The Politics of e-Learning

2015 ◽  
Vol 6 (2) ◽  
pp. 30-42
Author(s):  
Celia Romm Livermore ◽  
Mahesh Raisinghani ◽  
Pierluigi Rippa
Keyword(s):  
Political Behavior ◽  
Two Dimensions ◽  
The Political ◽  
Political Strategy ◽  
Political Strategies ◽  
Different Types ◽  
E Learning

The goal of this research is to study the political strategies utilized in the context of e-Learning. The paper is based on the e-Learning Political Strategies (ELPoS) model. The model is based on two dimensions: (1) the direction of the political strategy (upward or downward), and (2) the scope of the political strategy (individual or group based). The model assumes that the interaction between these dimensions defines four different types of e-Learning political strategies, which, in turn, lead to different outcomes. The model is discussed in the context of the literature on e-Learning and is accompanied with a case study that is divided into four parts (“acts”). Each of the four acts provides an example of each of the four strategies in the model. The discussion and conclusions section integrates the findings from the case study, outlines the rules that govern the utilization of political behavior in the context of e-Learning, and lists the practical conclusions that can be drawn from a better understating of the politics of e-Learning.

The Politics of E-Learning

2018 ◽  
pp. 109-127
Author(s):  
Mahesh S. Raisinghani ◽  
Celia Romm Livermore ◽  
Pierluigi Rippa
Keyword(s):  
Case Studies ◽  
Learning Strategies ◽  
Two Dimensions ◽  
The Political ◽  
Political Strategy ◽  
Political Strategies ◽  
Organizational Contexts ◽  
Different Types ◽  
E Learning

The goal of this chapter was to study the political strategies utilized in the context of e-learning. The research is based on the e-learning political strategies (ELPoS) model. The model is based on two dimensions: (1) the direction of the political strategy (upward or downward) and (2) the scope of the political strategy (individual or group based). The model assumes that the interaction between these dimensions will define four different types of e-learning political strategies, which, in turn, will lead to different outcomes. The model is presented in the context of the literature on e-learning and is accompanied with four short case studies that demonstrate its political strategies. The discussion and conclusions section integrates the findings from the case studies and outlines the rules that govern the utilization of political e-learning strategies in different organizational contexts.

eLearning as a Political Arena

2014 ◽  
pp. 317-330 ◽  
Author(s):  
Celia Romm Livermore ◽  
Mahesh Raisinghani ◽  
Pierluigi Rippa
Keyword(s):  
Case Studies ◽  
Learning Strategies ◽  
Two Dimensions ◽  
The Political ◽  
Political Strategy ◽  
Political Strategies ◽  
Political Arena ◽  
Organizational Contexts ◽  
Different Types ◽  
E Learning

The goal of this chapter is to study the political strategies utilized in the context of E-Learning. The research is based on the E-Learning Political Strategies (ELPoS) model. The model is based on two dimensions: (1) the direction of the political strategy (upward or downward) and (2) the scope of the political strategy (individual or group-based). The model assumes that the interaction between these dimensions will define four different types of E-Learning political strategies, which, in turn, will lead to different outcomes. The model is presented in the context of the literature on E-Learning and is accompanied with four short case studies that demonstrate its components. The discussion and conclusions section integrates the findings from the case studies and outlines the rules that govern the utilization of political E-Learning strategies in different organizational contexts, including the application of the model across cultures.

eLearning Political Strategies

2017 ◽  
pp. 289-303
Author(s):  
Celia Romm-Livermore ◽  
Mahesh S. Raisinghani ◽  
Pierluigi Rippa
Keyword(s):  
Two Dimensions ◽  
The Political ◽  
Political Strategy ◽  
Political Strategies ◽  
Starting Point ◽  
Political Outcomes ◽  
Different Types ◽  
Practical Implications

The starting point for this paper is the eLearning Political Strategies (ELPoS) model. The model is based on two dimensions: 1) the direction of the political strategy (upward or downward), and 2) the scope of the political strategy (individual or group based). The interaction between the above dimensions defines four different types of eLearning political strategies, which result in different political outcomes. The model is accompanied with one case study that is divided into four parts (“acts”). Each of the acts provides an example of one of the four strategies in the model. The discussion and conclusions sections integrate the findings from the case study, outline the rules that govern the application of political strategies in the context of eLearning, and list some of the theoretical and practical implications from a better understating of the politics of eLearning.

The Politics of E-Learning

2014 ◽  
Vol 5 (2) ◽  
pp. 53-67 ◽  
Author(s):  
Celia Romm Livermore ◽  
Mahesh Raisinghani ◽  
Pierluigi Rippa
Keyword(s):  
Case Studies ◽  
Learning Strategies ◽  
Two Dimensions ◽  
The Political ◽  
Political Strategy ◽  
Political Strategies ◽  
Organizational Contexts ◽  
Different Types ◽  
E Learning

The goal of this research was to study the political strategies utilized in the context of E-Learning. The research is based on the E-Learning Political Strategies (ELPoS) model. The model is based on two dimensions: (1) the direction of the political strategy (upward or downward) and (2) the scope of the political strategy (individual or group based). The model assumes that the interaction between these dimensions will define four different types of E-Learning political strategies, which, in turn, will lead to different outcomes. The model is presented in the context of the literature on E-Learning and is accompanied with four short case studies that demonstrate its political strategies. The discussion and conclusions section integrates the findings from the case studies and outlines the rules that govern the utilization of political E-Learning strategies in different organizational contexts.

