Shane Dawson
Abelardo Pardo
Dragan Gasevic
ABSTRACT
Despite strong interest in learning analytics (LA), adoption at a large-scale organizational level continues to be problematic. This may in part be due to the lack of acknowledgement of existing conceptual LA models to operationalize how key adoption dimensions interact to inform the realities of the implementation process. This paper proposes the framing of LA adoption in complexity leadership theory (CLT) to study the overarching system dynamics. The framing is empirically validated in a study analysing interviews with senior staff in Australian universities (n=32). The results were coded for several adoption dimensions including leadership, governance, staff development, and culture. The coded data were then analysed with latent class analysis. The results identified two classes of universities that either i) followed an instrumental approach to adoption - typically top-down leadership, large scale project with high technology focus yet demonstrating limited staff uptake; or ii) were characterized as emergent innovators - bottom up, strong consultation process, but with subsequent challenges in communicating and scaling up innovations. The results suggest there is a need to broaden the focus of research in LA adoption models to move on from small-scale course/program levels to a more holistic and complex organizational level.
- Arena, M.J. and Uhl-Bien, M., 2016. Complexity leadership theory: Shifting from human capital to social capital. People and Strategy 39, 2, 22--27.Google Scholar
- Arnold, K.E., Lonn, S., and Pistilli, M., 2015. An exercise in institutional reflection: The Learning Analytics Readiness Instrument (LARI). In 5th International Conference on Learning Analytics and Knowledge (LAK'15), ACM, Poughkeepsie, New York, 163--167. Google ScholarDigital Library
- Bichsel, J., 2012. Research Computing: The Enabling Role of Information Technology. EDUCAUSE Center for Applied Research.Google Scholar
- Braun, V. and Clarke, V., 2006. Using thematic analysis in psychology. Qualitative Research in Psychology 3, 2 (2006/01/01), 77--101.Google Scholar
- Colvin, C., Dawson, S., Wade, A., and Gasevic, D., 2017. Addressing the Challenges of Institutional Adoption. In Handbook of Learning Analytics, C. Lang, G. Siemens, A. Wise and D. Gasevic Eds. Society for Learning Analytics Research, 281--290. DOI= http://dx.doi.org/Google Scholar
- Colvin, C., Rogers, T., Wade, A., Dawson, S., Gašević, D., Buckingham Shum, S., Nelson, K., Alexander, S., Lockyer, L., Kennedy, G., Corrin, L., and Fisher, J., 2015. Student retention and learning analytics: a snapshot of Australian practices and a framework for advancement. Office for Learning and Teaching.Google Scholar
- Conklin, J., 2006. Wicked problems and social complexity. In Dialogue mapping: Building shared understanding of wicked problems J. Conklin Ed. John Wiley, Chichester, UK, 3--40.Google Scholar
- Dawson, S., Gašević, D., Siemens, G., and Joksimovic, S., 2014. Current state and future trends: a citation network analysis of the learning analytics field. In Proceedings of the Fourth International Conference on Learning Analytics And Knowledge (LAK '14) (Indianapolis, USA 2014), ACM, New York, NY, USA,, 231--240. Google ScholarDigital Library
- Dawson, S., Mirriahi, N., and Gasevic, D., 2015. Importance of theory in learning analytics in formal and workplace settings. Journal of Learning Analytics 2, 2, 1--4. DOI= http://dx.doi.org/Google ScholarCross Ref
- Eidelson, R.J., 1997. Complex adaptive systems in the behavioral and social sciences. Review of General Psychology 1, 1, 42--71. DOI= http://dx.doi.org/Google ScholarCross Ref
- Ferguson, R., Brasher, A., Clow, D., Cooper, A., Hillaire, G., Mittelmeier, J., Rienties, B., Ullmann, T., and Vuorikari, R., 2016. Research Evidence on the Use of Learning Analytics: Implications for Education Policy. Joint Research Centre, Seville, Spain.Google Scholar
- Ferguson, R., Clow, D., Macfadyen, L.E., A., Dawson, S., and Alexander, S., 2014. Setting learning analytics in context: overcoming the barriers to large-scale adoption. In Fourth International Conference on Learning Analytics and Knowledge ACM, NY, USA, Indianapolis, 251--253. Google ScholarDigital Library
- Goldstein, P.J. and Katz, R.N., 2005. Academic analytics: The uses of management information and technology in higher education EDUCAUSE Centre for Applied Research.Google Scholar
- Greller, W. and Drachsler, H., 2012. Translating learning into numbers: A generic framework for leanring analytics. Educational Technology & Society 15, 3, 42--57.Google Scholar
