| At a recent gathering of 150 deans of MBA
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| | to reach short-term revenue objectives,
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| schools and directors of MBA programs, I
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| | as represented by Cisco System's
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| was on a panel discussing how MBA
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| | e-learning courseware demos.
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| programs can better serve working adult
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| | Newly emerging for-profit online
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| students by moving their programs online.
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| | universities, such as Walden University.
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| One of the panelists, the president of a
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| | As mentioned earlier, the difference
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| for-profit online university, referred to
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| | between training and education has been
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| faculty members as "content providers." A
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| | blurred by the convergence of corporate
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| professor on the panel angrily responded,
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| | and university interests in using the
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| "I am not a content provider. I am an
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| | Internet to facilitate learning.
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| educator! I have been in education for 20
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| | Businesses have always been interested in
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| years. And proprietary for-profit online
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| | application, seeing education as a means
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| universities pretend to be education
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| | to deliver their service or product, not
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| institutions, but whether you actually
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| | as an end in itself. Yet with the advent
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| provide real learning is very much in
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| | of new technologies and the so-called
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| question."
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| | knowledge economy, knowledge itself is
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| The online university president
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| | becoming a differential advantage for
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| responded, "You are defining 'real
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| | business. While continuing their emphasis
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| learning' as something that can only
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| | on skills, businesses also want employees
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| happen in the traditional classroom.
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| | to build shared knowledge about their
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| Employees now demand just-in-time
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| | work that can be transferred elsewhere in
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| learning that speaks to their context on
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| | the company as best practices. Meanwhile,
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| the job, which traditional universities
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| | colleges and universities are losing
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| are not providing."
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| | income to online education delivery
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| This exchange sums up the gulf between
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| | firms, which bring skills and knowledge
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| traditional universities and newer online
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| | to the workplace—and to the working
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| education providers. This gulf is marked
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| | adult—in a way that lets employees gain
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| by fundamental differences in philosophy
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| | education without leaving the job or
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| over the value and purpose of education
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| | disrupting their lives. Conditions change
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| and the way education should be
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| | so quickly that colleges and universities
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| conducted. But this squabbling leaves
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| | are hard pressed to keep up with the
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| corporations cold. A corporate recruiter,
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| | changing knowledge. However, leading-edge
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| also on the panel, added that
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| | universities such as Duke are responding
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| corporations have a neutral attitude
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| | by reshaping their executive education
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| towards traditional university programs
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| | departments to better focus on the
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| and the new online programs. What
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| | evolving needs of corporations. Although
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| corporations care about is high-quality
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| | Duke is radical in creating a for-profit
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| education, scaleable globally (i.e., can
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| | subsidiary (Duke Corporate Education), it
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| be duplicated and extended easily through
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| | points the way to how a university can
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| the Internet), that leads to practical
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| | address corporate educational needs.
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| on-the-job application. To him,
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| | According to recent Corporate University
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| universities are too curriculum-bound and
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| | Xchange research, corporate universities
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| not customized, but online programs are
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| | have on average a $15 million budget, 90
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| too superficial in their content and
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| | full-time employees, and 4,000 students
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| process. He asked, "Can't universities
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| | (Corporate University Xchange, 2000).
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| and online providers work together?"
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| | They also train thousands of adults
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| As the research director of Corporate
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| | across the globe to meet immediate
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| University Xchange, I find myself
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| | short-term business objectives.
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| agreeing with the corporate recruiter.
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| | Corporations are therefore driving the
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| For-profit online education firms and
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| | growth of e-learning delivery. They plan
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| traditional universities engage in turf
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| | to double their rate of spending on
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| wars that do little to help today's
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| | e-learning providers in the next two
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| students—and tomorrow's employees.
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| | years while holding traditional
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| Cooperation, not competition, between the
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| | university spending constant. Providing
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| two would satisfy the needs of both.
