Educational Innovation Management. A Case Study at the University of Salamanca

[EN] This is the presentation of the paper entitled “Educational Innovation Management. A Case Study at the University of Salamanca” in the TEEM 2015 International Conference held in Porto (Portugal) in October 7-9, 2015. This paper is devoted to present the implantation of a repository for educational innovation projects management at the University of Salamanca in Spain. This repository stores the selected best practices of educational innovation in this University and classifies them according a set of indicators that have been previously agreed. The paper explains the processes to define the indicators and their application to a set of selected projects that have been stored in the repository

Aprendizaje, Innovacion y Competitividad. Presentacion

La estructura de este número extraordinario de Arbor incluye los siguientes contenidos: artículos de reflexión, investigación aplicada y buenas prácticas. El primer bloque lo constituyen los artículos de reflexión e investigación aplicada en el contexto universitario; el segundo bloque mantiene la misma tipología de artículos, pero orientados a la competitividad y el aprendizaje en diferentes contextos. El último bloque se corresponde con los mejores trabajos presentados en el congreso CINAIC 2011 (I Congreso Internacional sobre Aprendizaje, Innovación y Conocimiento).Este número es especial, no por la temática ni por el contexto donde se han generado los distintos artículos sino por su protagonista principal: Alberto Sánchez Álvarez-Insúa. Alberto, director de la revista Arbor, miembro del comité organizador de CINAIC 2011 y principal motor de la presente publicación, falleció el pasado 1 de noviembre; suya iba a ser esta presentación y suya será. Por este motivo, tanto desde el comité organizador de CINAIC 2011, como desde el equipo de redacción de la revista Arbor nos parece que el homenaje más adecuado en esta publicación es reproducir el texto que Alberto preparó para su intervención en CINAIC 2011

Methodological Approach and Technological Framework to Break the Current Limitations of MOOC Model

[EN]A methodological approach and technological framework are proposed to improve learning outcomes in Massive Open Online Courses (MOOCs), taking into account the distinguishing features of this kind of massive courses over traditional online courses. The proposed methodology integrates the learning strategies of xMOOCs and cMOOCs with adaptivity and knowledge management capabilities. In order to test the learning results of the methodology and the need of supporting technological framework for it, a MOOC was made based on the methodological proposal and using a MOOC platform called MiríadaX. The quantitative results have improved considerably the MOOC completion rate (compared to the average of the rest of MOOC MiríadaX) and the qualitative results show a great satisfaction with the learning outcomes of the learners. However, the technological environment did not allow us develop all the methodological capabilities and it was one of the main concerns of the MOOC attendances. Therefore, from the analysis of collected data and considering the limitations of current MOOC technology platforms, a technological framework has been designed. It may incorporate the proposed methodology in an efficient and effective way. Based on this proposed technological framework, a MOOC platform has been developed and delivered, used by three Spanish Universities to offer MOOCs. This new platform and the supported technological framework have been tested with a first pilot with promising result

Main Gaps in the Training and Assessment of Teamwork Competency in the University Context

Individual competencies associated with teamwork are highly demanded in all productive and scientific sectors. International accreditation agencies have defined a set of indicators to identify the individual competencies associated with teamwork competence. Practically all universities address the challenge for graduates to acquire teamwork skills in groups and individually. In this context, it is essential to knowwhether students have acquired teamwork skills before entering the university and what training method they have followed to acquire them. In this research work, a tool has been developed to determine if they have followed procedures that generate evidence of these individual competencies throughout the development of teamwork, as well as the evaluation method used by the teachers who have trained them in this competency. The study was carried out on 171 students from two different subjects, degrees, and universities. The results confirm the central hypothesis of the work that the training method used before entering the university is of the “black box” type, where the faculty does not follow the evidence continuously and evaluates only the final result of the work

Adaptive and cooperative model of knowledge management in MOOCs

One of the characteristics of Massive Open Online Courses (MOOC) is the heterogeneity of their participants’ profiles and, for the most traditional MOOC model, this is an important cause of the low completion rate. The MOOC model presents two apparent antagonistic concepts, globalization and diversity. MOOCs represent globalization (participants have to be adapted to the course) and their participants represent diversity. The authors of this paper argue that both concepts complement each other; that is, a MOOC can adapt the contents and navigation to the diversity of participants; and in turn the participants themselves can increase and improve the contents of the MOOC, through heterogeneous cooperation, to encourage massive learning. To proof it, this paper presents a new model, called ahMOOC, combining the hybrid-MOOC (hMOOC) and the adaptive MOOC (aMOOC). The hMOOC allows integrating characteristics of xMOOCs (based on formal e-training) with cMOOCs (based on informal and cooperative e-training). The aMOOC offers different learning strategies adapted to different learning objectives, profiles, learning styles, etc. of participants. The ahMOOCs continues having a lower dropout rate (such as hMOOC) than the traditional MOOCs. The qualitative analysis show the capacity of participants, with heterogeneous profiles, to create, in a cooperative and massive way, useful knowledge to improve the course and, later, to apply it in their specific work context. The study also shows that participants have a good perception on the capabilities of the ahMOOC to adapt the learning process to their profiles and preferences

Global Indicators for Measuring the Learning of the Active Students

Education 4.0 is a model to meet the demands of Industry 4.0. This is achieved by developing competencies during the learning process that will later be used in Industry 4.0. The structural model proposed in this work has four components: Cloud Computing infrastructures (applied in the COVID-19 confinement period), active hybrid methodologies (applicable in face-to-face, online, and blended learning mode), technologies (through a technological ecosystem), and horizontal 4.0 compe-tencies. One of the main factors differentiating industrial innovation from educa-tional innovation in teaching is its scope. While the scope of industrial innovation is global (market sector), that of educational innovation in teaching is local (in the subject itself). This approach has several effects on educational innovation in teaching compared to industrial innovation: there is a great deal of repetition of experiences, the advances are not immediately incorporated into other educational contexts, and the impact is local. This paper analyzes evidence to rethink the scope of educational innovation in teaching, developing it under a global vision but applying it locally. The study was carried out utilizing a survey of teachers from different educational levels (university and non-university) and different countries. They were asked about the impact of student inactivity on learning and the indicators that, in their opinion, allow measuring the success of educational innovation to promote active learning. The responses indicate that the education sector has a shared vision of the impact of inactivity on learning and of the measurement indicators. The conclusion is that innovation applied to a specific academic subject can be approached globally across the entire education sector