Next steps in implementing Kaput's research programme

We explore some key constructs and research themes initiated by Jim Kaput, and attempt to illuminate them further with reference to our own research. These 'design principles' focus on the evolution of digital representations since the early nineties, and we attempt to take forward our collective understanding of the cognitive and cultural affordances they offer. There are two main organising ideas for the paper. The first centres around Kaput's notion of outsourcing of processing power, and explores the implications of this for mathematical learning. We argue that a key component for design is to create visible, transparent views of outsourcing, a transparency without which there may be as many pitfalls as opportunities for mathematical learning. The second organising idea is that of communication, a key notion for Kaput, and the importance of designing for communication in ways that recognise the mutual influence of tools for communication and for mathematical expression

Ready for Tomorrow: Demand-Side Emerging Skills for the 21st Century

As part of the Ready for the Job demand-side skill assessment, the Heldrich Center explored emerging work skills that will affect New Jersey's workforce in the next three to five years. The Heldrich Center identified five specific areas likely to generate new skill demands: biotechnology, security, e-learning, e-commerce, and food/agribusiness. This report explores the study's findings and offers recommendations for improving education and training in New Jersey

The technological mediation of mathematics and its learning

This paper examines the extent to which mathematical knowledge, and its related pedagogy, is inextricably linked to the tools – physical, virtual, cultural – in which it is expressed. Our goal is to focus on a few exemplars of computational tools, and to describe with some illustrative examples, how mathematical meanings are shaped by their use. We begin with an appraisal of the role of digital technologies, and our rationale for focusing on them. We present four categories of digital tool-use that distinguish their differing potential to shape mathematical cognition. The four categories are: i. dynamic and graphical tools, ii. tools that outsource processing power, iii. new representational infrastructures, and iv. the implications of highbandwidth connectivity on the nature of mathematics activity. In conclusion, we draw out the implications of this analysis for mathematical epistemology and the mathematical meanings students develop. We also underline the central importance of design, both of the tools themselves and the activities in which they are embedded

Control, Process Facilitation, and Requirements Change in Offshore Requirements Analysis: The Provider Perspective

Process, technology, and project factors have been increasingly driving organizations to offshore early software development phases, such as requirements analysis. This emerging trend necessitates greater control and process facilitation between client and vendor sites. The effectiveness of control and facilitation has, however, not been examined within the context of requirements analysis and change. In this study, we examine the role of control and facilitation in managing changing requirements and on success of requirements gathering in the Indian offshore software development environment. Firms found that control by client-site coordinators had a positive impact on requirements analysis success while vender site-coordinators did not have similar influence. Process facilitation by client site-coordinators affected requirements phase success indirectly through control. The study concludes with recommendations for research and practice

E-Learning in Business

e-Learning is replacing face-to-face classroom instruction in a growing number of businesses, but what is the prospect for the continued proliferation of e-learning in business? On one hand, the quality of instruction, the cost effectiveness of new technology, a supportive e-learning educational culture, an expansion of the Internet, an increase in online courses, shorter business cycles, mergers, and increasing competition encourage business use of e-learning. On the other hand, employee reticence in using learning technologies, insufficient corporate investment, lack of business-relevant university courses, narrow bandwidth, and Internet access issues are constricting the business use of these technologies

Exploration of Mode of Software Service Outsourcing Talents Training Based on School-Enterprise Cooperation and Engineering Education

With the rapid development of international service outsourcing industry, the supply and demand uncoordinated problem between talent training modes and service outsourcing enterprises arises. In order to adapt to the knowledge-based economy and social development, our university has done some exploration work in IT service outsourcing talent training with some methods and measures taken, which the culture results obtained aims at providing a reference information for the high-quality IT service outsourcing personnel training and educational reform

Bringing Global Sourcing into the Classroom: Experiential Learning via Software Development Project

Global sourcing of software development has imposed new skill requirements on Information Technology (IT) personnel. In the U.S., this has resulted in a paradigm shift from technical to softer skills such as communications and virtual team management. Higher education institutions must, consequently, initiate innovative curriculum transformations to better prepare students for these emerging workforce needs. This paper describes one such venture between Marquette University (MU), U.S.A. and Management Development Institute (MDI), India, wherein IT students at MU collaborated with Management Information Systems (MIS) students at MDI on an offshore software development project. The class environment replicated an offshore client/vendor relationship in a fully virtual setting while integrating communications and virtual team management with traditional IT project management principles. Course measures indicated that students benefited from this project, gained first-hand experience in the process of software offshoring, and learned skills critical for conduct of global business. For faculty considering such initiatives, we describe the design and administration of this class over two semesters, lessons learned from our engagement, and factors critical to success of such initiatives and those detrimental to their sustenance

Lost, Dysfunctional or Evolving? A View of Business Schools from Silicon Valley

Recent articles have rekindled discussions around the direction and relevance of US business schools. The two main viewpoints are distinct but equally critical. On one hand, business schools are considered overly focused on “scientific research” and having lost their connection to “real world” and management issues. On the other hand, schools are considered “dysfunctionally” focused on media rankings and short-term superficial marketing fixes. Our study of educational opportunities and workforce development in Silicon Valley suggests a different viewpoint. We agree that both approaches correctly identify the challenge of preparing managers in globalized world. However, we believe they misdiagnose the cause of the failure. Rather than being lost or dysfunctional, we believe business programs — like the firms and students they serve — are in the process of evolving to meet a shifting global and local environment. Our findings indicate that business schools face structural, content, and program shifts. Educationally, business programs continue to be seen as doing a good job of educating their students in core functional areas and processes. However, they do less well in teaching their graduates interpersonal skills, real-time decision-making, recognition of contexts, and integration across functional areas. These are increasingly the skills demanded by the global business environment. Even more challenging is meeting the demand for both sets of skills within very specialized fields like technology management. Structurally, new types of students and learning demands are placing stresses on traditional full-time two-year programs and their business models. Women and minority groups increasingly form the majority of the future student population, with distinct needs and demands for part-time and executive education. This shift is also evident in demands for life-long learning and engagement as opposed to a fixed, one-shot program experiences. These challenges require business schools to build upon what they do well, while innovating to serve new business and student needs.management education; Silicon Valley; globalization; technology