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Disasters often herald the beginning of a transition. This is because the impact of such a disaster now becomes visible and there is a huge desire to not go through such a terrible experience again. Consequently, structural changes can be implemented faster. The essay ‘Omdat belangen samenvallen’, written by Anke van Hal in collaboration with Matthijs Uyterlinde and various other parties involved, discusses the potential impact of the Coronacrisis on the experimental program ‘Verduurzaming van Kwetsbare Wijken’ (Making Vulnerable Neighborhoods Sustainable).

In the following years, many changes are coming to the residential environment. As a result of the climate problem, which has led to the Paris Agreement, the Dutch government has set ambitious goals.

Dissertation Nika Salvetti: What factors influence Corporate Social Responsible (CSR) behaviors in the garment sector of Bangladesh?

Everything is in motion during times of crisis. But how do we find the right balance between adaptation to the here and now, nostalgia for the past and transformation towards the future?

Crisis management is essentially about limiting negative impact and maintaining trust. For many leaders, this turns out to be a challenge during crises.

A crisis often brings, feelings of insecurity and fear, especially when the crisis is manifesting itself, as it is currently, worldwide.

Will the corona pandemic lead to an economic and social crisis rivaling to the Great Depression of the 1930s? What can organizations and, especially the CEOs, do about this? The outlook is bleak.

Experience shows that after a creative phase a structural phase will follow during which the top level of management will lead in solving the crisis.