Access the full text.
Sign up today, get DeepDyve free for 14 days.
Loading next page...
/lp/emerald-publishing/employees-pre-implementation-attitudes-and-perceptions-to-e-learning-a-fBdcxCErGz
References (21)
-
T. Clarke, A. Hermens (2001)
Corporate Developments and Strategic Alliances in E-Learning.Journal of Education and Training, 43
-
Patricia Galagan (2000)
THE E-LEARNING REVOLUTIONTraining & Development, 54
-
(2002)
E-learning, The Learning Curve: The Change Agenda, CIPD, London. Further reading CIPD -
Allison Helyer (2015)
Training and development -
T. Urdan, C. Weggen (2000)
Corporate elearning: exploring a new frontier -
G. Salmon (2003)
E-moderating: the key to teaching and learning online -
G.H. Davies
Virtual classroom is the future -
Daniel Eastmond (2003)
E-Moderating: The Key to Teaching and Learning OnlineThe International Review of Research in Open and Distributed Learning, 4
-
(1998)
A Guide to Training Technology -
KPMG Campaign for Learning
Attitudes to e‐learning: A National Survey 2000 -
J. Trueland (2013)
Joined-up thinking.Nursing standard (Royal College of Nursing (Great Britain) : 1987), 28 6
-
R. Scapens (1990)
Researching management accounting practice: The role of case study methodsBritish Accounting Review, 22
-
R. Schank
Courses of action -
M. Sloman (2001)
The E-Learning Revolution : From Propositions to Action -
(2001)
The essential guide to nintendo -
(2000)
Attitudes to e-learning: A National Survey -
M. Sloman
E‐learning, The Learning Curve: The Change Agenda -
(2001)
Virtual classroom is the future The Sunday Times -
(2021)
Employee DevelopmentEncyclopedia of Autism Spectrum Disorders
-
H. Hills, P. Francis
Interaction learning -
(2000)
Not in the net yet
- Publisher
- Emerald Publishing
- Copyright
- Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
- ISSN
- 0309-0590
- DOI
- 10.1108/03090590410533080
- Publisher site
- See Article on Publisher Site
Abstract
E‐learning is a global phenomenon and is central to many industries as an additional method of training that complements more traditional methods of learning. In this paper, the practice of a blended approach adopted by an anonymised large multinational banking organisation is presented as a case study. E‐learning is in its infancy within this organisation with pilots taking place in their overseas branches. However, questions arise as to whether adopting overseas implementation approaches will work in their UK branches. Are the implementation/change management approaches compatible with the UK culture and technology infrastructure? This paper investigates the implementation of e‐learning by this particular company, including the pre‐implementation attitudes and perceptions of employees. The findings are discussed together with the implications for research and practice.
Journal
Journal of European Industrial Training – Emerald Publishing
Published: Jun 1, 2004
Keywords: Banking; Computer based training; United Kingdom