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Journal Issue
Volume 12 Issue 4 / Jul 2014  pp313‑410

Editor: Dr Rikke Ørngreen, Dr Karin Tweddell Levinsen

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iSELF: The development of an Internet‑Tool for Self‑Evaluation and Learner Feedback  pp313‑325

Nicolet Theunissen, Hester Stubb

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Improving Virtual Collaborative Learning through Canonical Action Research  pp326‑338

Peter Weber, Christian Lehr, Martin Gersch

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Social media, Collaboration and Social Learning … a Case‑study of Foreign Language Learning  pp339‑352

Margrethe Mondahl, Liana Razmerita

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Pilot Program of Online Learning in Three Small High Schools: Considerations of Learning Styles  pp353‑366

Abigail Garthwait

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Impact of Multi‑media Tutorials in a Computer Science Laboratory Course … An Empirical Study  pp367‑375

Medha Dalal

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Student Online Readiness Assessment Tools: A Systematic Review Approach  pp376‑384

Farid Alem, Michel Plaisent, Prosper Bernard, Okoli Chitu

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ENTEL: A Case Study on Knowledge Networks and the Impact of Web 2.0 Technologies  pp385‑395

Paul Griffiths, Teresita Arenas

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Abstract

Abstract: This study re‑visits an organisation that defined its knowledge‑management strategy in 2008‑9 applying an established strategy‑intellectual capital alignment framework. It addresses questions How has knowledge management evolved at ENTEL, and w hat lessons can be learnt? Does the strategy‑knowledge management alignment framework applied at ENTEL in 2008‑9 still hold today?Ž The enquiry applies qualitative research in the form of a single case study, applying semi‑structured interviews and analy sing the evidence through coding at a phrase level. It arrives at some interesting findings, such as that leadership of communities of practice (COPs) is critical to their success, at least in the early stages of their implementation. Also that the inco rporation of generation Y (GY) into the workforce is changing the culture and openness to sharing knowledge, and thus accelerating the adoption of social networking (SN) tools, but the barriers to full deployment are still embedded in the older genera tion of senior and middle managers. Finally, it also emerges from the study that the paradigm by which organisations needed to choose between people‑driven and technology‑driven networks may no longer be valid: Due to changes in culture, to the need to sp eed up knowledge transfer, to the imperative for innovation and to the advent of low‑cost and low‑complexity SN technologies, organisations can make the most of both.  

 

Keywords: Keywords: e-Learning, Web 2.0, Communities of Practice, Knowledge Management, Intellectual Capital

 

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Impact of Learner's Characteristics and Learning Behaviour on Learning Performance during a Fully Online Course  pp396‑410

Minoru Nakayama, Kouichi Mutsuura, Hiroh Yamamoto

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