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The development of information technologies has led to the rapid evolution of learning approaches and educational solutions, with a focus on active learning. In the context of the transformative learning paradigm, active learning strategies are aligned with student-centered education, enabling learners to engage with complex concepts and practical challenges critically. This chapter presents a semi-structured literature review investigating the adoption of online active learning methods in the context of economics education and its potential to promote transformative learning. The main contribution of this chapter is the development of a framework for integrating online active learning strategies in economics education, grounded in the principles of transformative learning as described by Mezirow. The proposed framework highlights the importance of designing online learning experiences that support critical reflection, dialogue, and self-directed learning and suggests strategies for promoting student engagement and collaboration in the online environment. The impact of this approach on active learning practices in (higher) education is significant, as it provides educators with a roadmap for designing online learning experiences that foster transformative learning and promote student success in the post-pandemic era. The chapter concludes with policy recommendations and future research directions for enhancing the adoption and efficacy of online active learning strategies in economics education.

Active learning is not a simple practice. It is a new paradigm for the provision of high-quality, collaborative, engaging, and motivating education. Active learning has the capacity to respond to most of the challenges that institutions of higher education are facing in our time. In this chapter, we present active learning strategies used in STEM disciplines and we analyze the potential of active learning to redefine the value proposition in academic institutions. After providing the theoretical underpinnings of active learning as an evolving practice, an attempt is made to connect it with different learning theories and present an integrative model in which institutional strategies, learning strategy and information, and communication technologies work synergistically toward the development of knowledge and skills. We then present the results of a survey examining “stories” of active learning from the STEM disciplines, identifying good teaching practices, and discussing challenges and lessons learned. The key idea is that active engagement and participation of students is based on faculty commitments and inspiration and mentoring by faculty. We finally present a stage model for the implementation of active learning practices in higher education. Emphasis is put on a new vision for higher education, based on systematic planning, implementation, and evaluation of active learning methods, collaboration, engagement with society and industry, innovation, and sustainability, for a better world for all.

Active and transformative learning (ATL) challenges the new era of teaching and learning in higher education. In this chapter a systematic approach to ATL theories and methodologies is provided. Authors provide a unique methodological framework for the integration of active learning practices in modern higher education curricula. This chapter also provides an integrated context for the overall discussion of the phenomenon in the volume. The recent arrivals of new disruptive artificial intelligence-enabled technologies such as OpenAI, ChatGPT, DeepAI and others are only few aspects of a new challenging era for the teaching, learning, innovation and sustainability in the higher education.

Due to a change in higher education and adult education ideas and practices globally that have become more learner-centered, higher education is undergoing a transformation at a rate never before seen. Education has also evolved into a lifetime endeavor as the importance of higher education and adult learning has grown. In light of the fact that it offers guidance on how people can find purpose in their lives, transformative learning theory has a prominent position in higher education and adult education. By critically examining their presumptions and expectations and updating them to support higher education students' successful learning, educators can transform their theory and practice of instruction through active and transformative learning. Adapting to the changing capacities brought on by digitization, technological advancements, growing technological connectivity, global market expansion, mobility and migration, and workplace diversity is becoming more and more difficult for higher education institutions. The idea of active and transformative learning and transformative learning strategies are discussed in detail in this chapter to help readers understand their importance and function in effective teaching and learning in the transforming world of higher education. This chapter's major contribution to Active and Transformative Learning: Digital Transformation in Education is the provision of a comprehensive guide and strategy on how to successfully incorporate digital technologies into the teaching and learning process in order to improve student engagement, knowledge acquisition, and the growth of critical thinking skills.

To apply effective teaching and learning strategies, it is essential to understand the complexity of human groups, especially in educational contexts. To look for the relationship between the contributions that people make, it is critical to understand the singularities of cultures when developing innovations and to foster leadership in education. This chapter presents an experience developed in Higher Education in Chile focused on the ability of preservice teachers to enhance the development of individual talents as an active teaching and learning strategy to create a society made up of integrally developed people in educational contexts. In addition, we use virtual learning environments as a vehicle to connect students between physical and virtual boundaries. This strategy is based on the Talent Management Model which was implemented in intercultural primary schools by professors and preservice teachers from the south of Chile. The virtuality dimension promoted the detection of individual traits of students and contributed to the development of a cultural identity. Additionally, it offered theoretical and practical knowledge that implied an innovation in the training of future teachers.

This chapter outlines potential steps to take in designing active learning experiences based on several theories underlying the learning process. The chapter examines theories of learning and instruction including information processing, schema acquisition, and cognitive load theory. Next follows an explanation of how these theories support problem-centered learning as well as a rationale for the need to help learners develop domain-general, flexible problem-solving skills that will transfer to future needs and contexts. The second half of the chapter focuses on designing active learning experiences based on the selection of real-world problems as the foundation for learning, activating prior knowledge, demonstration of the process or concept, multiple opportunities for practice with relevant scaffolding, and the chance to integrate that knowledge into the learners’ own context based on M. D. Merrill’s (2002) First Principles of Instruction. Examples of assessments, strategies, and activities to foster active, problem-centered learning drawn from the literature are also provided.

Some educators and teachers, when seeking to adopt a new pedagogy or technology, neglect to search for motivation. What will motivate the learner to accept and participate in any new method or technology offered by others? Based on personal experience, realistic observations, and literature reviews, we find that many educators and teachers suggest new pedagogy or technology for different purposes without consulting the ultimate beneficiary, who is the learner. Such behavior often creates resistance on the part of learners that negatively affects the desired outcomes.

From the lessons learned, for teachers in higher education (HE) to succeed in introducing or adopting a new pedagogy, such as active learning or modern technology, the learners' opinions must be explored, their points of view recognized, and their involvement in decision-making encouraged. We start by telling them what they should learn (curriculum, objectives, and content), then suggesting new pedagogy and technology and searching for consensus with the majority to get the required motivation. Active learning pedagogy is no exception here.

This chapter contributes to highlighting the importance of motivation for the success of active learning practices. Aiming to encourage educators and teachers to search for motivation before adopting a new project, pedagogy, or technology. This study offers a strategy to guide active learning practices in HE. We expect a positive impact of active learning practices in (HE) when such strategy (i.e., seeking motivation) is not neglected. The content analysis approach was adopted to collect data, and the data was analyzed by Excel. Finally, some recommendations were made.

Active and transformative learning is a holistic strategy for the enhancement of the unique value proposition of education and learning. In Chapter 1 of this edited volume we introduced a unique value proposition on the impact of ATL in higher education and we communicated a five-tier value framework including pillars related to ATL, higher education, industry, entrepreneurship, research& development, and innovation. In this concluding chapter we move the discussion on another context. With emphasis on the robust and resilient strategy of the Vision 2030 in the Kingdom of Saudi Arabia we comment on the capacity of the ATL to facilitate, to enable and to transform positively the added value of the Vision 2030 implementation. The chapter is organized as follows. At the beginning, we provide a short overview of the Vision 2030 mandate, and then based on the ATL metaphors we presented in Chapter 1 of this edited volume, we strategize the ATL framework towards the implementation and the resilience of the Vision 2030.