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| | the money and the need is what funds the
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| Defining the New Space of Learning
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| | development of adult e-learning, but
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| The advent of the Internet as a means of
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| | short-term profit emphasis can lead to
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| delivering and facilitating learning is
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| | narrow learning solutions that are not
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| blurring the line between traditional
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| | broadly applicable, do not yield portable
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| academic education, held away from the
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| | skills, and do not develop knowledge that
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| job and focused more on ideas than on the
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| | benefits the employer and the overall
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| application of ideas, and traditional job
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| | economy in the long run.
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| training, held at work and focused more
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| | e-Learning technology suppliers have
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| on applied skills than on the mastery of
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| | cost-effective, learner-friendly,
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| a body of knowledge. This change in the
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| | customized asynchronous solutions that
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| very definition of education is reflected
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| | are globally scaleable. However, many
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| in current terminology: the term
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| | also lack understanding of adult learning
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| "learning" has come to mean improving
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| | methodology and produce courses that dull
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| one's skills through training as well as
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| | the user's experience instead of
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| deepening one's understanding in a
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| | expanding it. The technology is there,
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| particular field of knowledge, an
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| | but it is often put to poor use, such
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| evolution of phraseology to which I
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| | that the experience does not interest the
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| adhere in this article. Similarly, the
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| | learner or solve the business problem
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| term "learners" has begun to replace
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| | being addressed. e-Learning instructional
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| "students" and "trainees," now
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| | design is still in its rudimentary
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| encompassing the meanings of both the
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| | stages.
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| latter terms. Learners can be working
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| | Traditional universities have a
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| adults, not only traditional students.
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| | well-developed sense of effective adult
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| So who has the goods when it comes to
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| | learning. They have quality content based
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| providing e-learning—the delivery of
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| | on freedom of expression and rigorous
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| skills and knowledge through electronic
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| | research. Although they are beginning to
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| means, especially through the
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| | catch up, to date they have been slow to
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| Internet—for working adults? To answer
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| | embrace new technologies and add
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| this question, we should look at those
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| | e-learning to the mix, and corporations
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| who need this type of learning. Working
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| | often still find them too theoretical and
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| adults no longer have a psychological
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| | their curricula too standardized to be
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| contract of fixed employment with one
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| | customizable to corporate short-term
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| company; they are increasingly aware of
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| | needs and the busy schedules of working
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| their responsibility for their own
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| | adults.
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| careers. This causes a deep need among
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| | New for-profit online universities, such
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| workers to ensure that they have the
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| | as Walden University and Unext's Cardean
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| means for a successful career path. To
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| | University, offer an approach that
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| attain this, they first need skills that
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| | focuses on working adults and employers
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| bring success in their current jobs, that
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| | as customers, integrates the benefits of
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| are portable to their next jobs, and that
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| | technological delivery, and claims an
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| increase their market value. Second, they
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| | understanding of adult education theory.
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| need membership in professional networks
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| | They offer an integrated solution that
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| that keep them up-to-date in their
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| | holds promise as the comprehensive answer
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| professions and provide contacts for job
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| | to delivering value to working adults,
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| searches. Third, they need the skills to
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| | employers, and the overall economy.
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| use the new technologies—computers,
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| | Although it is still too early to tell
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| hardware, software, Internet, webcasts,
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| | how this integrated model will work, the
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| chat rooms, and the like—to the extent
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| | University of Phoenix Online, currently
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| that these affect their current work
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| | the largest online education provider,
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| practice. Fourth, they need the
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| | already has more than 20,000 registered
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| legitimation that degrees such as an MBA
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| | students and is growing rapidly. The
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| can bring, but delivered in a way that
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| | broader question of how online learning
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| fits into their daily lives.
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| | is best blended with synchronous and
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| How do the needs of working adults fit
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| | face-to-face learning is still being
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| with employers' goals? Employers support
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| | worked out in the marketplace and is a
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| employees' building their career skills
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| | few years away from being answered
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| and knowledge, since this enhances
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| | conclusively.
