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Management of Comprehensive M-learning Business

作　者: Alireza Nasiri
导　师: 邓贵仕
学　校: 大连理工大学
专　业: 管理科学与工程
关键词: learning business market management question revenue model organizational information institutional institutions mobile their offering globalization demand environment sustain develop transaction
分类号: F272
类　型: 博士论文
年　份: 2010年
下　载: 160次
引　用: 0次
阅　读: 论文下载

内容摘要

In 2001, when the m-learning project commenced, few people knew about the concept of mobile learning or, indeed, could envisage the potential of mobile devices for learning.There are estimated to be 3.5 billion mobile phones in the world today. This is more than three times the number of personal computers (PCs).M-learning has the potential to improve efficiency in the education sector and expand educational opportunities to underserved communities in remote areas.Mobile learning, or m-learning, is a personal, inconspicuous, spontaneous, "anytime, anywhere" way to learn and to access educational tools and material that enlarges access to education for all. It reinforces learners’sense of ownership of the learning experience, offering them flexibility in how, when and where they learn. In developing countries, mobile technologies potentially deliver education without dependence on an extensive traditional communications infrastructure, leapfrogging some of the intervening development phases encountered in developed countries such as installing extensive electricity power grids, and building multiple computer rooms in educational institutions.Although m-learning experience remains limited, it is becoming a credible, cost-effective component of blended open and distance learning (ODL) provisions, adaptable to an institution’s needs and situation.While the benefits of m-learning are growing, there remains a need for better understanding of the impact and role of ICT-enabled education. It is necessary to build awareness among national and local government policymakers and rural communities in order to comprehend the benefits that m-learning can provide and, most importantly, address the inequality in access to education and to ICT.The current business climate for Mobile Learning products and services could hardly be more favorable. The market is growing at a five-year compound annual growth rate (CAGR) of 27.3% and will reach (?) 1.5 billion by 2011 in US.There is a very large user demographic in place; there are a growing number of sophisticated handheld multimedia devices on the market; operating systems and applications have become quite powerful in terms of functionality and features; innovative user interfaces are now available that mitigate the challenges of the small form factor. These trends create strong growth conditions for Mobile Learning suppliers. It is a "perfect storm" driving the adoption of Mobile Learning.This research works on the managerial issues of m-learning in both environmental and in-house concerns. Environmental issues address to the business and in-house issues address to the organization.In this thesis after having defined what a business model is in this dissertation, it is of course of interest to define what belongs into the m-learning business model. This can be equated with the quest of defining a generic business model with all its elements and relationships.The thesis further argues the external factors of m-learning environment (technology, market and regulation) in order to understanding and developing the m-learning business and the ways these factors influence the business model of m-learning as well.In addition business and management nowadays are significant issues in the m-learning centers. The competition in m-learning reflects the wider agendas of current practice of m-learning issues such as:organization, structure, institutional features even culture and jobs of m-learning institutions. What the appropriate in-house organizational characteristics are to support m-learning service and the m-learning business for m-learning providers has been answered in this research too, which is considered a key to keep m-learning developed and position to succeed in m-learning business. Reported in chapter four is an analysis of a study of an organizational alignment and coordination for m-learning centers by illustration of features, tasks and jobs for m-learning service which are necessary for organizational coordination to support business in m-learning institution.

