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In "De nieuwe man" wordt het fenomeen van de hedendaagse man vanuit verschillende invalshoeken bekeken. De dandy anno 2010 wordt in historisch perspectief geplaatst en er wordt ingegaan op de beeldvorming van de man in de huidige modecampagnes. De mannen zelf maken het verhaal compleet; op straat zijn de moderne dandy's gefotografeerd en geïnterviewd

This is the first book to present in a coherent manner the theory and practice of environmental impact assessment (EIA) and strategic environmental assessment (SEA) follow-up. Without some form of follow-up, the consequences of impact assessments and the.

Infrastructure planning is increasingly confronted with a dynamic environment and an engaged society. This necessitates decision makers to interact with their environment, resulting in the adoption of adaptive and participative planning approaches such as combined infrastructure and (organic) area development (De Roo et al., 2020). Giving room to stakeholders and to unforeseen developments implies incorporating uncertainty in planning and decision making and increases the complexity of planning. In current infrastructure planning, decision makers seem to struggle to find a balance between giving room to uncertainties on the one hand, and keeping the decision-making process manageable on the other hand. This often results in attempts to reduce uncertainties, in 'certainification' (Van Asselt et al., 2007; Klijn & Koppenjan, 2016). This focus on certainification prevents adaptive and participative approaches in planning from reaching full maturity (Hajer et al., 2010; Albrechts, 2012).

Around the world, deltaic and coastal regions like the Netherlands are facing challenges from climate, change such as sea-level rise as well as more frequent and extreme natural events. Since 2009, the Dutch government has tried to mitigate flood vulnerability by deploying a balanced mix of flood protection measures, resilient spatial planning and crisis management (Multi-Layer Safety). However, recent evaluations have concluded that resilient spatial planning is (too) limitedly applied in practice. This article aims to understand the barriers and opportunities for resilient spatial planning in flood risk management by comparing two cases where resilient spatial planning was opted for: Dordrecht and the IJssel-Vecht Delta. The study suggests a large gap between the wide array of possible measures, and those that are actually realized in practice. Three physical-spatial barriers were identified: maximum flood depths, lack of space, and rigidity of the existing built environment. Additionally, institutional-organizational barriers were found, including: a false, low or non-existent safety perception or risk awareness, and therefore a lack of urgency to act; a lack of political and societal support; a suboptimal collaboration between stakeholders; ambiguity regarding responsibilities; finances and a cost-benefit imbalance; and a lack of human capital. Subsequently, the article explores possibilities to overcome these barriers. Overcoming these barriers can pave pathways for flood resilient spatial planning. The institutional-organizational barriers appear surmountable, whereas the physical-spatial barriers prove to be more problematic and form the most important restrictive factor for resilient spatial planning in flood risk management.

Transport and land use planning are in a state of flux. Projects face increased technical, social, financial, political and legal complexities while the conventional project planning approach is struggling to deal with these complexities. As a result, many projects fail to be completed in time and on budget. To deal with this issue, alternative planning approaches are developed in planning theory and literature. On the one hand, a more communicative project planning approach has been developed. On the other, a more programme-oriented planning approach has been suggested. While the former trend has inspired many empirical studies, the latter trend has received less research attention. Therefore, in this article, we focus on the trend towards a more programme-oriented planning approach. The objective of this article is to gain insight into how programmes impact project performance in light of project complexities. To this end, we conducted a case study research into how two different programmes – the Urgent Approach Programme and the National Collaboration Programme on Air Quality – impact the delivery of the national highway project A4 between Burgerveen-Leiden in the Netherlands. We used desk research and conducted 20 semi-structured interviews on project and programme level with various stakeholders. Our analysis reveals that programmes do not really influence technical and social complexities. These are predominantly affected by the introduction of a communicative project planning approach. Through restructuring project-specific political discussions and providing solutions to legal issues by explicitly connecting multiple projects to each other, programmes can be an effective means to deal with political and legal complexities.

The competitive dialogue (CD) procurement procedure aims to structure and facilitate public–private interaction in procurement. In this article we examine the CD procedures of four complex Dutch road infrastructure projects and explore how the mix in public–private interaction between the three governance strategies of cooperation, competition, and coordination is conditioned by various external influences. We found that public authorities' strict legal coordination can structure the CD process, but may divert attention from the required interaction on project‐specific complexities. Combined with private contractors' focus on competition, this does not stimulate public–private cooperation. We conclude that CD is a promising tool for facilitating public–private interaction, but, in practice, the optimal mix of governance strategies is not achieved. We recommend strengthening cooperation by encouraging public and private tender organizations to collaboratively search for opportunities to deal with complexity in planning.