Report on the International Status of Open Source Software 2010

154 p.Libro ElectrónicoIncluye referencias bibliográficas Datos textuales en formato pdf Disponible en Internet Requisitos del sistema: Programa lector de archivos pd

How to design for persistence and retention in MOOCs?

Design of educational interventions is typically carried out following a design cycle involving phases of investigation, conceptualization, prototyping, implementation, execution and evaluation. This cycle can be applied at different levels of granularity e.g. learning activity, module, course or programme. In this paper we consider an aspect of learner behavior that can be critical to the success of many MOOCs i.e. their persistence to study, and the related theme of learner retention. We reflect on the impact that consideration of these can have on design decisions at different stages in the design cycle with the aim of en-hancing MOOC design in relation to learner persistence and retention, with particular attention to the European context

Policy Approaches to Open Education - Case Studies from 28 EU Member States (OpenEdu Policies)

This study provides the first-ever EU-wide overview of the state of play with policies on open education involving all the 28 Member States. For each Member State, a full account of their understanding of open education and strategic policy approach is given.  JRC.B.4-Human Capital and Employmen

Accelerated Internationalisation by Emerging Multinationals: the Case of White Goods Sector

The emergence of a "second wave" of developing-country multinational enterprises (MNEs) in a variety of industries is one of the characterizing features of globalization. These new MNEs did not delay their internationalisation until they were large, as did most of their predecessors, and often become global as a result of direct firm-to-firm contracting. Many grow large as they internationalise conversely, they internationalise in order to grow large. This is a striking pattern which, if confirmed, indicates that enterprises from developing countries have pursued distinctive approaches to internationalisation. It is a further interesting hypothesis to investigate to what extent such firms, born as suppliers of established incumbents, have leveraged on their "latecomer" status to accelerate their internationalisation. This paper documents how emerging MNEs may follow quite different patterns to reach, or at least approach, global competitiveness. In particular, it investigates how three latecomer MNEs pursued global growth through accelerated internationalisation combined with strategic and organizational innovation. Haier (China), Mabe (Mexico) and Arcelik (Turkey) emerged as Dragon Multinationals in the large home appliances (so-called "white goods") industry. This is a producer-driven global value chain, characterized by mature technology and rapid delocalization to developing countries, where not only input costs are lower, but demand growth rates are higher - giving a decided latecomer advantage to these MNEs. Haier, Mabe and Arçelik leveraged their strategic partnership with established MNEs to upgrade their operations, evolving from the production of simple goods, into new product lines developed through their own design, branding and marketing capabilities. The recipe of their success has been the ability to treat global competition as an opportunity to build capabilities, move into more profitable industry segments, and adopt strategies that turn latecomer status into a source of competitive advantage. At the same time, their experiences show that there are many strategies and trajectories for going global.Internationalisation; latecomer; MNEs; white goods; Haier; Arcelik; Mabe

Corporate strategy in turbulent environments: Key roles of the corporate level

This paper analyzes the evolution during the period 1986-2002 of the corporate strategy of Lujan, a highly successful car components manufacturer headquartered in Spain, as a way to explore how the corporate level influences the successful evolution of a company exposed to a "turbulent" environment over a long period. We find that the corporate level plays three key roles. First, it drives a firm's evolution by developing a cognitive representation of the firm's competitive landscape. Second, it paces the company's evolution by alternately shifting the balance of organizational initiatives between static efficiency-based "local search" strategies, chosen in times of stability or economic slowdown, and dynamic efficiency-based "long jump" strategies, adopted during periods of major environmental turbulence. Long-jump corporate strategies, carried out through limited downside strategic initiatives such as real options and strategic alliances ("off-line long-jumps"), are particularly frequent in these circumstances. The third role consists of developing an organizational architecture that frames the self-organized coordination of the different business divisions. The Lujan story clearly illustrates the important role of corporate strategy in a firm that must undergo radical transitions as a result of major environmental changes.corporate strategy; turbulent environments; complexity theory; car components;

BBC'22

The International Conference BBC'22 aims to provide an opportunity for all academic and non-academics to share their personal experiences and projects, presenting their contributions and getting feedback from other attendees.info:eu-repo/semantics/publishedVersio

New Companies' DNA: the Heritage of the Past Industrial Revolutions in Digital Transformation

AbstractThis paper debates the ongoing processes of digital transformation enhanced by the 4th industrial revolution in successful companies which have a long time business history and an international presence. The aim is analyzing how what they have experienced and learned in the 2nd and 3rd industrial revolutions represents key elements that have shaped their DNA and continue to inspire their transformation to the point that the gradual radical change concept is preferred to the concept of disruption. Such learning processes are primary values to transfer in companies' digital transformation in order to implement it efficiently and effectively creating new opportunities at an international level. The paper leverages on an explorative research based on the empirical setting of three international Italian manufacturing companies that have experienced challenges of the 2nd, 3rd and are now facing an important digital transformation process in a worldwide landscape. A qualitative constructive multiple case research design is conducted to evaluate the conceptual model and some considerations emerged from the analysis. The paper also benefits from 30 years of experience of one of the Authors as Business Development Director of big multinational companies accompanying many enterprises during their digital transformation. This study presents an interpretative framework that provides an exploration of main heritages coming from the past industrial revolutions according to three aspects: business drivers, supply view and entrepreneurial model. The emerged evidences can be taken as lessons by international manufacturing companies in order to implement digital transformation enhancing their international competitiveness

The Age of Online Learning: Best Practice in the Evaluation of Online Education

With the impact of the pandemic still reverberating throughout universities worldwide, and with an increased attention being paid to online learning, this report aims to:• Uncover the challenges faced by the higher education sector responding to the pandemic, notably through the delivery of emergency remote teaching and video conferencing;• Provide a brief historical overview of the growth of distance learning linked to technological development and current trends;• Discuss and present some of the key components of successful online teaching;• Provide an overview for the rationale and guiding principles for a new evaluative framework for online learning