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Falling Behind: A Case Study in Uncritical Assessment

Falling Behind: A Case Study in Uncritical Assessment
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Author(s): Jonathan G.M. Pratt (University of Technology, Sydney, Australia)
Copyright: 2009
Pages: 32
Source title: Risk Assessment and Management in Pervasive Computing: Operational, Legal, Ethical, and Financial Perspectives
Source Author(s)/Editor(s): Varuna Godara (CEO of Sydney College of Management, Australia)
DOI: 10.4018/978-1-60566-220-6.ch006

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Abstract

This chapter presents the major findings of case study research investigating uncritical assessment of an institution-wide learning management system in an Australian university. Suburban University illustrates the ways in which a range of social and institutional influences, operating internally and externally to an organization, can affect managerial decision making. Many of the parties involved were unaware of the influence of some of these factors upon them at the time of assessment. When these parties also lacked a background in the areas they sought to manage (i.e., the educational enterprise of the university), critical assessment was made even more difficult. Therefore, universities that teach skills in critical assessment to their students can sometimes be uncritical in their own decision making, particularly when the vice chancellor fears “falling behind” other adopting universities and key organizational decision makers lack relevant theoretical frameworks to inform decision making in the areas they manage.

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