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    Mediating role of inertia in organizational transformation: E-Learning in higher education

    Sims, Julian and Vidgen, Richard and Powell, Philip (2017) Mediating role of inertia in organizational transformation: E-Learning in higher education. Higher Education Review 50 (1), pp. 35-62. ISSN 0018-1609.

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    Abstract

    E-learning involves the operational or strategic use of information and communication technologies. Strategic use has the potential to transform organisations. This study investigates the conditions under which implementation of e-learning is strategic for higher education institutions (HEIs), how HEIs are changed by adopting e-learning, and the role inertia plays in transformation. A multiple case study is adopted. Findings suggest e-learning enables development of new products and entry to new markets, thus e-learning exploitation may be strategic. Two types of e-learning implementers are identified: Experimental e-learning implementers develop new e-pedagogy, undergo radical change and organisational transformation, exhibiting little evidence of inertia and high enthusiasm for innovation. Alternately, designed e-learning implementers undergo convergent, emergent incremental change, inertia is an important factor. Thus, e-learning can play a transformational role for HEIs; inertia mediates the effects of strategic intent in bringing about organisational transformation.

    Metadata

    Item Type: Article
    School: School of Business, Economics & Informatics > BEI
    Research Centres and Institutes: Data Analytics, Birkbeck Institute for
    Depositing User: Philip Powell
    Date Deposited: 23 Nov 2017 09:48
    Last Modified: 25 Jun 2020 20:20
    URI: https://eprints.bbk.ac.uk/id/eprint/20370

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