells need to use a lot more sugar molecules to get enough energy to survive.
introduction to WARBERG PHENOMENA:
WARBURG EFFECT Usually, cancer cells are highly glycolytic (glucose addiction) and take up more glucose than do normal cells from outside.
Otto Heinrich Warburg (; 8 October 1883 – 1 August 1970) In 1931 was awarded the Nobel Prize in Physiology for his "discovery of the nature and mode of action of the respiratory enzyme.
WARNBURG EFFECT : cancer cells under aerobic (well-oxygenated) conditions to metabolize glucose to lactate (aerobic glycolysis) is known as the Warburg effect. Warburg made the observation that tumor slices consume glucose and secrete lactate at a higher rate than normal tissues.
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The ambient solar wind that flls the heliosphere originates from multiple
sources in the solar corona and is highly structured. It is often described
as high-speed, relatively homogeneous, plasma streams from coronal
holes and slow-speed, highly variable, streams whose source regions are
under debate. A key goal of ESA/NASA’s Solar Orbiter mission is to identify
solar wind sources and understand what drives the complexity seen in the
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techniques with high-resolution observations and measurements, we show
that the solar wind variability detected in situ by Solar Orbiter in March
2022 is driven by spatio-temporal changes in the magnetic connectivity to
multiple sources in the solar atmosphere. The magnetic feld footpoints
connected to the spacecraft moved from the boundaries of a coronal hole
to one active region (12961) and then across to another region (12957). This
is refected in the in situ measurements, which show the transition from fast
to highly Alfvénic then to slow solar wind that is disrupted by the arrival of
a coronal mass ejection. Our results describe solar wind variability at 0.5 au
but are applicable to near-Earth observatories.
This pdf is about the Schizophrenia.
For more details visit on YouTube; @SELF-EXPLANATORY;
https://www.youtube.com/channel/UCAiarMZDNhe1A3Rnpr_WkzA/videos
Thanks...!
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We characterize the earliest galaxy population in the JADES Origins Field (JOF), the deepest
imaging field observed with JWST. We make use of the ancillary Hubble optical images (5 filters
spanning 0.4−0.9µm) and novel JWST images with 14 filters spanning 0.8−5µm, including 7 mediumband filters, and reaching total exposure times of up to 46 hours per filter. We combine all our data
at > 2.3µm to construct an ultradeep image, reaching as deep as ≈ 31.4 AB mag in the stack and
30.3-31.0 AB mag (5σ, r = 0.1” circular aperture) in individual filters. We measure photometric
redshifts and use robust selection criteria to identify a sample of eight galaxy candidates at redshifts
z = 11.5 − 15. These objects show compact half-light radii of R1/2 ∼ 50 − 200pc, stellar masses of
M⋆ ∼ 107−108M⊙, and star-formation rates of SFR ∼ 0.1−1 M⊙ yr−1
. Our search finds no candidates
at 15 < z < 20, placing upper limits at these redshifts. We develop a forward modeling approach to
infer the properties of the evolving luminosity function without binning in redshift or luminosity that
marginalizes over the photometric redshift uncertainty of our candidate galaxies and incorporates the
impact of non-detections. We find a z = 12 luminosity function in good agreement with prior results,
and that the luminosity function normalization and UV luminosity density decline by a factor of ∼ 2.5
from z = 12 to z = 14. We discuss the possible implications of our results in the context of theoretical
models for evolution of the dark matter halo mass function.
Earliest Galaxies in the JADES Origins Field: Luminosity Function and Cosmic ...
Workplace Innovation Korea + Discussion
1. ‘European workplace innovation: from theory to
practice’
Peter Oeij / TNO, Netherlands
Meeting with Korean experts on workplace innovation
22 November 2019
Venue: JW Marriot Hotel Seoul (Grand Ballroom), Seoul, South Korea
Host: Presidential Jobs Commission
Organizer: Korea Labor Institute
This project has received
funding from the
European Union’s Horizon
2020 research and
innovation programme
under grant agreement
No 8222293.
