Search results

The Internet is changing the way that companies carry out their business and, in fact, constitutes an entirely new application domain, which makes product innovation possible. Moreover, it is a new medium for reaching consumers, which is a central preoccupation to organisations in the current business market. Here interest lies in video chatting on the Internet. This is a type of service that adds video support to chatting using a Web cam and is gradually attracting more Internet users. The paper consists of a market feasibility study evaluating the potential commercialisation of a software program that enables the “cutting away” of the chatters from the original background filmed by the Web cam, and later re‐integrates them into a new background. The software program could, therefore, be interesting for advertising companies.

Scholars of persuasion have long made a distinction between appeals to logic, emotion and authority- logos, ethos and pathos- but ideas developed to account for live face-to-face conversation processes must also be tested in new media. We aimed to test the effectiveness of these three strategies in one-to-one chats through different communication media.

With a 3 × 3 × 2 between-subject factorial design, we tested these three strategies in one-to-one chats (female–female or male–male pairs) through three communication media: face-to-face, Skype video or Skype text. The persuasion scenario was adapted from prior studies in which students were presented with the idea of requiring a comprehensive exam as part of their degree. The participants were all undergraduate students of a major university in USA.

Our results showed trivial differences between female–female and male–male conditions. The logos appeal worked best overall in persuading the participants to change their reported attitudes. Additionally, the explanations provided by the participants for their own opinions were most like the persuasion scripts in the logos condition compared to the other two appeal conditions. Separately, participants indicated some disapproval of the pathos appeal in the text-based chat condition, although this did not seem to make a difference in terms of actual attitude change.

One major limitation of our study is that our subjects are college students and therefore are not representative of Internet users in general. Future research should test these three types of persuasion strategies on people of diverse backgrounds. For example, while logos seems to be most effective strategy in persuading college students (at least in our study), pathos or ethos may be more effective when one attempts to persuade people of different backgrounds.

Although it is enough for a statistical test, our sample size is still relatively small due to constraints on time, personnel and funding. We also recognize that it is challenging both conceptually and empirically to compare the effectiveness of three persuasion strategies separately.

Our findings suggest it is helpful to use fact-checking tools to combat disinformation in cases where users may not have sufficient domain knowledge or may not realize the need to identify or examine the given information. Additionally, it may require more effort to negate the impact of the disinformation spread than correcting the information, as some users may not only believe false information but also may start to reason in ways similar to those presented in the disinformation messages.

Past studies on online persuasion have limitedly examined whether and how communication media and persuasion strategies interact in one-to-one persuasion sessions. Our experiment makes an attempt to close this gap by examining the persuasion process and outcome in three different communication media and with three different persuasion strategies.

This chapter takes a look at the Social Web. Humanities scholars are, by and large, a fairly social group. Attend any of the Modern Language Association conferences and you will be inundated with invitations to attend events hosted by publishers, groups within MLA, universities, and alumni organizations. The way we now include apps as an inherent part of our socialization, however, is changing and evolving as a result of some of the tools that are to be associated with the digital humanities, albeit not necessarily as apparently so as some others. This chapter explores the familiar players like Facebook™, Google+™, Twitter™, and others and discusses how they are being used by those in the field, contextualizing them within a variety of disciplines in the humanities through case studies while situating the category alongside theories that make sense of their use. Not as commonly used in academic social networks are vlogging applications along with student blog sites, which are also examined in this chapter. It is in this and subsequent chapters where augmented reality enhancements will be used. Please follow the directions at the beginning of Chapter 2 to access these additions.

Connectedness is essential for student success in online learning. By projecting themselves as real people through video, instructors support connectedness. In this chapter, researchers apply the theory of social presence (Garrison, Anderson, & Archer, 2000) to case studies from two public higher education institutions: a four-year university and a large research university. Analysis identifies video as a humanizing element of online courses. Findings suggest video could be used in a variety of ways (e.g., video lectures, synchronous office hours, weekly overview videos), and no single use of video was perceived to be more or less effective in developing social presence and humanizing the learning experience. However, participants especially perceived connectedness when video was used in a variety of ways. Students from the second case study validated a perception of connectedness to the instructor that faculty in our first case study hoped to achieve. However, one instructor’s perception of disconnect illustrates that video is just one of several pedagogical practices necessary to create a satisfying learning experience for both students and instructors. While video is not the only way to establish social presence, findings suggest video is an effective practice toward creating a humanized and connected online learning community.

