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Abstract
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Abstract
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Wil liam Drago, James W. Peltier, Amanda Hay and Myra Hodgkinson
There continues to be a perception that online education is inferior to traditional education. In the U.S. online learning is more developed than in the U.K. This paper provides…
Abstract
There continues to be a perception that online education is inferior to traditional education. In the U.S. online learning is more developed than in the U.K. This paper provides insights into a U.S. provision and takes a close look at what are per ceived as weak nesses of on line learn ing and ar gues that these are not necessarily inherent weaknesses of this form of educational delivery. Then, results of two major studies, undertaken in the U.S. are provided comparing the effectiveness of online education to traditional education as perceived by current MBA students and past graduates. Results of these studies suggest that students of MBA modules and MBA graduates perceive the quality and effectiveness of online education to be similar to, if not higher than, the quality and effectiveness of traditional modules and programmes.
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The purpose of this paper is to propose a conceptual structural equation model to investigate the relationships among self‐directed learning (SDL), organizational learning (OL)…
Abstract
Purpose
The purpose of this paper is to propose a conceptual structural equation model to investigate the relationships among self‐directed learning (SDL), organizational learning (OL), knowledge management capability (KMC) and organizational performance (OP) and to demonstrate the direct and indirect effect of SDL on OP from the perspectives of KMC and OL.
Design/methodology/approach
An empirical study is conducted in 21 technological companies (N=236) in Taiwan and the collected survey data are used to test the relationships among the four dimensions expressed in the proposed structural equation model.
Findings
The results show that SDL has a direct and significant impact on OL and KMC. SDL influences OP indirectly through OL and KMC. In addition, OL and KMC have direct and significant influences on OP.
Research limitations/implications
The source of data collected is Taiwan, hence, the results may not be easily generalized to other areas or countries. However, the findings are valuable for managers' reference, especially for those whose circumstances are similar to those in Taiwan.
Practical implications
The conceptual structural equation model provides useful information for managers to enhance OP through the adoption of appropriate SDL, OL and KMC strategies.
Originality/value
The study demonstrates how SDL indirectly impacts OP and illustrates the paths of influence through either OL or KMC.
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William A. Drago and Richard J. Wagner
It has become evident that students have diverse preferred learning styles and effective instructors must design and deliver courses to meet the needs of those students. This…
Abstract
It has become evident that students have diverse preferred learning styles and effective instructors must design and deliver courses to meet the needs of those students. This study investigates the four physiological learning styles of visual, aural, read‐write and kinesthetic as they apply to online education. Findings suggest that online students are more likely to have stronger visual and read‐write learning styles. Further, read‐write learners and students that were strong across all four learning styles were likely to evaluate course effectiveness lower than other students while aural/readwrite learners and students that were not strong on any learning style were more likely to evaluate course effectiveness higher than other students.
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Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Abstract
Purpose
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
When anyone starts a sentence with the words: “Everyone agrees that … ” the skeptics among us see danger signs and hear alarm bells ring, but when the full sentence is “Everyone agrees that people are an organization's greatest asset” you know you are on pretty safe ground.
Practical implications
Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
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The purpose of this paper is to explore the concept of generational difference and reflect on how this might impact on organisational approaches to graduate development.
Abstract
Purpose
The purpose of this paper is to explore the concept of generational difference and reflect on how this might impact on organisational approaches to graduate development.
Design/methodology/approach
The paper explores the characteristics of Generation Y graduates and the implications of their entry into the workplace for organisations' graduate learning and development programmes, drawing on academic and popular literature and the organisational experience of one major employer of young people.
Findings
This paper presents a profile of Generation Y and suggests that the learning styles and expectations of this group are very different from earlier generations. Using its experiences of employing Generation Y the case study organisation suggests future graduate development schemes need to utilise the latest technology to deliver audio‐visually rich, multi‐tasking challenges which require a collaborative approach, offer instant feedback whilst at the same time recognising that its participants may not see the need for or indeed take responsibility for their own development or its perceived failings.
Research limitations/implications
The paper suggests that further in‐depth research into Generation Y and organisational graduate development schemes is necessary to determine how far such schemes are meeting expectations.
Practical implications
Employers of graduates need to evaluate the effectiveness of their programmes.
Originality/value
The main contribution of this paper is to highlight how employers, and particularly graduate development managers, need to re‐examine their graduate development schemes to ensure they are not only meeting the needs and expectations of the organisation but also the individuals for whom they are designed.
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Abstract
Details
Keywords
This paper reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Abstract
Purpose
This paper reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Middle management in the USA division of a global restaurant chain, and call‐center trainers employed by one of the largest utility companies in the UK might not, on the face of it, appear to have much in common in their day‐to‐day working lives. But they do – lots in fact.
Practical implications
Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.