Planning for Success in Introducing and Embedding Technology to Enhance Learning

The authors reflect on the outcomes of recent change management projects for introducing technology into Higher Education in the UK and discuss key aspects which have led to success in the increasing use and subsequent embedding of learning technologies in the classroom. They focus on three areas where it is suggested that institutions need to ‘get it right’ in terms of justifying the expensive introduction of technology into the learning environment: the building and maintaining of the technical infrastructure; the provision of appropriate initial and continuing user support, which includes relating the use of technology to pedagogy; and the management of the impact of change on those who are faced with adapting to different ways of learning and teaching. These are mapped to a set of critical success factors by the authors. The paper investigate these firstly, via a case-study within a technology-focussed university, where its commitment to the enhancement of the student experience through using technology to support assessment and feedback mechanisms has increased. The authors explore how academics were encouraged to become further engaged within the process. Consequently, the use of technology in the classroom was no longer seen as being the preserve of a group of ‘enthusiasts’ or ‘early adopters’ but was perceived to be relevant to a wider user group. A further case-study shows how the critical success factors were applied to develop a flexible learning module within a more traditional teaching environment. This paper explores the importance of balancing underlying pedagogical approaches to the introduction of new technologies. It is proposed that while technology can be an excellent tool it should not drive the pedagogy. The aim finally is to ensure that throughout and following a period of change both academics and students can benefit from the appropriate use of technology to enhance learnin

The Long March or Bold Strokes : Comparing Strategies for Adopting EVS Learning Technology at a UK University

In recent years there has been much encouragement to investigate the use of classroom technologies to enhance the student learning experience especially in the STEM subjects but now extending across other subject areas as well. A typical classroom technology is electronic voting system (EVS) handsets which allow a lecturer to invite students to vote for their choice from a selection of given answers. Recently, a medium-size UK University has purchased over 9000 EVS handsets for use across the academic Schools as an innovative means for supporting formative and summative testing. Numerous training and support sessions have been provided to staff with the intention of supporting new and experienced users and increasing the take up by academics. As noted in earlier research reported at ECEL 2013, the student feedback was very positive for the use of EVS for formative activities, and less so, for its use in summative assessment. A recent review of the trends of EVS adoption at the University has been undertaken to inform decision-making and future use and support for the technology. One aspect of this review has considered the effectiveness of the strategies adopted by different academic Schools. EVS adoption and use across the University has been compared and placed within Rogers’ theory of the diffusion of innovation. This paper further considers a set of six different strategies adopted for EVS use by academic Schools. They have been categorised according to several variables, including their choice of speed of uptake and the number of handsets in use. The inherent strengths and possible weaknesses of the approaches adopted are considered. Among the questions raised were, does a strategy of large-scale technology adoption over a short time period indicate a greater likelihood of long term engagement and ultimate adoption of the technology? Or, does a longer elapsed time taken for a gradual purchase and adoption of EVS technology suggest a greater inclination for the embedding of technology for enhancing learning? What other success factors should be considered alongside the training and support provided for technology adoption to enhance the likelihood of long term adoption of classroom technologies? The discussion provides a comparison of six different strategies identified across the university and the rationale behind them and then proposes a set of strategy choices which can lead to a greater likelihood of successful adoption of classroom technology

SAP-Related Education - Status-Quo and Experience

Integrating Enterprise Systems solutions in the curriculum of not only universities but all types of institutes of higher learning has been a major challenge for nearly ten years. Enterprise Systems education is surprisingly well documented in a number of papers on Information Systems education. However, most publications in this area report on the individual experiences of an institution or an academic. This paper focuses on the most popular Enterprise System - SAP - and summarizes the outcomes of a global survey on the status quo of SAP-related education. Based on feedback of 305 lecturers and more than 700 students, it reports on the main factors of Enterprise Systems education including, critical success factors, alternative hosting models, and students’ perceptions. The results show among others an overall increasing interest in advanced SAP solutions and international collaboration, and a high satisfaction with the concept of using Application Hosting Centers

Non‐hierarchical learning: sharing knowledge, power and outcomes

Arguing that every student has the capacity to succeed and that every student must be provided with the opportunity to reach their full potential, this article introduces a new pedagogic approach that draws on a wide range of influences. Linking theoretical practices from sociology, pedagogy, social and educational psychology, and cultural studies, the approach posits that teaching and learning should be conducted in non‐hierarchical classrooms where all members are equal and working towards shared objectives. A theoretical frame is outlined and the factors that helped shape it are reflected on. A conceptual framework which covers the goals of instruction, instructional materials, classroom management, instructional methods, and assessment is also presented. It is hoped that educators will consider the concepts included in this article and, if possible, incorporate them into their teaching practices

The effect of organizational culture on CRM success

Copyright @ 2013 EMCIS.The aim of this paper is to develop a theoretical framework exemplifying the effect of organizational culture on the success of Customer Relationship Management (CRM) systems' implementation. This is deemed significant as yet little research has investigated the role of organizational culture as a critical success factor to CRM implementation. The proposed theoretical framework is developed based on the notion that nurturing an organizational culture that promotes adaptive learning leads to better management of customer information that in turn improves the quality of customer information, which is considered a key contributor to successful implementation of CRM initiatives. The Competing Values Framework (CVF) is used to measure "Organizational Culture" since it has proven its validity in examining the effect of organizational culture on organizational effectiveness and performance

Supporting policy packages: the future of road pricing in the UK

Transport is already a large component of our economy and society. Historically, transport programmes were substantially about developing basic infrastructure networks. Now the emphasis is on the active management of systems and operating them to maximum advantage in the face of growing travel demand and capacity limitations. Combined developments in technology and the world economy have accelerated change to almost unpredictable levels. The change affects many areas and transport is not an exception. With new vehicle technologies, radical policies and the persistent growth in private and commercial vehicles, a new changing transport landscape is emerging. One of these changes comes in the form of sustainable transport management - managing the demand of existing infrastructure networks. The role of demand management has been illustrated in many reports and papers and it seems that governments are becoming more aware of it. This paper focuses on one particular demand management policy that is often regarded as radical and generally unacceptable. Road pricing often gets delayed or abandoned due to controversy, disagreements, unanticipated problems and a whole host of other delaying factors. There are complex interactions in transport management - there is a need for cooperation between networks, stakeholders and different authorities. Single measures that focus on 'sustainable transport' usually address a limited set of objectives and are not usually combined with other policy measures. When combined, it is sometimes unclear whether the multiple interactions between policy tools and implementation networks have been considered. An emerging case of implementation of a policy package in the UK is the support of road pricing initiatives combined with public transport improvements by the Transport Innovation Fund. The paper will present a review of the UK road pricing situation along with key implementation factors that show firstly the importance of combining policy tools and secondly the necessity in creating and maintaining strong implementation networks

Knowledge management, absorptive capacity and organisational culture: A case study from Chinese SMEs

Copyright © 2008 Inderscience Enterprises Ltd. This is the author's accepted manuscript. The final published article is available from the link below.Based on the analysis of an innovative medium sized enterprise from mainland China, this paper investigated the Knowledge Management (KM) issues by focusing on its KM enablers and process. This paper attempts to investigate how Chinese enterprises absorb knowledge from external sources; how they developed culture to facilitate Knowledge Management Processes (KMPs) and what major challenges they raise for the future by looking at the case study of a Chinese Small and Medium-sized Enterprises (SMEs). The case study indicates that Chinese enterprises emphasised knowledge acquisition and the capacities of knowledge absorption, application, creation, sharing and integration as vital to sustaining competitive advantage for these firms. Corporative organisational culture also has significant impact on the KM in those enterprises