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| 001 | 1031609365341 | ||
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| 005 | 20190211174718.0 | ||
| 008 | 110316s2010 xx ||||gr |0|| 0 eng d | ||
| 100 | 1 |
_aMISTRY, Virendra _944180 |
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| 245 | 1 | 0 |
_aCollaborative learning and development : _bcritical success factors from the experience of four UK universities |
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_aBingley, UK : _bEmerald, _c2010 |
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| 520 | 3 | _aPurpose The paper presents the critical success factors that fostered effective collaborative learning and development among a cluster of UK universities seeking to benchmark their management of e-learning and related practices. Design/methodology/approach The data is based on an observational study undertaken during the course of the benchmarking exercise. Findings Collaboration in the context described was, overall a positive and edifying experience. Collaboration is an activity for engaging socially complex institutions: the idea if collaborative learning, in the cluster of institutions, extended from drawing e-learning experts and policy-makers into conversation, encouraging them to think about particular issues, to systematically forging infrastructures and processes to facilitate development and support change. Practical implications Collaboration can be a complex exercise. In the experience of the cluster institutions, it was sustained because: there was clarity of purpose; the meetings were well structured; there were no prescriptive methods imposed; there was mutual respect for the various viewpoints; and, moreover, the process was facilitated by an objective critical friend who displayed sufficient knowledge of the social networks to keep the collaborative activity both vibrant and productive. Originality/value The activity was part of a large-scale UK benchmarking activity, involving 73 post-16 institutions in the UK. Few studies on collaborative activity recognize the role of an objective champion or critical friend and will be of value to strategists and managers of e-learning | |
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_aAprendizagem _911989 |
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_aPós-graduação _912033 |
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_aAdministração Estratégica _912916 |
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_aEngenharia Reversa _913272 |
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| 650 | 4 |
_aAgente de Mudança _912919 |
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| 773 | 0 | 8 |
_tDevelopment and Learning in Organizations _g24, 2, p. 14-16 _dBingley, UK : Emerald, 2010 _xISSN 14777282 _w |
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_a20110316 _b0936^b _cJaqueline |
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_a20110502 _b1601^b _cKeicielle |
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_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c38781 _d38781 |
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| 041 | _aeng | ||