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Article
Publication date: 14 August 2009

Richard D. Johnson, Hal Gueutal and Cecilia M. Falbe

The purpose of this paper is to integrate previous research findings on the factors which affect e‐learning effectiveness. To do this, a model is developed which proposes that the…

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Abstract

Purpose

The purpose of this paper is to integrate previous research findings on the factors which affect e‐learning effectiveness. To do this, a model is developed which proposes that the effects of individual learner characteristics and technology characteristics on e‐learning outcomes are partially mediated by the metacognitive learning processes in which the learner engages.

Design/methodology/approach

A survey of 914 individuals in an online introductory information systems course examines the relations between general computer self‐efficacy (GCSE), locus of control, age, peer interaction, technology reliability, social presence, media synchronicity, and metacognitive activity and the e‐learning outcomes of course, performance, course utility, and course satisfaction.

Findings

The results indicate that GCSE, age, social presence, reliability, media synchronicity, and metacognitive activity are related to course satisfaction and utility judgments. In addition, age, metacognitive activity, and reliability are related to course performance and interaction is related to satisfaction. Finally, metacognitive activity partially mediates the relationship between social presence, media synchronicity and satisfaction, and utility judgments.

Originality/value

This paper represents one of the first to investigate a model of e‐learning effectiveness which integrates research on metacognitive activity as well as the role of technology and trainee characteristics.

Details

Journal of Managerial Psychology, vol. 24 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

Available. Content available
Article
Publication date: 14 August 2009

Hal Gueutal

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Abstract

Details

Journal of Managerial Psychology, vol. 24 no. 6
Type: Research Article
ISSN: 0268-3946

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Case study
Publication date: 29 June 2021

Harikrishnan Ramesh Varma and Ram Kumar Kakani

The theoretical concepts and frameworks from the following literature are brought in to discuss the case situation. Freeman’s stakeholder framework, Yukl’s Influence Tactics…

Abstract

Theoretical basis

The theoretical concepts and frameworks from the following literature are brought in to discuss the case situation. Freeman’s stakeholder framework, Yukl’s Influence Tactics, Johnson and Scholes’ Power-Interest Matrix Please see: Freeman, R. E. (2010). Strategic Management: A Stakeholder Approach. Pitman Publishing Inc. Yukl, G. (2002). Leadership in Organizations. Prentice-Hall. Johnson, G. and Scholes, K. (1999). Exploring Corporate Strategy: Text and Cases. Prentice-Hall.

Research methodology

Information required for the case was primarily collected from Lal Bahadur Shastri National Academy of Administration, Mussorie, India, where the newly recruited civil service officers (probationary trainees) of India are trained. The main protagonist, a senior officer in the Indian Administrative Services was interviewed by one of the authors. Secondary data from contemporary newspaper reports and government orders were also made use of.

Case overview/synopsis

Palakkad District Magistrate Gayathri Nair was tasked with acquiring 130 hectares of land for a government-sponsored public-private partnership project to set up a railway coach factory in Palakkad. After taking the landowners into confidence and fast-tracking the administrative process through the line departments, she successfully acquired 93 hectares of land for Phase I of the project. However, the intervention from local politicians and activists halted the next phase. Gayathri was pressured by her bosses to solve the standstill in four weeks. Unable to make the owners realize the benefits of the project, she witnessed a showdown between the agitating masses and the district administration. The entire episode is worsened by the partisan media coverage. The only options open to Gayathri, as the head of the district administration, are either to go ahead with forceful land acquisition and thereby, risk the wrath of the public or abandon the project and bury the months-long back-breaking teamwork. How could Gayathri handle the situation better? What steps could she take at various stages to ensure a balanced outcome for all the stakeholders in the project?

Complexity academic level

This case is applicable for the courses/sessions in training programmes for executives, and undergraduate courses related to project management, strategic management, leadership and public policy. It is also useful for courses and training programmes on stakeholder mapping and conflict management.

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Article
Publication date: 1 June 1999

Mark R. Testa

Organizational vision is a generally accepted necessity for organizational success in the 1990s. Specifically, stakeholder attitude toward the vision is believed to improve…

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Abstract

Organizational vision is a generally accepted necessity for organizational success in the 1990s. Specifically, stakeholder attitude toward the vision is believed to improve performance and enhance efforts toward increased quality. To date, little empirical research has proven that attitude toward the organizational vision yields any measurable organizational outcomes. The purpose of this exploratory study was to determine if stakeholder satisfaction with organizational vision was associated with overall job satisfaction and perceived effort. A sample of 709 cruise line managers responded to the 31‐item questionnaire and a service effort scale developed for this study. Both exploratory and confirmatory factor analyses were conducted to define the constructs and establish the measurement properties of the structural equation model tested. Results indicated that satisfaction with vision accounted for 33 per cent and 21 per cent of the variance in job satisfaction and service efforts respectively. Conceptual and theoretical implications of the results are discussed.

Details

Leadership & Organization Development Journal, vol. 20 no. 3
Type: Research Article
ISSN: 0143-7739

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