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| retention and attraction rates. However,
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| | Conclusion
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| employers also want this investment to
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| | The probability is low of finding one
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| lead to increased effectiveness and
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| | entity able to do all of what is
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| productivity. Employers are attracted to
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| | necessary for successful e-learning. This
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| e-learning because it is scaleable
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| | includes the following:
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| globally and can more easily allow for
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| | Combining the efficiency and flexibility
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| learner customization, such as
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| | of e-learning technologies with
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| translation to local languages.
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| | high-context human interactions,
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| However, an employer's need to have
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| | Fitting these to the learner's particular
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| e-learning meet specific productivity
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| | job situation and lifestyle, and
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| goals is often at odds with the general
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| | Providing encouragement and reward for
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| good of the wider business world. This
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| | learner engagement in a manner that
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| can be seen when an employer spends
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| | develops portable skills and benefits the
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| millions of dollars to create a
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| | employer and the overall economy.
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| customized e-learning solution that could
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| | It is much more likely that we can attain
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| also benefit employees at other
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| | a comprehensive solution through
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| corporations, but the employer restricts
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| | partnerships among employers, technology
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| the intellectual property as a
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| | providers, online universities, and
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| competitive advantage and refuses to
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| | traditional universities, with
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| share it.
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| | corporations and adult learners seen as
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| Although there is tension between the
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| | the customers being served. One recent
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| adult worker's need for portable skills
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| | example of a move towards collaboration
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| and the employer's need for immediate
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| | is the A. D. Little-IRS consortium of 17
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| on-the-job increase in productivity, the
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| | universities, who together will provide
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| overall economy is best served when both
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| | online training for IRS employees over
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| needs are met. As Alan Greenspan (2001)
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| | the next five years. ADL is coordinating
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| has noted, the presence of innovations in
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| | the delivery of services through a blend
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| information technology and technological
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| | of online and classroom services. ADL
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| applications added a significant spur to
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| | also claims it will work closely with its
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| the recent years of economic growth. When
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| | university partners to conduct research
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| the skills and knowledge acquired through
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| | and benchmarking studies to improve the
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| e-learning are portable to other
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| | effectiveness of online course design and
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| companies, labor stays fluid; in other
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| | delivery, thus seeking to provide both
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| words, it is able to flow where demand
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| | short and long-term benefits (ADL, 2000).
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| is. When skills and knowledge can be
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| | The IRS, with its need to train employees
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| applied to current business problems,
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| | faster and less expensively, has caused
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| employers stay productive, benefiting the
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| | 17 universities who otherwise could
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| overall economy.
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| | consider themselves competitors to blend
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| Delivering Education: Online Providers
| |
| | their best e-learning strengths together
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| Versus Universities
| |
| | in a program that can also contribute to
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| Who is delivering effective learning to
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| | new research.
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| the burgeoning e-learning marketplace for
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| | Our current best hope is to seek the
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| working adults, using the new
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| | potential of collaboration among partners
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| technologies? There are four primary
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| | who in the past have viewed each other as
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| groups competing to provide e-learning:
| |
| | competitors, but who can gain much by
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| Traditional universities now adding
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| | working together. The A. D. Little-IRS
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| online curricula. The online MBA for
| |
| | approach is a step in this direction. The
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| global executives at Duke University's
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| | greatest good for all—working adults
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| Fuqua School of Business is a good
| |
| | and employers, traditional universities
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| example.
| |
| | and for-profit universities, e-learning
|
| New e-learning platform technology
| |
| | technology suppliers, and the overall
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| providers who also offer content as part
| |
| | economy—will come from realizing the
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| of their service. See, for example,
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| | potential for collaboration, resulting in
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| DigitalThink's catalogue of courses.
| |
| | e-learning for working adults that uses
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| Educational departments of corporations
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| | the best contributions of all parties
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| who train their large global workforces
| |
| | involved.
|