2. Content of my talk
- 1.Summarize some points yesterday / Workplace innovation & interventions in
Europe?
- 2.What is the approach of workpace innovation (WPI) by TNO?
- 3.Types of projects of TNO regards workpace innovation (WPI)
- 4.Discussion
안녕하세요 !
반갑습니다 !
4. Research example of workplace innovation
Oeij et al, 2016, Implementing Workplace
Innovation across Europe: why, how and
what? Economic and Social Changes:
Facts, Trends, Forecast, 5(47), 195-218.
-51 cases selected from European Company Survey
(contains 30.000 companies) with high score on
WPI-index
-from 10 different EU member states
-interview among mangement, employees and
employee representatitives / unions
-period 2013-2015
5. Research example of workplace innovation
Oeij et al, 2016, Implementing Workplace
Innovation across Europe: why, how and
what? Economic and Social Changes:
Facts, Trends, Forecast, 5(47), 195-218.
-contains a list of 168 WPI practices by the
51 cases
6. Research example of workplace innovation
Oeij et al, 2016, Implementing Workplace
Innovation across Europe: why, how and
what? Economic and Social Changes:
Facts, Trends, Forecast, 5(47), 195-218.
-contains a 2-3 pager of each of the the 51
cases
7. Workplace Innovation interventions [i.e. “practices”]
Source:
Third European Company Survey Workplace innovation in European
companies: Technical annex
[to the report Third European Company Survey – Workplace innovation in
European companies (Eurofound, 2015), which is available online at
http://www.eurofound.europa.eu/publications/report/2015/working-
conditions/third-european-companysurvey-workplace-innovation-in-
european-companies ]
See Technical Annex
8. What is the secret to succesful WPI
implementation of the cases in the Eurofound
research? [Oeij ea, 2015]
• Mature employment relationships:
• 1.management, employees and works councils agree about why WPI should be
implemented [efficiency, competitive advantage, innovatieve capability]
• 2.management, employees and works councils agree about leverage factors
[employee involvement, top management commitment, powerful leadership]
• 3.management, employees and works councils agree about desired impacts
factors [employee engagement, longer term sustainability, high performance]
10. 2. What is the approach of workpace innovation (WPI) by TNO?
11. 11
structure culture
strategy
Humanistic management
‘philosophy’:
Decentralise as much as
possible
Production system:
No unneeded division of
labour;
No unneeded bureaucracy;
No unneeded separation of
management tasks from
operations
Secure autonomy
in design of:
Departments; teams; jobs &
tasks
HR system:
Nurtures commitment
Type of leadership:
People centred
&
Bottom up
Organisational behaviour:
High employee involvement
& engagement
Outcome:
Good quality of working life
Good quality of organisational performance
More innovative capability
…structure follows strategy, culture follows structure…
Modern manager
(Source: Karanika-Murray & Oeij, 2017; Oeij et al., 2019)
13. Q4 model (1)
Source:
Oeij, P.R.A., De Looze, M.P., Ten Have, K., Van Rhijn, J.W. & De Graaf, H.A.L.M. (2012). From productivity strategy to business case: choosing a cost-effective intervention for
workplace innovation. Journal of Centrum Cathedra - The Business and Economics Research Journal, 5 (2), 171-184.
Oeij, P.R.A., De Looze, M.P., Ten Have, K., Van Rhijn, J.W. & Kuijt-Evers, L.F.M. (2012). Developing the organization’s productivity strategy in various sectors of industry. International
Journal of Productivity and Performance Management. 61 (1), 93-109.
16. Modern
sociotechnical
design
methodology
De Sitter et al., 1997
Order of design rules:
1-Production structure
-“simple organisation, complex jobs”
2-Governance structure
-“decision autonomy at lowest level”
possible
3-Information / IT structure
-”support workers, not control workers”
17. Dialogue
Source:
Oeij, P.R.A., Wiezer, N.M., Elo, A.-L.,
Nielsen, K., Vega, S., Wetzstein, A. &
Żołnierczyk, D. (2006). Combating
Psychosocial Risks in Work Organisations:
Practice of Interventions in Europe. In S.
