What makes e-learning work?

Kieren Jamieson, Sukanlaya Sawang, Cameron J. Newton

Research output: Chapter in Book/Report/Conference proceedingOther chapter contribution

Abstract

This chapter examines lessons learnt from a study of the use of e-learning within the rail sector in Australia and explores factors that inhibit or advance its organisational effectiveness. We examine the social, organisational and technical influences on the way employees perceive and use e-learning. By examining these issues, we aim to demonstrate that successful organisational adoption of e-learning is influenced by factors beyond the systems themselves and requires a more holistic understanding of the target workforce and the suitability of the e-learning tasks. Without a clear understanding of these relationships, organisations run the real risk of investing heavily in e-learning without receiving benefits or, worse still, impacting negatively on their ability to deliver training.
Original languageEnglish
Title of host publicationWorkforce Development
Subtitle of host publicationStrategies and Practices
EditorsTom Short, Roger Harris
Place of PublicationSingapore
PublisherSpringer
Pages171-184
Number of pages14
ISBN (Electronic)978-981-287-068-1
ISBN (Print)978-981-287-067-4
DOIs
Publication statusPublished - 2014

Keywords

  • e-Learning
  • Rail sector
  • Organisational effectiveness

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  • Cite this

    Jamieson, K., Sawang, S., & Newton, C. J. (2014). What makes e-learning work? In T. Short, & R. Harris (Eds.), Workforce Development: Strategies and Practices (pp. 171-184). Singapore: Springer. https://doi.org/10.1007/978-981-287-068-1_11