The cross-cultural transfer of educational technology: A myth

This paper argues that technologies can never be transferred from one culture to another. The implementation by Costa Rica of the Open University system of technologies developed in England is used as a case in point. The paper focuses on the non-applicability of using the term “transfer” with its attendant connotations, to signify the implementation of similar technologies in different cultures; differentiates between system specific and culture specific problems in the process of this implementation: and discusses the interaction of three cultures in the process of “transferring” a system of technologies from one of these cultures to another. The Open University system of technologies is described as it exists in England and the system specific problems of these technologies are delimited. The system of technologies is then “transferred” to Costa Rica and the culture specific problems discussed as seen by two evaluators from yet a third culture (the United States). The expectations of individuals from all three cultures (English, Costa Rican and U.S.) are raised in tight of these culture specific problems.     

A strategic approach to developing e-learning capability for healthcare

Objectives: This article examines a strategic approach to developing e‐learning capability to enhance learning opportunities for the workforce of a healthcare organization. Emphasis is given to the procurement of a bespoke Managed Learning Environment (MLE). Strategic organizational issues impacting on future e‐learning developments are considered. Methods: The 2‐year implementation plan was evaluated through a two phase external research project. The first phase focused on the effectiveness of a training programme designed to build capacity for e‐learning within the Northern area and also included a virtual learning environment usability study which informed the MLE specification. The second phase evaluation is ongoing during 2005 and interim findings are presented. Results: The MLE has been piloted and on‐line learning packages have been acquired. There has been a phased take‐up of e‐learning opportunities and e‐tutor training. Some virtual Communities of Practice have been established. Key organizational issues have been identified and ongoing findings are informing strategic planning. Conclusions: The healthcare MLE is offering enhanced learning opportunities and assisting area healthcare providers in training their dispersed workforces. Blended learning strategies are most successful. The need for protected time for e‐learning is a key issue, financial savings are available. Progress has been slowed by identified organizational constraints—the MLE's benefits are widely recognized.