Models of technology and change in higher education: an international comparative survey on the current and future use of ICT in higher education

The aim of this study is to investigate which scenarios are emerging with respect to the use of ICT in higher education and how future developments can be predicted and strategic choices can be based on that. It seeks to answer the following questions:\ud What strategic responses do institutions make with respect to the use of ICT; Which external conditions and developments influence these choices; Which external and internal conditions and measures are taken in order to achievestrategic targets; What are the implications for technology use, teaching and learning processes and staff? \ud The study applies an international comparative methodology and is carried out in the Netherlands, Germany, Norway, the United Kingdom, Australia, Finland and the USA. Data were collected through Web-based questionnaires tailored to three different response groups: decision makers, support staff and instructors. In total 693 persons responded to the questionnaire. This implies that between 20 and 50 percent of the institutions in the various countries responded (institutional data were also gathered), with the exception of the USA where the response was much lower

Independent Evaluation of the Jim Joseph Foundation's Education Initiative Final Report

The Jim Joseph Foundation created the Education Initiative to increase the number of educators and educational leaders who are prepared to design and implement high-quality Jewish education programs. The Jim Joseph Foundation granted $45 million to three premier Jewish higher education institutions (each institution received$15 million) and challenged them to plan and implement programs that used new content and teaching approaches to increase the number of highly qualified Jewish educators serving the field. The three grantees were Hebrew Union College–Jewish Institute of Religion (HUC-JIR), the Jewish Theological Seminary (JTS), and Yeshiva University (YU). The grant covered program operation costs as well as other costs associated with institutional capacity building. The majority of the funds (75 percent) targeted program planning and operation. The grantees designed and piloted six new master's degree and doctoral degree programs or concentrations;1 eight new certificate, leadership, and professional development programs;2 two new induction programs;3 and four new seminars within the degree programs. 4 The Education Initiative also supported financial assistance for students in eight other advanced degree programs. 5 The grantees piloted innovative teaching models and expanded their use of educational technology in the degree and professional development programs. According to the theory of change that drives the Jim Joseph Foundation's Education Initiative, five types of activities must take place if higher education institutions are to successfully enhance the Jewish education workforce. These activities include (1) improved marketing and recruitment of talented individuals into ongoing education programs, (2) a richer menu of programs requiring different commitments of time to complete and offering varying content, (3) induction programs to support program participants' transition to new employment settings, (4) well-planned and comprehensive strategies for financial sustainability, and (5) interinstitutional collaboration. As shown in Exhibit 1, the five types of activities are divided into two primary categories. The first category (boxes outlined in green) addresses the delivery of programs that provide educators and educational leaders with research-based and theory-based knowledge and vetted instructional tools. The second category (boxes outlined in orange) is not programmatic; rather, it involves sharing knowledge, building staff capabilities, enhancing management structures, and providing technological and financial support to enable the development of quality programming that is sustainable after the grant ends

Factors Affect Students’ Satisfaction In Blended Learning Courses In A Private University In Vietnam

Blended learning, a combination of online and offline learning, is believed to enhance students’ self-learning, and help increase their learning performances. To successfully operate a blended learning system, increasing the learners’ satisfaction seems to be an important task. Moreover, there should be a duty to understand the self-efficacy of a student to encourage them to participate in this course (Chen & Yao, 2016). As a result, knowing the internal or external factors that influence student satisfaction in blended learning is critical for the effective design of blended learning courses in the future (Graham, Henrie, & Gibbons, 2013). In this study, a 76-item survey questionnaire with a five-level Likert scale was administered to 2403 students, in which 453 returned but just 345 responses were qualified for data analysis. The questionnaire was adapted from the previous studies by Reid (1984), Wu, Hsia, Liao, & Tennyson (2008), Ali (2011), Azawei (2017). The results divulged that a) social environment and cognitive factors had significantly positive correlations with students’ satisfaction in a BL course, in which social factors have a higher relation, b) learning climate and perceived usefulness are the two factors having the most significant impact on student satisfaction, while c) students’ learning styles have the lowest correlation, but positive to the other variables. The pedagogical implications and limitations of study are also discussed

Blended learning internationalization from the commonwealth: An Australian and Canadian collaborative case study

This case depiction addresses the contentious issue of providing culturally and globally accessible teaching and learning to international students in universities in the Commonwealth nations of Australia and Canada. The chapter describes the university systems and cultures, the barriers to authentic higher education internationalization, and the problems frequently experienced by international students. Two university cases are presented and analysed to depict and detail blended learning approaches (face-toface combined with e-learning) as exemplars of culturally and globally accessible higher education and thereby ideologically grounded internationalization. Lessons learned are presented at the systems level and as teaching and learning solutions designed to address pedagogical problems frequently experienced by international students in the areas of communication, academic skills, teaching and learning conceptualization, and moving from rote learning to critical thinking. The blended learning solutions are analysed through the lens of critical theory