SavedAdd your journal

Journals / Turkish Online Journal of Distance Education / 2006 / Cilt: 7 - Sayı: 3

Balancing Top-Down, Bottom-Up, and Peer-to-Peer Approaches to Sustaining Distance Training

Gertrude DUDINK
Zane BERGE
Pages
144–153
Publication Date
2006-09-01
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

A properly balanced approach could lead to new levels of communication and understanding in a learning organization and to distance training being sustained as a business process.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:Many distance training case studies identify distance training leadership as bottom-up, whereas much of the literature suggests a need for strategic, top-down approaches.
📊
Key Findings & Data:With change management as an overarching framework, approaches to sustaining distance training that originate at different levels of the organization are explored.
💡
Conclusion & Impact:A properly balanced approach could lead to new levels of communication and understanding in a learning organization and to distance training being sustained as a business process.
🔬Design:Research Article
📍Scope:Comprehensive Sample
⚙️Variables:Distance Training · Bottom-Up · and Peer-to-Peer Approaches.

Abstract

Many distance training case studies identify distance training leadership as bottom-up, whereas much of the literature suggests a need for strategic, top-down approaches. With change management as an overarching framework, approaches to sustaining distance training that originate at different levels of the organization are explored. Special attention is paid to the content of the change messages involved, guided by Rogers’ five attributes of innovations. Research of change management and distance training literature suggests a combination of approaches that should fit the organizational culture as well as correctly address genuine concerns at the various organizational levels. A properly balanced approach could lead to new levels of communication and understanding in a learning organization and to distance training being sustained as a business process.

🔖

Cite This Article

DUDINK, G., BERGE, Z. (2006). Balancing Top-Down, Bottom-Up, and Peer-to-Peer Approaches to Sustaining Distance Training. Turkish Online Journal of Distance Education, Cilt: 7 - Sayı: 3, 144–153. https://ajindex.com/articles/140655

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (10)

  1. BARRON, T. (2000, December). Getting IT support for elearning. Training & Development, 37. BATES, A. W. (2000). Managing technological change: Strategies for college and university leaders. San Francisco: Jossey-Bass. BERGE, Z. L. (Ed.). (2001). Sustaining distance training: Integrating learning technologies into the fabric of the enterprise. San Francisco: Jossey-Bass. BERGE, Z.L., Bichy, C., Grayson, C., Johnson, A., Macadoff, S., & Nee, K. (2005). Where does work end and home life begin? In P. Rogers, C. Howard, J. Boettcher, L. Justice, K. Schenk, & G. Berg (Eds.). Encyclopedia of Distance Learning. Hershey, PA USA: Idea Group, Inc. pp: 2043.
  2. BERGE, Z. L., & Kearsley, G. (2003, November-December). The sustainability of distance training: Follow-up to case studies. The Technology Source. Last accessed July 23, 2005, at http://www.wisc.edu/depd/html/TSarticles/Sustainability.htm.
  3. Clark, R., & Kwinn, A. (2005, June). Aligning training to business results. T+D, 34-39. CONÉ, J. (2000, June). How Dell does it. Training & Development, 58-70.
  4. ELLSWORTH, J. B., & Iorizzo, L. J. Jr. (2001). Distance training at the U.S. Army Intelligence Center. In Z. L. Berge (Ed.), Sustaining distance training: Integrating learning technologies into the fabric of the enterprise. San Francisco, CA: Jossey-Bass. (pp. 31-47).
  5. KRAMLINGER, T. (1998, April). How to deliver a change message. Training & Development, 47. LEWIS, N. J., & Orton, P. (2000, June). The five attributes of innovative elearning. Training & Development, 47-51.
  6. MACKENZIE-ROBB, L. (2004). E-learning and change management–the challenge. Retrieved June 28, 2005, http://www.vantaggio-learn.com/Vantaggio_CM.htm.
  7. MAURER, R. (2001). http://www.refresher.com/ resistancematters.html. Why resistance matters. Retrieved July 1, 2005, from MEISTER, J. C. (2000, June). The CEO-driven learning culture. Training & Development, 52 MILLER, N. A. S. (1992, November). Toward a common vision: The change process in practice. Educational Technology, 58-62.
  8. NICKOLS, F. (2004). Change management 101: A primer. Retrieved June 19, 2005, from http://home.att.net/%7Enickols/change.htm.
  9. ROGERS, E. M. (2003). Diffusion of innovations [5th ed.]. New York: Free Press.
  10. ROSENBERG, M. J. (2001). E-Learning: Strategies for delivering knowledge in the digital age. New-York: McGraw-Hill. SCHNEIDER, W. E. (2002). Why good management ideas fail – the neglected power of organizational culture http://www.refresher.com/ neglected. Retrieved July 1, 2005.