Designing an engaging learning universe for situated interactions in virtual environments

A thesis submitted to the University of Bedfordshire, in partial fulfilment of the requirements for the degree of Doctor of Philosophy (PhD)Studies related to the Virtual Learning approach are conducted almost exclusively in Distance Learning contexts, and focus on the development of frameworks or taxonomies that classify the different ways of teaching and learning. Researchers may be dealing with the topic of interactivity (avatars and immersion are key components), yet they do so they mainly focusing on the interactions that take place within the virtual world. It is the virtual world that consists the primary medium for communication and interplay. However, the lines are hard to be drawn when it comes to examining and taxonomising the impact of interactions on motivation and engagement as a synergy of learners’ concurrent presence. This study covers this gap and sheds light on this lack—or, at least, inadequacy—of literature and research on the interactions that take place both in the physical and the virtual environment at the same time. In addition, it explores the impact of the instructional design decisions on increasing the learners’ incentives for interplay when trying to make sense of the virtual world, thus leading them to attain higher levels of engagement. To evaluate the potential of interactions holistically and not just unilaterally, a series of experiments were conducted in the context of different Hybrid Virtual Learning units, with the participation of Computer Science & Technology students. One of the goals was to examine the learners’ thoughts and preconceptions regarding the use of virtual worlds as an educational tool. Then, during the practical sessions, the focus was placed on monitoring students’ actions and interactions in both the physical and the virtual environment. Consequently, students were asked as a feedback to report their overall opinion on these actions and interactions undertaken. The study draws a new research direction, beyond the idea of immersion and the development of subject-specific educational interventions. The conclusions provide suggestions and guidelines to educators and instructional designers who wish to offer interactive and engaging learning activities to their students, as well as a taxonomy of the different types of interactions that take place in Hybrid Virtual Learning contexts

Creating a theoretical framework for platforms strategies from launch to growth

Many platforms have gained their way into consumers daily lives by shifting values and expectations, increasing ability to self-express oneself, satisfying new needs while expanding markets and creating new industries. This is what platform revolution means, yet the strategies and logic behind platforms remain much unknown. The current literature identifies as the key strategic variables for platforms to be user acquisition, standalone value, credibility, profitability, design and openness. However, these discussions don’t give clear guidance on how to implement or prioritize these variables according different platform types. While the current understanding of strategic differences and how to combine tactics and variables towards each platform type is forming, so is classifying and separating platform types from each other. While the two papers have classified platform types their conclusions differed staying unconfirmed. Therefore, the purpose of this study is to determine platform businesses strategies and to create a theoretical framework reflecting it while answering to the research question: what strategies platforms apply as they go in business and how they attempt to grow? The empirical part of this study is aimed at developing a theoretical framework representing the strategic decisions made by platforms. It was conducted as an in-depth multi case study by interviewing 14 platform as well as testing 70 platforms’ user experience. Based on these two data sets a theoretical framework was formed that is applicable within the Western world. Consequently, the theoretical framework representing the key finding of this thesis separates 12 unique platform strategies for launching a platform business across three platform types identified as an e-marketplace, software as a service and social networking sites. Thus, stating that there are at least 12 unique platform strategies that organizations follow. The framework guides what kind of MVP, key target group and social factors each 12 platform strategy types can utilize and the boundaries each type has. It also gives descriptions on all 12 platform strategies and minimum example of four businesses that follow that strategy. Furthermore, the thesis discusses multiple vertical and horizontal expansion strategies that each platform strategy type can apply when attracting further growth towards itself and the factors that need to be considered simultaneously. The contributions done towards platform strategies, SaaS and SNS by the framework are ground-breaking and significant as they create new unique knowledge while invalidating and correcting two past attempts to classify and group platforms. However, this thesis contributes also to the conceptual understanding of the platform types, how different variables are interlinked to one another and to the framework. It also specifies the current understanding of e-marketplace platform strategies