46,580 research outputs found

    Assessing a Collaborative Online Environment for Music Composition

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    The current pilot study tested the effectiveness of an e-learning environment built to enable students to compose music collaboratively. The participants interacted online by using synchronous and asynchronous resources to develop a project in which they composed a new music piece in collaboration. After the learning sessions, individual semi-structured interviews with the participants were conducted to analyze the participants\u2019 perspectives regarding the e-learning environment\u2019s functionality, the resources of the e-learning platform, and their overall experience with the e-learning process. Qualitative analyses of forum discussions with respect to metacognitive dimensions, and semi-structured interview transcriptions were performed. The findings showed that the participants successfully completed the composition task in the virtual environment, and that they demonstrated the use of metacognitive processes. Moreover, four themes were apparent in the semi-structured interview transcriptions: Teamwork, the platform, face-to-face/online differences, and strengths/weaknesses. Overall, the participants exhibited an awareness of the potential of the online tools, and the task performed. The results are discussed in consideration of metacognitive processes, and the following aspects that rendered virtual activity effective for learning: The learning environment, the platform, the technological resources, the level of challenge, and the nature of the activity. The possible implications of the findings for research on online collaborative composition are also considered

    What Happens in Project-based Learning?

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    There is an accumulating literature over the last decade on collaborative learning in various types of settings, from more focussed learning tasks to open enquiry to problem-based projects. Project-based teamwork was valued as students were required to work together for knowledge sharing, knowledge building and problem-solving, and thus provide them with opportunities to be acculturated as members of a knowledge community. Over the last couple of years, it has also become extremely popular in Hong Kong schools to assign group projects to students. This was often justified on the grounds that project work promotes the information retrieval and self-directed learning abilities of students; collaborative learning is good and students should learn to collaborate with each other. However, as a pedagogical strategy, very little is known about the actual impact of group projects on learning in Hong Kong and whether the assumed advantages and expected learning outcomes do come about. Is group-based projects the panacea for the evils of teacher-centred delivery? This paper explores the question “what happens in project-based learning?” based on the observations made during the SLITS (Self-directed Learning with Information Technology Scheme) project. The project involved 40 groups of students working on projects of their own choice, each group being facilitated by a teacher. There were several key findings from this study: 1. Participation in such a project may not necessarily lead to deep learning; 2. Learning to collaborate in a group is in itself an important part of the problem-solving process; 3. There are different models of collaboration and only those models which engage the students continuously in interactive decision making during the learning process would lead to collaborative knowledge building; 4. Effective collaboration is in itself crucial for sustaining motivation and interest in the learning process; and 5. Facilitation is required for guiding both the collaborative as well as the enquiry processes. This paper will report on these findings as well as describe the key features of good collaboration and good facilitation identified through the study.published_or_final_versionCentre for Information Technology in Education, University of Hong Kon

    Chapter 3: Building an Online Learning Community

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    The OTiS (Online Teaching in Scotland) programme, run by the now defunct Scotcit programme, ran an International e-Workshop on Developing Online Tutoring Skills which was held between 8–12 May 2000. It was organised by Heriot–Watt University, Edinburgh and The Robert Gordon University, Aberdeen, UK. Out of this workshop came the seminal Online Tutoring E-Book, a generic primer on e-learning pedagogy and methodology, full of practical implementation guidelines. Although the Scotcit programme ended some years ago, the E-Book has been copied to the SONET site as a series of PDF files, which are now available via the ALT Open Access Repository. The editor, Carol Higgison, is currently working in e-learning at the University of Bradford (see her staff profile) and is the Chair of the Association for Learning Technology (ALT)

    STEPS Centre research: our approach to impact

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    The ‘impact’ of research has seen a dramatic rise up the UK’s policy agenda in recent years. But what does ‘impact’ really mean? How do researchers and others respond to the new ‘impact agenda’ and how might we best plan, monitor and report on impact? This working paper attempts to provide answers to some of these questions by reviewing various understandings of ‘impact’ and describing the approach used by the ESRC STEPS Centre in its second five-year phase of funding. In particular, we draw on our experience of adapting and employing a down-scaled version of ‘participatory impact pathways analysis’ (PIPA) and reflect on its utility and potential as a tool for planning relatively small-scale social science/ interdisciplinary research projects conducted with partners in developing countries. In using PIPA, the STEPS Centre has adapted the idea of ‘impact pathways’ in line with its broader ‘pathways approach’, which focusses on complex and dynamic interactions between knowledge, politics and ‘social, technological and environmental pathways to sustainability’. In this way, PIPA has been useful in articulating and exploring the potential impact of STEPS Centre projects: it has helped to map out the networks known to the researchers, appreciate different perspectives held by the team members and generate an understanding of the narratives, networks and policy processes under study. Although the possibility for detailed ex ante prediction of impact pathways is limited, using PIPA has helped teams to be ready to maximise communication and engagement opportunities, and to link research across different STEPS Centre projects and beyond. The working paper also describes how PIPA may be used iteratively in a way that enables reflexive learning amongst research teams. Lastly, we speculate on the ways in which PIPA may be further developed and used in ex post impact monitoring and evaluation into the future

    The Medicare Physician Group Practice Demonstration: Lessons Learned on Improving Quality and Efficiency in Health Care

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    Discusses the experiences of ten large practices earning performance payments for improving the quality and cost-efficiency of health care delivered to Medicare fee-for-service beneficiaries

    Empowering Leadership, Transactive Memory Systems and Agility in Software Development Teams: A Theoretical Framework

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    Empowering leadership is crucial in modern software development. However, there is a lack of studies on how empowering leadership affects agility in software development. To fill this gap, we investigate the role of empowering leadership in agility in software development through the lens of transactive memory systems (TMS) theory. In this conceptual paper, we propose a theoretical framework in which TMS plays a mediating role between empowering leadership and agility. This framework advances our understanding of the value of empowering leadership practices in developing TMS, which in turn helps software development teams achieve agility. The proposed leadership practices and their categories also provide guidelines for effectively exercising empowering leadership

    Virtual teams: A literature review

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    In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted.Virtual team, Literature review, Effective virtual team,

    Virtual teams: A literature review

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    In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted
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