The dynamism of strategic learning: Complexity theory in strategic L2 development

Learners of foreign languages (L2s) apply strategies to support learning processes and L2 development. They select strategies according to their individual needs and preferences and adjust their strategic actions to suit situational circumstances and contextual conditions. A holistic investigation of strategic L2 learning processes requires the integration of numerous interconnected, flexibly-interacting influences, which are at constant interplay with each other and whose development is difficult to predict. Validated as effective in other fields of applied linguistics, complex dynamic systems theory (CDST) can also provide an appropriate frame for researching strategic L2 learning. Based on state-of-the-art methodological guidance for complexity research, this article presents the re-analysis of empirical data from a previous study through a complexity lens. It further examines the suitability of CDST in strategy research, explores its practical value, and demonstrates that a complexity perspective can generate new, profound information about strategic learning

Development Strategies: Lessons from the Experiences of South Korea, Malaysia, Thailand and Vietnam

This piece synthesizes the development strategies of Korea, Malaysia, Thailand and Vietnam and draws some relevant lessons. Using a complex adaptive systems approach, strategic openness, a set of heterodox macroeconomic policies, creation of institutions for productive investment in both agriculture and industry, avoidance of severe inequalities and political conflict, special initial conditions and willingness to learn from unexpected developments are found to be some of these factors. Although no country can succeed by following mechanically the experience of another country cautious experimentation, rapid feedback and flexible, pragmatic policy-making with a strategic medium to long run perspective, can be helpful. Dynamic learning and flexible institution building are essential components of such a strategic approach to development.development strategy, complex systems, heterodox policies, institution building, dynamic learning

A tale of one city: intra-institutional variations in migrating VLE platform

City University London committed in 2009 to make Moodle the Virtual Learning Environment (VLE) at the core of a new Strategic Learning Environment (SLE) comprised of VLE, externally facing website and related systems such as video streaming and virtual classrooms. Previously, the WebCT VLE had been separate from most of the other systems at the institution with very limited connections to other tools. Each of the schools within the institution was able to pursue their own strategy and timeframe for the migration and embedding of Moodle within their subject areas, within an absolute limit of 2 years. This paper outlines the approaches taken by the various schools, highlighting similarities and differences, and draws out common aspects from the project to make recommendations for institutions seeking to undertake similar migrations

Which Way to Converge? The Europeanisation of National Tax Systems

In this article we investigate in how far European Integration stimulates policy convergence in various subfields of tax policy. We see that several causal mechanisms contribute to an EU-wide convergence of tax policies: imposition, competition, harmonization and learning/ communication. Whereas personal income taxation does not exhibit strong EU-specific reasons for policy convergence, corporate income taxation is spurred by deeper market integration and imposition through the ECJ. More importantly, EU harmonization and (strategic forms) of learning within EU member states have had a direct and noticeable impact on national systems of VAT and excise taxation

When decision support systems fail: insights for strategic information systems from Formula

Decision support systems (DSS) are sophisticated tools that increasingly take advantage of big data and are used to design and implement individual - and organization - level strategic decisions . Yet, when organizations excessively rely on their potential the outcome may be decision - making failure, particularly when such tools are applied under high pressure and turbulent conditions. Partial understanding and unidimensional interpretation can prevent learning from failure. Building on a practice perspective, we study an iconic case of strategic failure in Formula 1 racing. Our approach, which integrates the decision maker as well as the organizational and material context , identifies three interrelated sources of strategic failure that are worth investigation for decision - makers using DSS and big data: (1) t he situated nature and affordances of decision - making ; (2) t he distributed nature of cognition in decision - making; and (3) the performativity of the DSS. We outline specific research questions and their implications for firm performance and competitive advantage. Finally, we advance an agenda that can help close timely gaps in strategic IS research

Designing whole-systems commissioning: lessons from the English experience

The paucity of formal evidence, allied to the requirement for strategies that are sensitive to local history and context, means that a ‘blueprint’ for successful strategic commissioning is not currently available for adoption. We are therefore confined to proposing ‘design principles’ for those seeking to embark upon a transition towards a whole systems approach to strategic commissioning. People and relationships are of critical importance all the way through the chain from strategic commissioning to micro-commissioning. Most crucially, experience suggests that structural solutions alone cannot deliver effective relationships and will not be effective when relationships are neglected. The need to ensure staff, partner and political buy-in suggests that relationship management and consensus-building are an integral component of the leadership role in moving toward strategic commissioning. As with any major re-organisation, the move to strategic commissioning is essentially a change management initiative and therefore will stand or fall according to whether it adheres to good practice in the change management process. Central to this, and to achieving commissioning outcomes, is the requirement for meaningful service user and public engagement. Effective commissioning emphasizes individual capabilities as well as needs, and community assets as well as deficits and problems. Adoption of strategic commissioning approaches is still at the developmental and learning stage and arguably all structural arrangements should be regarded as transitional