Technology-Enhanced Learning Environments and Adaptive Learning Systems – Development of Functionality Taxonomies

Especially against the background of the current coronavirus crisis, technology-enhanced learning environments (TELEs) increasingly characterize teaching at universities. For the successful use and integration of TELEs, it is important to understand the functionalities of the technologies used. Based on the state of the art and following [1], we develop two taxonomies. The first taxonomy depicts eleven functionalities with different dimensions relevant for successfully designing TELEs. Sound knowledge of the functionalities supports research on adaptive learning within TELEs and the implementation of student-centered learning opportunities, which is structured in a second functionality taxonomy for adaptive learning systems (ALSs). We contribute to current research on TELEs and ALSs by providing a structured overview of functionalities and suggestions for further research with our research opportunities

Systematization of the term digital transformation and its phenomena from a socio-technical perspective – A literature review

IT-innovation triggers the transformation of society, working life and the behavior of people. Digitization, digitalization, and digital transformation are buzzwords in this context. While existing publications discuss the benefits and consequences connected to the three terms, a proper conceptualization of them is still not available. A common understanding is that digitization and digitalization trigger digital phenomena which allow organizations to operationalize the process of digital transformation. Prior research identified some phenomena, like collaboration and sharing, but a structured analysis of the occurring phenomena is still missing. Embedding digital transformation and the phenomena into the context of socio-technical systems, we conduct a structured literature review to suggest theoretically and practically relevant definitions for the aforementioned terms and create an overview of relevant phenomena. We show that digitization, digitalization, and digital transformation are often used without selective distinctions, even though that it is not appropriate as each term has to take into account different concepts. Furthermore, we identify seven relevant phenomena: collaboration, sharing, communication, connectivity, flexibility, mobility, and co-creation

ADAPTATION OF THE BUSINESS MODEL APPROACH FOR PUBLIC ENTERPRISES

Several innovative technological and social developments are shaping the business models (BMs) of companies nowadays. Having knowledge of the own BM is not only relevant for private companies, but also gains importance for enterprises in the public sector, so called public enterprises, as they face increasing competition. While existing BM approaches target private companies and work well for them, a specific BM approach for public enterprises (PEs) is still not available. In this paper, we adapt a BM approach, which aims to take into account the characteristics of PEs. Three example cases provide first demonstration of the applicability of our approach

Managing the Digital Transformation of Universities: Business Model Analysis and Design Principles

Organizations started to sustainably reinvent themselves through digital transformation by adapting their business model and rethinking their strategies, processes, and use of technology. Like organizations, universities also have changing requirements due to the digital transformation and the Covid-19 situation but are slow and lackadaisical in reaction to change. Our primary research goal is to support universities in actively designing their future business model. The initial design principles were derived from the literature and a qualitative interview study. We provide universities with six initial design principles to strategically shape their business models and fully embed digital transformation. The results enable universities to understand, discuss, and define stakeholder segments, their value proposition, the available (digital) channels, and the different relationships with stakeholders to consider the revenue stream and the universities’ cost structure and key resources, activities, and partnerships