Four Visions of Technology-Supported Learning:

Examples, Lessons, and Challenges for Business Faculty

Bradley C. WheelerAssociate Professor of IS

Indiana Universitybwheeler@indiana.edu

http://wheeler.kelley.indiana.edu

Pressing Questions…

How does TSL add real value for learners, faculty, and institutions?

I did a course website… now what?

How should business schools proceed in both strategy and practice?

The TSL Puzzle for Faculty

Vision….why TSL?Proof of concept, early adoptersSkillful application for coursesTechnology (software) choicesFaculty developmentSustainability?Can I reach retirement age first?

Founding Assumptions

Our clients are ‘wired from birth’They are discerning clients with

access to a world of resourcesWired learning environments are

pervasive

Faculty have never been more critical!

\_/\_/

Effective Course Designs

Self-Paced?25%

In Class?60%

Asynch?15%

About the Technologies

Hand-crafted websitesBook publishers’ sitesCourse Containers:

Off-the-shelf software (e.g., TopClass, LearningSpace)

Custom software by universitiesApplication service providers (e.g.,

Blackboard.com)

Course Container Features

Repository for course documentsPolicies, syllabusResources, assignments

Collaboration capabilityThreaded-discussionSynchronous chat

Assessment capabilityRosters, Gradebooks, Profiles, etc.

4 Visions for Technology

Vision to AutomateVision to Informate DownVision to Informate UpVision to Transform

Real Course Examples from Each VisionImplemented in MBA/Exec Ed Programs

(Zuboff, 1984; Leidner & Jarvenppa, 1995)

My MBA Teaching Team

The efforts of these faculty have made this work possible.

Vision to Automate

Judicious use can make sense

Example: IS On-Line Competency Exam

Many course designs can benefit from a self-paced, self-assessment component

Vision to Informate Down

Pedagogy based on transmission of knowledge

“Course Containers”Web sites with slides, lecture notes,

exercises, etc.Example: Oak/Elm Class ForumExample: Exec Education & LearningSpace

Vision to Informate Up

Instructor can see into the minds of students and tailor instruction

Example: Pre-class On-line Voting for Cases

Example: Integrated Consulting Project

Vision to Transform

Fundamentally alter the rules that have defined knowledge construction for learners

Pedagogical focus is Cooperative, Collaborative, Constructive

Example: Joint Electronic Commerce Course IU with Helsinki School of Econ

Example: Cooperative Learning

Transforming Faculty Planning

Creating an electronic market for teaching topics, scheduling, planning

Organizational Memory across years Integrated syllabus production is a by-

product of a rationalized planning process

Example: MBA Core Planning System (CORPSe)

Transforming Doctoral Ed

Inter-institutional Indiana – U. TexasTightly-coupled joint doctoral

seminarVideoconferenced classroomsNotes/Browsers

Weekly ReportsArticle Summary Repository

Transforming Exec. Education

Creating inter-organizational electronic linkages between companies and b-schools

Providing on-line process structuring for strategic planning

Providing (near) real-time faculty guidance for Virtual Teams Example: Virtual Strategic Planning Tool Example: Course Containers - LearningSpace

Cultivating Self-Learning

Course is a consulting practiceClear, measurable mission statementStudents select topics for developing

deep competenciesCourse repository grows as

knowledge-base accessible to allExample: e-commerce course 1996,

2001

Challenges… Questions?

Time, Time, and Time!?!Personal technical skills?Heterogeneous technologies THEY keep changing the course

technologies at my school! Increases course operational

complexity

Pressing Questions…

How does TSL add real value for learners, faculty, and institutions?

I did a course website… now what?

How should universities proceed in both strategy and practice?

Strategy for the Network Era?

Choosing target markets Leverage the brand and existing capabilities Co-branding via educational consortia Build electronic relationships w/customers,

partners Recognizing TSL as an org. change initiative

Create capacity for innovation Establish a technology strategy Plan to access economies of scale in knowledge,

faculty skills, technology

The Tough Issues...

Steering faculty involvementIncenting the hard work of TSL startupDirecting that energy towards school

initiativesScaling successes across programs

Funding and steering a technology planStable, reliable, familiarDynamic, adaptive, innovative

How to Start? Scale Up?

Consider Which Vision(s) is(are) the Objective

Choose Enabling TechnologiesMake -- design, code, maintain yourselfBuy -- adapt to tools’ features/quirks

ImplementTrain, educate, reinforce, support

Implementation Strategies

Top Down - Planned GrowthSlowerHard work to Engage Faculty

Bottom Up - Organic GrowthMessyBuild from Success to Success

Further Reading

Leidner, D. E. & Jarvenpaa, S. L. (1995). The Use of Information Technology to Enhance Management School Education: A Theoretical View. MIS Quarterly, 19(3), 265-291.

Wheeler, B. C. (Winter, 1998). The State of Business Education: Preparing for the Past? Selections¸ (Journal of the Graduate Management Admissions Council).

Four Visions of Technology-Supported Learning:

Examples, Lessons, and Challenges for Business Faculty

Bradley C. WheelerAssociate Professor of IS

Indiana Universitybwheeler@indiana.edu

http://wheeler.kelley.indiana.edu