Remixing to design learning: social media and peer-to-peer interaction

Social and participatory media offer opportunities to interact and share user-generated content. After some investigation and research, the authors are in their initial stages of using such media to provide a pathway for thinking about learning design in higher education. Using the concept of remixing, the authors aim to creatively blend and manipulate ideas to build a sustainable approach to course/program enhancement. Remixing is touted as one of the most important practices within the field of open educational resources, but it is not mainstream practice in educational thinking or design. This article highlights the authors’ approach and uses their pre-service teacher education program and their previous high school study as an example of remixing. The high school study involved the integration of social and participatory media into the face-to-face classroom; Author 1 was the practitioner researcher in the high school study. This article articulates the use of online social environments at the high school level to highlight concepts of sharing and remixing as a creative and social approach to designing learning in higher education. It also attempts to consider this within a course-wide approach.

From e-learning to virtual learning community: bridging the gap

'Community' has become a buzz word in the E-Learning arena. This paper examines the concept of virtual community, in the context of E-Learning. It defines what constitutes a virtual community and virtual learning community. A model comprising four essential criteria that define a virtual learning community is proposed. These criteria are discussed with relation to Deakin University's E-Learning system. The paper concludes by highlighting the factors that may help bridge the gap between Deakin's present provision of E-Learning to the development of a virtual learning community.

Committing to quality learning through adaptive online assessment

With advances in computer-based technologies and the emergence of e-learning, there are unprecedented opportunities to reconsider assessment of learning (and, axiomatically, of teaching) and how this can be undertaken. One approach is adaptive assessment. Although it has existed in the tertiary environment since the time of the oral examination, advanced technologies allow much fuller exploitation of the possibilities inherent in a dynamic system of testing that responds to the user. Having described the characteristics of adaptive assessment, this paper considers how it can achieve significant pedagogical aims within the sector. The paper differentiates between adaptive assessment to assist learning and adaptive assessment to assess achievement. How adaptive assessment can be put in place and salient issues, such as security and system integrity, when such assessment is used for credit, are then discussed. The paper concludes that the capability exists but it has yet to be exploited within higher education as a viable approach to assessment and as a contributor to quality learning.

Applying both positive and negative selection to supervised learning for anomaly detection

This paper presents a novel approach of applying both positive selection and negative selection to supervised learning for anomaly detection. It first learns the patterns of the normal class via co-evolutionary genetic algorithm, which is inspired from the positive selection, and then generates synthetic samples of the anomaly class, which is based on the negative selection in the immune system. Two algorithms about synthetic generation of the anomaly class are proposed. One deals with data sets containing a few anomalous samples; while the other deals with data sets containing no anomalous samples at all. The experimental results on some benchmark data sets from UCI data set repertory show that the detection rate is improved evidently, accompanied by a slight increase in false alarm rate via introducing novel synthetic samples of the anomaly class. The advantages of our method are the increased ability of classifiers in identifying both previously known and innovative anomalies, and the maximal degradation of overfitting phenomenon.

Framing the role of technologies in the recognition and development of staff capacities to enhance learning in higher education

There are practical initiatives which can be taken by university management to move institutions forward by engaging a broad range of staff and in cultivating leadership capabilities in teaching and learning. These initiatives are considered in terms of 12 ‘levers of engagement’ currently being implemented in our university, and shown below. Deakin, as a major flexible education provider, is used as an institutional case study of the role of technology in supporting organisational change in higher education. Many of the levers of engagement are evident in other Australian universities.

The assessment of formal management development : a method, a baseline and the need to incorporate learning styles

Purpose – To assess the impact of a course on the development of management competencies for students over the duration of the course, by examining changes in the competencies of the students. The potential impact of student learning styles was also examined in the study.

Design/methodology/approach – A “Pre, Post, Then” design and a combination of paired sample t-tests, and alpha and beta change statistics were used to examine the change in competencies over time.

Findings – This study found that even a standard subject design had a significant and substantial impact on the management competence development of the students.

Practical implications – From the perspective of students-as-products, the base line provided here allows for the testing of alternative designs of educational systems, whereby alternative designs have to prove a benefit above and beyond that of a basic teaching system. Therefore, the present study should assist the field of management development to create a range of design options.

Originality/value – This study applies a powerful and under-utilised research method to provide a base line of the amount of management development that can occur in a typical formal management course, but is unique in that it includes the impact of the students’ learning styles.