全文目录

SUMMARY  5-7
ACKNOWLEDEMENT  7-8
Table of Contents  8-14
CHAPTER 1:INTRODCTION AND MOTIVATION  14-47
  1.1 INTRODUCTION  14-18
  1.2 BACKGROUND  18-32
    1.2.1. Distance learning  19-20
    1.2.2. E-Learning  20
    1.2.3. M-Learning  20-23
    1.2.4. Why M-Learning is Thriving?  23-24
    1.2.5. Current State of Mobile Technologies  24-25
    1.2.6. Technical Requirements  25-26
    1.2.7. Pedagogical Considerations  26-27
    1.2.8. Business considerations  27-28
    1.2.9. Challenges  28
    1.2.10. Management and Institutional Issues  28-32
  1.3. MOTIVATION  32-33
  1.4. SIGNIFICANCE  33-34
  1.5. OBJETIVES  34-36
  1.6. RESEARCH PROBLEMS  36-37
  1.7. RESEARCH QUESTIONS  37
  1.8. METHODOLOGY  37-45
    1.8.1 Method Mix Applied to the Design Science Framework  39-43
    1.8.2. Detail of Method for Organizational Research Questions  43
    1.8.3. The Detail of Method for Business Research Question  43-44
    1.8.4. Case study  44-45
  1.9. OUTLINE OF THE THESIS  45-47
CHAPTER 2:LITERATURE REVIEW  47-81
  2.1. TECHNOLOGICAL ENVIRONMENT  47-50
  2.2. SOCI-ECONOMIC ENVIRONMENT  50-51
  2.3. MANAGEMENT PROCESSES  51-55
    2.3.1 Educational Management  52-55
    2.3.2 Technology Based Learning Management  55
  2.4. DECENTERALIZED ORGANIZATION  55-56
  2.5. ORGANIZATIONAL FEATURES  56-57
  2.6. ORGANIZATIONAL STRUCTURES  57-64
    2.6.1. Goal-Oriented Organizational Structure  60-61
    2.6.2. Consultant Team Model  61-62
    2.6.3. Matrix Model  62-63
    2.6.4. Virtual Model  63-64
  2.7. M-LEARNING BUSINESS MODEL REVIEW  64-66
  2.8. BUSINESS MODEL FRAMEWORKS  66-71
    2.8.1. Business Model Definitions  66-68
    2.8.2. Business Model Taxonomies  68-71
  2.9. BUSINESS MODEL COMPONENTS  71-74
    2.9.1. Actor and Network Centric Business Model Frameworks  72-74
  2.10. BUSINESS MODELS AND CHANGES  74-76
    2.10.1. Technology,Complexity and Uncertainty  74-75
    2.10.2. Technological Change,and New Business Models  75
    2.10.3 Uncertainty  75-76
  2.11. BUSINESS MODEL'S PLACE IN THE INISTITUE  76-81
    2.11.1. Business Organization and Business Models  77-78
    2.11.2. ICT and Business Models  78
    2.11.3. Internet Business Models  78-81
CHAPTER 3:BUSINESS ENVIRONMENT  81-123
  SUMMARY  82
  3.1. INTRUDUCTION  82-85
  3.2. REVIEW ON APPROACHES  85-94
    3.2.1. Definition of a 'Business model'  85-87
    3.2.2. Approaches about Business Models  87-92
    3.2.3. Business Model on Technology Based Learning  92
    3.2.4. Theoretical Underpinnings of Business Models  92-94
  3.3. MODEL DEVELOPMENT  94-117
    3.3.1. Basic Business Elements  95-97
    3.3.2. M-Learning Business Players  97-105
    3.3.3. Environmental Drivers  105-117
  3.4. APPLYING THE FRAMEWORK  117-121
    3.4.1. Nokia Mobile English Learning Case  117-121
  3.5. CONCLUSION  121-123
CHAPTER 4:ORGANIZATIONAL ALIGNMENT  123-144
  SUMMARY  123-124
  4.1. INTRODUCTION  124-126
  4.2. RIVIEW ON ORGANIZATION  126-127
  4.3. ORGANIZATIONAL PLANING  127-143
    4.3.1. Organizational Characters of M-Learning Centers  127-128
    4.3.2. Organizational Tasks to Support M-Learning and its Business  128-131
    4.3.3. Classification of Tasks  131-134
    4.3.4. The Significance of Duties  134-136
    4.3.5. Required Jobs(Roles)  136-138
    4.3.6. Organizational Alignment  138-143
  4.4. ConCIUSion  143-144
CHAPTER 5:CONCLUSION  144-183
  5.1. INTRODUCTION  144-145
  5.2. CONTRIBUTIONS OF THE RESEARCH  145-146
  5.3. INNOVATIONS  146-148
    5.3.1. Flexible Business Model  146-147
    5.3.2. Coordination for Business Support  147-148
  5.4. LIMITATION OF THIS RESEARCH  148
  5.5. RECOMMENDATIONS FOR FUTURE RESEARCH  148-149
  5.6 CONCLUSION  149-150
  5.7. SOURCES  150-153
    5.7.1. Primary Research Institutions  151-152
    5.7.2. Primary Journals  152
    5.7.3. Key Conferences  152-153
  5.8. GLOSSARY  153-163
  5.9. REFERENCES  163-183
APPENDIX I  183-185
APPENDIX II  185-187
PUBLICATIONS  187-188
参加的科研项目(partieipatedproject)  188-190
RESUME  190-191

Management of Comprehensive M-learning Business

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