Please use this identifier to cite or link to this item: http://hdl.handle.net/2381/9855
Title: Managing differences in stakeholder relationships and organizational cultures in e-learning development: lessons from the UK eUniversity experience
Authors: Conole, Gráinne
Carusi, Annamaria
de Laat, Maarten
Wilcox, Pauline
Darby, Jonathan
First Published: 2006
Publisher: Routledge (Taylor & Francis)
Citation: Studies in Continuing Education, 2006, 28(2), pp. 135–150.
Abstract: In 2000 the UK Government launched a major new initiative, the UK eUniversity (UKeU), to capitalize on the potential of e-learning. With over £60 million of investment the UKeU was created to act as a broker between existing universities in terms of marketing online degrees from British universities. The UKeU represented the most important foray into e-learning yet undertaken in the UK and was also certainly one of the most significant internationally. As Conole et al. quoted: At its launch the then secretary of state proudly announced that: ‘. . . it is clear that virtual learning is an industry which is striding forward all around us . . .’ (Blunkett, 2000). When it collapsed only five years later, Sheerman suggested the investment had been ‘. . . a disgraceful waste of public money . . .’ (Sheerman, 2005). Its early demise sounds a warning note to all of us involved in e-learning. It is important that we learn from this experience so as not to replicate its mistakes, but also not to allow its failure on some levels to drown out the enormous potential and good practice which it instituted on other levels.
DOI Link: 10.1080/01580370600751054
ISSN: 0158-037X
eISSN: 1470-126X
Links: http://www.tandf.co.uk/journals/titles/0158037X.asp
http://hdl.handle.net/2381/9855
Type: Article
Rights: © 2006 Taylor & Francis
Description: No full text available from the Leicester Research Archive (LRA)
Appears in Collections:Published Articles, Beyond Distance Research Alliance

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