Destination Design: A heuristic case study approach to sustainability-oriented innovation

Scuttari, Anna; Pechlaner, Harald; Erschbamer, Greta

doi:10.1016/j.annals.2020.103068

Cited by 31 publications

(8 citation statements)

References 40 publications

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“…The instrument used to measure critical thinking skills refers to the Cambridge critical thinking skills indicator (Black, 2012;Harjo et al, 2019). Creativity and innovation instruments refer to the new heuristic framework (Hughes et al, 2018;Plummer et al, 2022;Scuttari et al, 2021;Sternberg et al, 2022). The collaboration instrument refers to Scoular et al (2020).…”

Section: Methodsmentioning

confidence: 99%

Analysis of 4C Skills (Critical Thinking, Creativity and Innovation, Collaboration, and Communication) of Physics Education Students in Facing the Industrial Revolution 4.0

Azmi,

Safrijal,

Rahmi

2024

jppipa, pendidikan ipa, fisika, biologi, kimia

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This study aims to analyze the 4C ability level of FKIP Jabal Ghafur University students. The subjects of this study were 42 students of the Physics education study program. This research is a qualitative research with a case study design.Data collection was carried out through observation, questionnaires and interviews. The instruments used will be prepared based on the indicators of each 4C skill. The data collected will be analyzed through the stages of data reduction, data presentation and conclusions. The research results showstudents' critical thinking skills on indicator 1 reasoning have an achievement percentage of 34%; indicator 2 thinking as hypothesis testing has an achievement percentage of 47%; indicator 3 analyzing arguments has an achievement percentage of 49%; indicator 4 analysis of possibilities and uncertainties has a percentage of 68% and indicator 5 problem solving and decision making has a percentage of 73%. The results of students' creative and innovative thinking abilities on indicator 1 of fluency thinking skills have an achievement percentage of 28%; indicator 2 elaboration skill has an achievement percentage of 52%; indicator 3 of flexible thinking skills (flexibility) has an achievement percentage of 26%; and indicator 4 Original thinking skills (originality) has a percentage of 17%. The results of student collaboration skills in indicator 1 contributed to the percentage of achievement of 49%; indicator 2 time management has an achievement percentage of 54%; indicator 3focus on taskhas an achievement percentage of 63%; indicator 4 working with other people has a percentage of 71%; and indicator 5 responsibility has a percentage of 67%. The results of student communication skills on indicator 1 koral communication skillspercentage of achievement of 74%; and indicator 2kscientific communication skillshas an achievement percentage of 41%.

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Section: Methodsmentioning

confidence: 99%

Analysis of 4C Skills (Critical Thinking, Creativity and Innovation, Collaboration, and Communication) of Physics Education Students in Facing the Industrial Revolution 4.0

Azmi,

Safrijal,

Rahmi

2024

jppipa, pendidikan ipa, fisika, biologi, kimia

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“…To assess the multi-actor strategic networks involved in food hubs, a visual network analysis was performed [53,54]. Visual network analysis involves collecting and coding relational data, visualising network diagrams, and interpretation in the form of narrative [55].…”

Section: Depicting Strategic Network Using Social Network Diagramsmentioning

confidence: 99%

“…Visual network analysis involves collecting and coding relational data, visualising network diagrams, and interpretation in the form of narrative [55]. Visual network analysis differs from Social Network Analysis as it is not focused on statistical assessments of networks [53]. This study used the approach of Decuypere in using network diagrams as a tool to present (rather than represent) how social practices pertaining to food hubs are relationally composed by a multitude of different actors [55].…”

Section: Depicting Strategic Network Using Social Network Diagramsmentioning

confidence: 99%

Multi-Actor Social Networks: A Social Practice Approach to Understanding Food Hubs

Hyland¹,

Macken‐Walsh²

2022

Sustainability

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Food hubs are collaborative entities that strategically manage the assemblage, delivery, and promotion of food from a range of local food producers. They are essentially multi-actor institutions, involving horizontal collaboration between producers and vertical collaborations up and down the food chain, involving all actors required to bring food products from producers to consumers. Although food hubs offer many advantages to both producers and consumers, they remain a recognisably neglected research topic in Europe. Furthermore, the strategic networks of actors involved in these collaborative entities is often overlooked. Empirically, this study draws from a collection of ‘good practices’ gathered for the Short Supply Chain Knowledge and Innovation Network (SKIN) EU-funded H2020 project. Drawing on a social practice approach and network diagrams, this article explores the good practices of three food hub typologies. This study primarily investigates the context in which food hubs practice multi-actor food provision. We apply social practice as a lens to ’zoom in’ and explore the shared materials, meanings and skills that aid such systems of provision. Social network diagrams are utilised to ‘zoom out’ to examine and facilitate the detection of key actors involved in food hubs’ strategic networks. This research addresses the lack of academic attention on European food hubs by placing practice as the central unit of focus. Our approach enables better comprehension of what constitutes a short food supply chain (SFSC) when orchestrated within three main typologies of food hubs. The findings are of interest to researchers, policy makers, agricultural development intermediaries, and actors involved in systems of food provision who are interested in understanding and supporting the functioning of SFSCs.

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“…Design Thinking offers tools and methods to identify problems and to solve them by fostering new ideas and innovation through creative and disruptive processes of participation and collaboration (Brown 2009 ). For example, Scuttari et al show that the integration of Design Thinking in operation and business management processes is a way of initiating social practices that not only help solve a specific problem but support also the adaptation of new approaches to conceiving phenomena and their interconnections differently (Scuttari et al 2021 ). Volgger et al moreover highlight the possibility of adapting design approaches not only to theories but also to practices of destination development.…”

Section: Literature Reviewmentioning

confidence: 99%

Transformation and Design Thinking: perspectives on sustainable change, company resilience and democratic leadership in SMEs

Habicher

Erschbamer

Pechlaner

et al. 2021

Leadersh Educ Personal Interdiscip J

Self Cite

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This paper focuses on Design Thinking as a tool for initiating transformation processes both for the enhancement of company resilience, involving challenges connected to current trends such as digitalization and democratic leadership, as well as for the restructuring of a sustainable socio-ecological company organization. Primary findings of this explorative study show that Design Thinking is a suitable method to promote digital, democratic, and innovative business and leadership transformation, but that it is not primarily operationalized in the context of a further-reaching socio-ecological transformation towards more sustainability.

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Destination Design: A heuristic case study approach to sustainability-oriented innovation

Cited by 31 publications

References 40 publications

Analysis of 4C Skills (Critical Thinking, Creativity and Innovation, Collaboration, and Communication) of Physics Education Students in Facing the Industrial Revolution 4.0

Analysis of 4C Skills (Critical Thinking, Creativity and Innovation, Collaboration, and Communication) of Physics Education Students in Facing the Industrial Revolution 4.0

Multi-Actor Social Networks: A Social Practice Approach to Understanding Food Hubs

Transformation and Design Thinking: perspectives on sustainable change, company resilience and democratic leadership in SMEs

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