Thoughts for Cathie .... Successful e-Learning in Corporations

Chen, E (2008), Successful e-Learning in Corporations, Communications of the IIMA, Vol 8, Issue 2, Article 5

The following strikes me, when reading the article ....

I like the direction of questioning around, what do the organisations / SMT think about e-learning as a complement or alternative to more traditional training methods.

I'd suggest extending the reasons outlined by Ettinger et al., (2006a). The following video gives a slightly different perspective (only need to watch the first few minutes on the why)



There is a statement about the hybrid approach - this resonates with ideas around effective deployment through a blended / flipped model. The reference by Leet et al., 2007 can be used to explore the intended learning outcomes of the design and delivery.

This would feed into a general comment on the paper, where there is little recognition around e-learning being a very broad church in terms of the types of activities.

The limitations section makes no attempt to which is the most important factor, as opposed to a simple list. I think the two most important (and inter-related) are motivation and resistence. Again a really good opportunity to undertake a stakeholder analysis around what motivates people (workers) to complete training, and their thoughts around e-delivery, and those up the food chain around resistence within the workplace.

The ideas around motivation and resitence (or culture, visions etc.,) have been modelled by Collis et al., (4 E;s model) w.r.t why a person would use e-Learning within their teaching design.

This might also dovetail with the discussion in the return on investment section. It has been really difficult to evaluate the return on investment of e-learning with HE, given it is often an individual learner development activity. So what is the criteria for impact?

I'd imagine the impact for the organisation of e-learning on staff (especially as it becomes more individual, informal and granular ... aka people using MOOCs etc.,) is even more intangible. There is a really nice connection with my area of interest (knowledge management within learning organisations) where you can explore the bigger impact on knowledge creation, sharing and storage)

Technology deployment process model

Title

Technology deployment process model

Type of resource

Journal Article

Authors

Baskarada, S., McKay, T., & McKenna, T.,

Summary

The study adopts a qualitative, interpretive research paradigm.

It discussed what is interpretive research? what is qualitative interpretive research? and gives background to ethnographic research methodologies within an technology diffusion context.

Gives a good sense of the outcome ... "the enthographic study resulted in the identification of 61 activities thought to be necessary and sufficient or effective deployment of generic technologies, which we then used to develop a normative technology deployment process model" pg 109

Notes

Interesting article given it uses an ethnographic methodology to answer, what is necessary and sufficient for an effective deployment of a technology within an organization.

Thoughts and Reflections

Follow up with articles:

1. Crabtree et al.,
2. Klein, HK
3. Orlikowski et a.,

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