The Effects of Organizational Factors on Blended Learning

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Teng, Y.T. (2006). The Effects of Organizational Factors on Blended Learning. In T. Reeves & S. Yamashita (Eds.), Proceedings of World Conference on E-Learning in Corporate, Government, Healthcare, and Higher Education 2006 (pp. 965-970). Chesapeake, VA: AACE.
Retrieved from http://www.editlib.org/p/23828.

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Conference Information

World Conference on E-Learning in Corporate, Government, Healthcare, and Higher Education (ELEARN) 2006
Honolulu, Hawaii, USA
October 2006
ISBN 1-880094-60-6
  Thomas Reeves & Shirley Yamashita
AACE

More Information on ELEARN
Table of Contents

Author

Ya-Ting Teng, Department of Human Resource Education, University of Illinois at Urbana-Champaign, United States

Abstract

This paper is based on a strategic view for human resource development to discuss practices of blended learning. The purposes of this study are to explore how organizational factors shape blended learning and how the practices align with external environments and organization designs. Blended learning practices published in T+D magazine in 2005 would be reviewed, and company profiles which only have limited description in the magzine would be collected from Hoover's database. The results show that five organizations launching blended learning had been published in T + D magzine in 2005. These practices are usually lack of explanation of organizational factors. ASTD as a leading professional organization should publish more practices with clear and profound description of organizational culture, structure, strategies, human resrouces systems, measurement systems, group designs, and how these factors allign with blended learning.

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