Abstract
This special issue of the Journal of Asynchronous Learning Networks focuses on institutional transformation, including insights into business models. This introduction points to additional Sloan-C resources on cost effectiveness and institutional commitment.
Highlights
Introduction to the Special Issue onInstitutional TransformationINSTITUTIONAL TRANSFORMATION: INTRODUCTION TO THE SPECIAL ISSUEJanet C
This issue of the tenth anniversary volume of the Journal of Asynchronous Learning Networks looks back to the original propositions about institutional commitment that were framed more than a decade ago when asynchronous learning networks (ALNs) showed early promise of transforming higher education by making it more accessible, effective, affordable, and satisfactory
Nearing 20% of all postsecondary enrollments, online education’s growth rate is ten times the overall growth rate projected for all of higher education; academic leaders believe that online learning quality is already equal to or superior to face to face instruction, that its quality is readily assessable, and that students are at least as satisfied learning online as they are face to face; 56% of the nation’s institutions of higher learning report that online education is critical to their long-term strategies [6, 7]
Summary
This issue of the tenth anniversary volume of the Journal of Asynchronous Learning Networks looks back to the original propositions about institutional commitment that were framed more than a decade ago when asynchronous learning networks (ALNs) showed early promise of transforming higher education by making it more accessible, effective, affordable, and satisfactory. ALN promised to: Reduce costs without reducing quality [delivering] education to anyone, anywhere and at anytime... In 1997, for on-campus programs: Exploration of new productivity outcomes, is largely absent, partly because there appears to be little motivation to explore outcomes which could impact costs through larger class sizes, improved student retention, and self-pacing, while at the same time improving learning quality [2]. Because greater access to quality higher education is a national imperative, the transformative effects of ALN on institutions are increasingly important. In 2005, one of the challenges of the annual Sloan summer research workshop was: How can institutions be transformed best to take advantage of ALN in support of their core missions? What are key enablers of this transformation, including areas such as institutional vision, leadership, business models, and organizational structures?
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