Political Strategies of subsidiaries of multinational Enterprises

2020 ◽  
pp. 311-337
Author(s):  
Maria A. De Villa
Keyword(s):  
Host Country ◽  
Multinational Enterprises ◽  
Future Research ◽  
The Political ◽  
Political Strategy ◽  
Political Strategies ◽  
Different Types ◽  
And Performance ◽  
Corporate Political Strategy ◽  
Choice Approach

This chapter analyzes the political strategies of subsidiaries of multinational enterprises (MNEs). In doing so, I review the literature at the crossroads of corporate political strategy and international business (IB) strategy and identify four relevant themes. First, the types of political strategies deployed by subsidiaries dichotomize into engaged and non-engaged; and into legal and illegal. Second, the responses of subsidiaries to host political contexts, involve exercising voice, exit, or loyalty through different types of political strategies. Third, the determinants that explain the choice, approach (transactional or relational), level of participation (individual or collective), intensity, or dissimilarity of the political strategies of subsidiaries, can be clustered into five levels of analysis: home country, host country, multinational, subsidiary, and managerial. Fourth, the main outcomes of subsidiary political strategies are legitimacy in the host country and performance. The chapter concludes with promising opportunities for future research on political strategies from a subsidiary perspective, a growing area of study in IB strategy.

Towards a Political Theory of eLearning

2017 ◽  
pp. 107-122
Author(s):  
Celia Romm-Livermore ◽  
Pierluigi Rippa ◽  
Mahesh S. Raisinghani
Keyword(s):  
Political Theory ◽  
Case Studies ◽  
Two Dimensions ◽  
The Political ◽  
Political Strategy ◽  
Political Strategies ◽  
Starting Point ◽  
Political Outcomes

This study focuses on the political strategies that are utilized in the context of eLearning. The starting point for this paper is the eLearning Political Strategies (ELPoS) model. The model is based on two dimensions: 1) the direction of the political strategy (upward or downward), and 2) the scope of the political strategy (individual or group based). The interaction between the above dimensions defines four types of eLearning political strategies, which result in different political outcomes. The presentation of the model is followed by four mini case studies that demonstrate the political strategies that the model outlines. The discussion and conclusion sections integrate the findings from the case studies and elaborate on the rules that govern the application of political strategies in different eLearning contexts.

Populism as a Political Strategy: An Approach’s Enduring — and Increasing — Advantages

2021 ◽  
pp. 003232172110026
Author(s):  
Kurt Weyland
Keyword(s):  
The Political ◽  
Political Strategy ◽  
Political Strategies ◽  
Chief Executives ◽  
Strategic Approach ◽  
Urgent Task ◽  
The World

Responding to Rueda’s questions, this essay explains the political-strategic approach (PSA) to populism and highlights its analytical strengths, which have become even more important with the emergence of populist governments across the world. PSA identifies populism’s core by emphasizing the central role of personalistic leaders who tend to operate in opportunistic ways, rather than consistently pursuing programmatic or ideological orientations. PSA is especially useful nowadays, when scholars’ most urgent task is to elucidate the political strategies of populist chief executives and their problematic repercussions, especially populism’s threat to democracy.

The O’Connellite Persuasion

2020 ◽  
pp. 17-36
Author(s):  
Patrick Geoghegan
Keyword(s):  
Nineteenth Century ◽  
Civil Rights ◽  
Political Rhetoric ◽  
The Political ◽  
Political Leader ◽  
Political Strategy ◽  
Political Strategies ◽  
Political Language ◽  
Daniel O'connell ◽  
Political Realities

This essay explores how the political language of the nineteenth-century Irish political leader Daniel O’Connell did not present a consistent doctrine, or a finely articulated programme, but a persuasion. O’Connell’s political strategy was to present a broad judgement of political affairs informed by common sentiments and beliefs about what was happening in Ireland. In doing so, he developed his own political rhetoric and articulated a language that inspired the downtrodden Catholics to follow him and agitate for their civil rights. The language remained consistent even as the political strategies switched and changed, and rolled and adapted to suit changing political realities. By casting himself as the people’s tribune, O’Connell made himself the champion of the oppressed, but it also ensured that his legacy was hotly contested.

A Tale of Two Cultures

2013 ◽  
Vol 4 (2) ◽  
pp. 48-60
Author(s):  
Celia Romm Livermore ◽  
Pierluigi Rippa
Keyword(s):  
Political Behavior ◽  
Chief Information Officer ◽  
Cultural Dimensions ◽  
The Political ◽  
Political Strategies ◽  
Political Aspect ◽  
Two Cultures ◽  
Culture Model ◽  
The Us ◽  
The Two Cultures

A review of the literature on the role of the Chief Information Officer (CIO) reveals the importance of the political aspect of this role. Building on the Political Strategies Framework (Romm & Rippa, 2010), this study investigates the utilization of political strategies across two cultures, the US and India. The findings show crucial differences between CIO’s political behavior in the two cultures that are in line with the Hofstede (1980) culture model. The paper concludes with a discussion of the differences between CIO political behavior in the two cultures and how the Hofstde cultural dimensions can explain these differences.

Enacting Site-Based Management: A Political Utilities Analysis

1994 ◽  
Vol 16 (3) ◽  
pp. 249-267 ◽  
Author(s):  
Betty Malen
Keyword(s):  
School Performance ◽  
Study Data ◽  
The Political ◽  
Political Strategy ◽  
Site Based Management ◽  
Case Study Data

This article applies Hans Weiler's conception of the “political utilities” of decentralization to case study data on a school district's decision to enact site-based management. The article argues that site-based management may have considerable political utility in crisis contexts. Quite apart from its ability to improve school performance, it may bolster the district's ability to manage conflict and maintain legitimacy. These dual utilities may be more multifaceted than the orienting perspective posits and may be encumbered by dual liabilities that make this prominent reform a precarious as well as a potent political strategy.

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