McIntyre & J. Houdmont (eds.),
Occupational Health Psychology: European
Perspectives on Research, Education and
Practice (Vol. 1). (pp. 233-263). European
Academy of Occupational Health
Psychology. Castelo de Maia: ISMAI
Publishers.
18. Steps
• Analyse the ‘problem’ from a sociotechnical /integral design perspective
[strategy > structure > culture]
• ..in a participatory way (with all stakeholders involved) [employee engagement]
• Gather information, interview management, employees, employee
representatives [evidence based research]
• …dialogue about factfinding; dialogue about ‘options’
• Select the Workpace Innovation intervention / measure that will help
• Pilots, testing …
• Implementation, evaluation… [back to first step]
19. IN:
• resources
• people
• [raw] materials
THROUGH:
design of
production process
OUT:
• quality service / product
• productivity
• quality of work
• satisfied customers
• added value
Technology
Organisation Personnel
Techno-
structural
interventions
HRM-
interventions
Strategy
Strategic
interventions
Behaviourial
& cultural
interventions
(Oeij, Dorenbosch, Klein Hesselink & Vaas, 2010; p. 133)
Summarizing
20. Roles as a expert or consultant
Influence
from
company
Influence
from
external
consultant
high
low
low high
coach
consultant
expert
(H.T. van der Molen, F. Kluytmans, M. Kramer (1995).
Conversation. Skills and models. Open University/ Wolters-
Noordhoff: Heerlen/Groningen [in Dutch] )
researcher
research
based
consultant
process
consultant
expertcontent
process
consultancyresearch
1-WAY COMMUNICATION
2-WAY INTERACTION
Dominant role of TNO
21. 3. Types of projects of TNO regards workpace innovation (WPI)
22. Quantitative research,
statistical analysis,
survey data research
Qualitative research,
case studies, literature
reviews, face-to-face
interviewing
Scenario studies, policy
evaluation,
foresight/forecasting,
large scale interventions,
workshops
Company and sector studies,
workshops, training, meet-
ups, symposia, learning
communities, research-
based consultancy
Research
for
knowledge
Research
for policy
Research &
consultancy
for practice
TNO activities at company / sector level:
STRUCTURE
-help design good jobs (quality of jobs and working
life)
-help to implement ergonomic solutions, human-
robot interaction
-help to assess technological choice and
consequences for jobs, employment, skills
-help to solve workstress risks, safety risks,
inappropriate working conditions
-help to improve working time schedules, work-life
balance, flexibility and good contracts
-help to identify organisational factors to enhance
employee engagement and performance
-help to improve team compositions
CULTURE
-help to improve communication, cooperation and
make conflics discussable / reduce resistance to
change
-leadership, creativity, innovation-adoption
Workplace innovation projects of TNO:
24. Thank you for your attention!
• Peter Oeij [peter.oeij@tno.nl] www.beyond4-0.org
감사합니다
25. References
-Molen, H.T. van der , Kluytmans, F., Kramer, M. (1995). Conversation. Skills and models. Open University of the Netherlands/ Wolters-Noordhoff: Heerlen/Groningen [in Dutch]
-Oeij, Peter (2017). From automated defensive behaviour to innovation resilience behaviour: A tool for resilient teamwork as an example of workplace innovation. In: Oeij, Peter R.A., Rus, Diana,
Pot, Frank D. (Eds), Workplace Innovation: Theory, Research and Practice (pp. 375-398), Series 'Aligning Perspectives on Health, Safety and Well-Being’. Springer: Cham (Switzerland).
-Oeij, P.R.A., Dhondt, S. & Korver, T. (2011). Social innovation, workplace innovation and social quality. International Journal of Social Quality, 1 (2, Winter), 31-49.
