The Collaborative Learning Methodology CORONET-Train: Implementation and Guidance

The introduction of new methodologies into a software organization is a non-trivial problem because it usually requires the alteration of existing business and development processes and the change of habits and beliefs of software engineers and managers. This is particularly true for comprehensive methodologies that integrate e-learning and knowledge management. An example is the web-based collaborative learning methodology CORONETTrain recently developed in an international research project. This paper describes how CORONET-Train and its supporting software infrastructure WBT-Master can be successfully established and retained in a software organization by using adequate implementation and guidance processes, which take into account aspects of organizational culture. In addition, the paper summarizes results gained from industrial case studies that provide evidence for the effectiveness of these processes

Collaborative improvement : interplay but not a game

Collaboration literally means working together. Collaborative improvement is an extension of continuous improvement and can be defined as a purposeful inter-company interactive process that focuses on continuous incremental innovation aimed at enhancing the collaboration’s overall performance. Developing collaborative improvement is a protracted and difficult process. Previous research has identified a number of factors affecting that process and suggested that it is not so much the individual factors, but rather their interplay that determines the successful development of collaborative improvement. This article reports research aimed at developing a deeper understanding of that interplay. Ten relationships between ten factors are presented and discussed. It appears that vision, approach, trust and commercial reality are the strongest factors. These factors are, however, influenced by, or affect the other factors, notably national culture, partner characteristics and competences, the use of power, individual behaviour and commitment. The way this interplay develops varies from case to case and has great influence on the development of collaborative improvement

Avaliação do processo de gestão na implantação de processos inovadores na Faculdade de Medicina de Marília: aspectos da resiliência docente e discente Evaluation of the management process in the implementation of innovative processes in the Medical School of Marília: aspects of teacher and student resilience

Este artigo apresenta e discute os resultados de uma pesquisa avaliativa, com enfoque qualitativo, durante o processo de gestão na implantação de métodos ativos de ensino-aprendizagem. Foi verificado como se comportam gestores, docentes e discentes e a relação com a efetividade destes processos. A análise apontou como núcleos temáticos o entendimento do que é gestão participativa, resultados esperados com a implantação da gestão participativa e aprendizagens institucionais em relação à implantação da gestão participativa.<br>This essay presents and discusses the results of a qualitative evaluation of the management process during the implementation of active teaching-learning methods. The following issue was checked: the behavior of management, teachers and students and its relation to the effectiveness of the process. The analysis pointed out the following themes relative to shared management: understanding of the concept, the expected results and institutional learning in relation to its implementation