Abstract
New developments in e-learning and increasinglysophisticated learning technologies arebeginning to make a major impact in U.K.universities. It is clear that universitiesneed to change to accommodate the impact oftechnology on learning. Communicationtechnologies that are free from time or placeconstraints provide new challenges touniversities on how they should be organised. The paper reflects on the university's strategicplanning process and outlines the developmentprocess of an e-learning initiative. Examplesof the emergent change agenda are identifiedand finally possibilities for futuredevelopment are explored. It isclear that the impact of e-learning willrequire universities to re-think fundamentallytheir thinking and therefore their strategiesin a whole range of areas. There hasbeen much focus on technological advancementbut much less on how technology impacts onstrategic planning. This paper addresses thisgap in the literature by examining oneuniversity's strategic responses to thischallenge of e-learning. The learning attachedto this case study could be used to help otheruniversities respond to the change agendabrought about by e-learning.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
References
Beardwell, I. and Holden, L. (2001). Human Resource Management-a Contemporary Approach. London: Prentice Hall.
Beer, M. and Eisenstat, R. (2000).'The silent killers of strategy implementation and learning’, Sloan Management Review, vol. 41(4). Massachusetts Institute of Technology, Summer, pp. 29–40.
Berlant, L. (1998).'Collegiality, crisis and cultural studies’, in Watson, D. (2000), Managing Strategy. Bucks: Open University, Bucks, pp. 105–116.
Buck, M. (1997).'The global demands for change’, in Field, J. op. cit., pp. 19–28.
Drucker, P. (1993). Post-Capitalist Society. NewYork: Harper.
Ehrmann, S. (1995).'Flashlight’, Change 27(2), 20–27.
Evans, T. and Nation, D. (eds.) (2000). Changing University Teaching. London: Kogan Page.
Hanna, D. (2000). Higher Education in an Era of Digital Competition. Atwood: Madison.
HEFCE (2000).'Strategic planning in higher education’, HEFCE Report 00/24.
Helm, P. (1997).'Teaching and learning with the new technologies: For richer, for poorer; for better, for worse’, in Field, J. (ed.) (1997), Electronic Pathways. Adult Learning and the New Communication Technologies. Leicester: National Institute of Adult Continuing Education (England and Wales), pp. 41–49.
Hofer, C. (1973).'Some Preliminary research on patterns of strategic behaviour’, Academy of Management Proceedings, 46–59.
Inglis, A., Ling, P. and Joosten, V. (2002). Delivering Digitally. London: Kogan Page.
Jarzabkowski, P. (2001).'Strategy as social practice: An activity theory perspective’, working paper, Aston Business School. Birmingham, research.abs.aston.ac.uk/wpaper/0117.pdf
Laurillard, D. (2002). Rethinking University Teaching. London: Routledge Falmer.
Martin, E. (1999). Changing Academic Work. Developing the Learning University. Buckingham: SRHE/Open University.
McLuhan, M. (1967). The Medium is the Massage: An Inventory of Effects (with Quentin Fiore, Harmondsworth, Allen Lane). The Penguin Press.
Mintzberg, H. (1989). Mintzberg on Management, Inside our Strange World of Organisations. New York: Free Press.
Muilenburg, L. and Berge, Z. (2001).'Barriers to distance education: A factor analytic study”, The American Journal of Distance Education 15(2), 7–22.
Nunan, T., Ricmor, G. and McCausland, H. (2000). Cited in Rich, T. (2001) op. cit.
Oakley, B. (1997).'Will universities survive the knowledge economy?’, Interface, IEEE Newsletter, April, p. 72.
Paquette, G. (1998).'Virtual learning centers for XXIst century organisations’, The Virtual Campus, Trends for Higher Education and Training (by Verdejo, F. and Davies, G.). London: Chapman and Hall.
Prendergast, G. (2001).'Creating effective online collaborative educators’, pp. 1–7. www.abacuslearningsystems.com.
Rich, T. (2001).'E-learning futures. Report of AUA study group’, Perspectives Policy and Practice in Higher Education 5(3), 68–77.
Rosenberg, M. (2001). E-Learning. New York: McGraw Hill.
Senge, P. (1990). The Fifth Discipline. The Art and Practice of the Learning Organisation. London: CenturyBusiness.
Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G. and Smith, B. (1999). The Challenge of Sustaining Momentum in Learning Organisations. London: Nicholas Brealey.
Sloman, M. and Rolph, T. (2003). Change Agenda. London: CIPD.
Toffler, A. (1985). The Adaptive Corporation. New Yrk: McGraw-Hill.
University of Glamorgan (1999). Guide to Strategic Planning and Management.
University of Glamorgan (2000 and 2001). Internal Strategic Plan.
Wilson, A. (2000).'Strategy and management for development’ in Scott, P. (eds.) (2000), Higher Education Re-Formed. London: Falmer Press, pp. 29–44.
Wright, S. (2003).'Enhancing the quality of teaching in Universities”, LTSN Generic Centre. Learning and Teaching Support Network, pp. 1–14.
Author information
Authors and Affiliations
Rights and permissions
About this article
Cite this article
Jones*, N., O'Shea, J. Challenging hierarchies: The impact of e-learning. Higher Education 48, 379–395 (2004). https://doi.org/10.1023/B:HIGH.0000035560.32573.d0
Issue Date:
DOI: https://doi.org/10.1023/B:HIGH.0000035560.32573.d0