-Oeij, P., Dhondt, S., Pot, F., Totterdill, P. (2018). Workplace innovation as an important driver of social innovation. In: Howaldt, J., Kaletka, C., Schröder, A., Zirngiebl, M. (eds), Atlas of Social
Innovation – New Practices for a Better Future (pp. 54-57). Dortmund: Sozialforschungsstelle, TU Dortmund.
-Oeij, P.R.A., De Looze, M.P., Ten Have, K., Van Rhijn, J.W. & De Graaf, H.A.L.M. (2012). From productivity strategy to business case: choosing a cost-effective intervention for workplace innovation.
Journal of Centrum Cathedra - The Business and Economics Research Journal, 5 (2), 171-184.
-Oeij, P.R.A., De Looze, M.P., Ten Have, K., Van Rhijn, J.W. & Kuijt-Evers, L.F.M. (2012). Developing the organization’s productivity strategy in various sectors of industry. International Journal of
Productivity and Performance Management. 61 (1), 93-109.
-Oeij, P., Dorenbosch, L.., Klein Hesselink, J. & Vaas, F. (2010). Working smarter and workplace innovation. The Hague: Boom | Lemma (in Dutch).
-Oeij, P.R.A., Preenen, P.Y.T., Van der Torre, W., Van der Meer, L., Van den Eerenbeemt, J. (2019). Technological choice and workplace innovation: Towards efficient and humanised work. European
Public & Social Innovation Review, 4(1), 15-26.
-Oeij, P. R.A., Rus, D. and Pot F.D. (eds) (2017). Workplace Innovation: Theory, Research and Practice, Series 'Aligning Perspectives on Health, Safety and Well-Being’. Springer: Cham (Switzerland);
DOI 10.1007/978-3-319-56333-6; ISBN 978-3-319-56332-9.
-Oeij, P.R.A., Wiezer, N.M., Elo, A.-L., Nielsen, K., Vega, S., Wetzstein, A. & Żołnierczyk, D. (2006). Combating Psychosocial Risks in Work Organisations: Practice of Interventions in Europe. In S.
McIntyre & J. Houdmont (eds.), Occupational Health Psychology: European Perspectives on Research, Education and Practice (Vol. 1). (pp. 233-263). European Academy of Occupational Health
Psychology. Castelo de Maia: ISMAI Publishers.
-Oeij, P., Žiauberytė-Jakštienė, R., Dhondt, S., Corral, A., Totterdill, P., Preenen, P. (2015). Workplace Innovation in European companies. Report for Eurofound. Luxemburg: Publications Office of the
European Union.
-Oeij, P., Žiauberytė-Jakštienė, R., Dhondt, S., Corral, A., Totterdill, P., & Preenen, P. (2015). Workplace Innovation in European companies. Technical annex. Dublin: Eurofound.
https://www.eurofound.europa.eu/sites/default/files/ef1540_-_technical_annex_-_third_european_company_survey_workplace_innovation_in_european_companies.pdf
-Pot, Frank, Dhondt, Steven, Oeij, Peter, Rus, Diana, & Totterdill, Peter (2019). Complementing digitalisation with workplace innovation. In: Howaldt, J., Kaletka, C., Schröder, A., Zirngiebl, M. (eds.),
Atlas of Social Innovation. 2nd Volume – A world of new practices (pp. 42-46). Oekoem Verlag, München (ISBN: 978-3-96238-157-8). Download free : www.socialinnovationatlas.net
-Sitter, U. de, Den Hertog, F., & Dankbaar, B. (1997), “From Complex Organizations with Simple Jobs to Simple Organizations with Complex Jobs”, Human Relations, Vol. 50, no. 5, pp. 497-534.
-Van Amelsvoort, P. & Van Hootegem, G. (2017). Towards a Total Workplace Innovation concept based on Sociotechnical Systems Design. In: Oeij, P. R.A., Rus, D. and Pot F.D. (eds) (2017).
Workplace Innovation: Theory, Research and Practice (pp. 281-299). Springer: Cham
[Available on request: peter.oeij@tno.nl]