- Hazy, J.K., 2006. Measuring leadership effectiveness in complex socio-technical systems. Emergence: Complexity and Organization 8, 3, 58--77.Google Scholar
- Hitt, M.A., Keats, B.W., and Demarie, S.M., 1998. Navigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the 21st century. Academy of Management 12, 4, 22--42.Google Scholar
- Holland, J.H., 1995. Hidden order: How adaptation builds complexity. Addison Wesley, Reading, MA, USA. Google ScholarDigital Library
- Lichtenstein, B., Uhl-Bien, M., Marion, R., Seers, A., Orton, J.D., and Schreiber, C., 2006. Complexity leadership theory: An interactive perspective on leading in complex adaptive systems. Emergence: Complexity and Organization 8, 4, 2--12.Google Scholar
- Macfadyen, L. and Dawson, S., 2012. Numbers Are Not Enough. Why e-Learning Analytics Failed to Inform an Institutional Strategic Plan. Educational Technology & Society 15, 3, 149--163.Google Scholar
- Macfadyen, L.P., Dawson, S., Pardo, A., and Gašević, D., 2014. Embracing big data in complex educational systems: The learning analytics imperative and the policy challenge. Research & Practice in Assessment 9, 1, 17--28.Google Scholar
- Marion, R. and Uhl-Bien, M., 2001. Leadership in complex organizations. The Leadership Quarterly 12, 389--418.Google ScholarCross Ref
- Marion, R. and Uhl-Bien, M., 2002. Complexity v. transformation: The new leadership revisited. Managing the Complex. In Proceedings of the Complex Systems and the Management of Organizations (Ft. Meyers, Florida, USA2002).Google Scholar
- Mccutcheon, A., 1987. Latent class analysis (No. 64. Sage, Newbury Park, California.Google Scholar
- Morrison, K., 2008. Educational philosophy and the challenge of complexity theor. Educational Philosophy and Theory 40, 1, 19--34.Google ScholarCross Ref
- Siemens, G., Dawson, S., and Lynch, G., 2013. Improving the Productivity of the Higher Education Sector: Policy and Strategy for Systems-Level Deployment of Learning Analytics. Society for Learning Analytics Research; and the Australian Government Office for Learning and Teaching.Google Scholar
- Tsai, Y.S., Gasevic, D., and (2017, M.I.P.-A., 2017. Learning analytics in higher education - challenges and policies: a review of eight learning analytics policies. In Seventh International Learning Analytics & Knowledge Conference ACM, Vancouver, Canada, 233--242. Google ScholarDigital Library
- Uhl-Bien, M., 2012. Complexity Leaadership in Health Organizations. In Presentation, http://slideplayer.com/slide/1663954/.Google Scholar
- Uhl-Bien, M., Marion, R., and Mckelvey, B., 2007. Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly 18, 4, 298--318.Google ScholarCross Ref
- Vermunt, J.K. and Magidson, J., 2004. Latent class analysis. In The sage encyclopedia of social sciences research methods Sage, London, UK, 549--553.Google Scholar
- West, D., Heath, D., and Huijser, H., 2015. Let's Talk Learning Analytics: A Framework for Implementation in Relation to Student Retention. Online Learning 20, 2. DOI= http://dx.doi.org/Google ScholarCross Ref
- White, L., Currie, G., and Lockett, A., 2016. Pluralized leadership in complex organizations: Exploring the cross network effects between formal and informal leadership relations. The Leadership Quarterly 27, 2, 280--297.Google ScholarCross Ref
- Young, J. and Mendizabal, E., 2009. Helping researchers become policy entrepreneurs: How to develop engagement strategies for evidence-based policy-making. ODI briefing Papers.Google Scholar
Index Terms
- Rethinking learning analytics adoption through complexity leadership theory
Recommendations
A Stakeholder Model of Organizational Leadership
Organizations are evolving from the bureaucratic form based upon hierarchy to the new-form or radix organization that has the value chain as its relatively fluid foundation. This article explores the relationship between the radix organization and ...
Factors affecting cloud computing adoption: perspectives of IT professionals
The purpose of this research is to study the factors affecting cloud computing adoption. This study used the technology-organisation-environment TOE framework as a baseline for the factors affecting cloud computing adoption. The specific factors in the ...
Leadership Journey: Organization to Communication
SIGUCCS '15: Proceedings of the 2015 ACM SIGUCCS Annual ConferenceLeadership development has been a high priority for the Information Technology Services (ITS) unit at Winona State University. Each year the Chief Information Officer (CIO) works with the leadership team collaboratively on yearly themes in which the ...
Comments