Virtual learning environments (VLE) have in the past 15 years radically changed the way learning objects are spread among students and the way learners communicate with teachers. In parallel, social networks are now widely used by users with all kinds of profiles. Among social networks, Facebook is the one offering the largest array of functions and possibilities to be used as an open platform for various kinds of applications. That is why, in this chapter, we provide an overview of the possible use of Facebook as a VLE supporting a Massive Open Online Course (MOOC). The authors distinguish generic functionalities that can be found in the three most popular xMOOC platforms as well as the relevant concepts needed for effective learning that are manipulated by such platforms. Then the authors evaluate how, within Facebook groups, features can be used to create a fully working MOOC environment. The authors distinguish notably class management, communication, collaboration, assessment, learning activity management and the possibilities for learning object management. Overall, the authors highlight that, except for the assessment, Facebook can support all of the functionalities required by a modern MOOC platform while offering a high social presence. While not vital for most MOOC followers, further developments can nevertheless be made to customise Facebook for ensuring this assessment functionality. The chapter can be used as guidance for an implementation of the social network as MOOC through the use of a Facebook group.

The University of Nevada, Reno Library offers a general‐information “Chat with us” service through the university Web site in conjunction with the “Ask a librarian” service available through library Web pages. A study of 826 transcripts for the first academic year revealed that 80 percent of chat sessions originated from the university page. The majority of visitors were prospective students with questions related to admissions. Most of the chat operators believe the library should continue providing the university‐wide service. While university offices possess the information to answer many of the questions, librarians are skillful and patient when determining visitors' information needs, and were able to supply appropriate resources. Librarians were proactive in contacting university offices on behalf of chat visitors and provided e‐mail addresses, phone numbers, and URLs as needed. The continued collection and analysis of chat transcripts will help to determine the direction of library and university chat services.

The purpose of this study is to describe how Zoom became the tope video conferencing service across the globe.

This case was developed from secondary sources including industry reports, academic, newspaper, periodical sources, company annual reports, social media sites and company websites. This case has been classroom tested with undergraduates in a strategic management course as a capstone course.

The case study describes the rapid growth of Zoom Communications Inc., a San Jose based publicly traded video conferencing company founded in 2011 by Eric Yuan. It illustrates the competition in the online meeting solutions industry in late 2020, during the COVID-19 lockdown. To explain how Zoom became the top video conferencing service across the globe, the case highlights the attractiveness of the market and the competitive advantage of Zoom over its rivals. Students can evaluate the internal capabilities and competencies of Zoom as well as identify key challenges in the external environment for sustaining Zoom’s competitive advantage.

This case study is suitable for strategic management classes for upper-level undergraduates and at the graduate level for MBA and/or master students. It prepares students to discuss core concepts in strategy, such as competitive strategy and competitive forces that shape strategy.

Problem-based learning (PBL) is an instructional format which emphasizes collaborative and contextual learning and hence has favored face-to-face course design. However, with the plentitude of online tools which technology offers nowadays, PBL courses can also be effectively offered to students who cannot physically be present at the campus. The change process from offline to hybrid, blended, or online PBL courses need to be carefully managed and the right combination of technology and learning activities selected from the ever increasing available set. Hybrid, blended, or online courses differ in the amount of integration between offline and online activities. A mixed-method design was used to elaborate on how the different (hybrid, blended, or online) PBL courses can be effectively build and taught to create learner engagement. Twelve people (change agent, instructor, and participants) were interviewed and 82 students filled out a course evaluation form. The data was used to describe how a hybrid, blended, or online course was created and how the instructor and students perceived it. Instructional and change management implications for implementation are presented. Instructional implications deal with the needs of the learner, the role of the instructor, and the importance of sound technology integration in the course. Change management implication highlights the need to foster intra-institutional collaboration.

Teaching Net Generation accounting students is a challenging experience. They anticipate that technology will be an integral part of the teaching–learning processes that we offer them. This chapter focuses on how to use technology tools to create innovative course materials, delivery methods, and collaborative processes.

The chapter explains how I combined traditional instructional methods and technology-mediated learning (TML) techniques to create a practice–feedback–interaction process for use with two undergraduate auditing courses. I taught the first course (Auditing) during Fall Quarter 2006 and the second course (Advanced Auditing) during Winter Quarter 2007. I taught both courses in a blended instructional format.

This chapter shows how I used the practice–feedback–interaction process with individual and team writing assignments in the two auditing courses. I explain how the TML process works and describe technology tools used at each step of the process. Student comments provide feedback about how they reacted to using the technology-mediated teaching–learning process.

The purpose of this paper is to describe Beehive, a new web application framework for designing and supporting synchronous collaborative learning.

Our web engineering approach integrates educational design expertise into a technology for building tools for collaborative learning activities. Beehive simplifies the development of the collaboration tools required to implement proven educational design strategies. The methodology consists of a framework model that has three abstraction layers: pedagogical techniques, patterns, and computer supported collaborative learning components.

Building eLearning systems that are informed by the educational research in design patterns, can lead to a better, richer and more flexible, infrastructure. Beehive's design enables teachers to design and use synchronous collaborative learning activities, either by using well tested research‐based learning designs or by creating their own.

The system will need to be used by a large number of teachers and learners before evaluation and usability tests are possible.

The paper presents an integrated solution application that enables teachers and students to design and carry out synchronous collaborative learning activities in a very simple manner.