Despite the promises of learning analytics and the existence of several learning analytics implementation frameworks, the large-scale adoption of learning analytics within higher educational institutions remains low. Extant frameworks either focus on a specific element of learning analytics implementation, for example, policy or privacy, or lack operationalization of the organizational capabilities necessary for successful deployment. Therefore, this literature review addresses the research question “What capabilities for the successful adoption of learning analytics can be identified in existing literature on big data analytics, business analytics, and learning analytics?” Our research is grounded in resource-based view theory and we extend the scope beyond the field of learning analytics and include capability frameworks for the more mature research fields of big data analytics and business analytics. This paper’s contribution is twofold: 1) it provides a literature review on known capabilities for big data analytics, business analytics, and learning analytics and 2) it introduces a capability model to support the implementation and uptake of learning analytics. During our study, we identified and analyzed 15 key studies. By synthesizing the results, we found 34 organizational capabilities important to the adoption of analytical activities within an institution and provide 461 ways to operationalize these capabilities. Five categories of capabilities can be distinguished – Data, Management, People, Technology, and Privacy & Ethics. Capabilities presently absent from existing learning analytics frameworks concern sourcing and integration, market, knowledge, training, automation, and connectivity. Based on the results of the review, we present the Learning Analytics Capability Model: a model that provides senior management and policymakers with concrete operationalizations to build the necessary capabilities for successful learning analytics adoption.
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The quest of organization haunts us. If anarchists were once said to defy authority, nowadays we defy organization. Structures are perceived to hold us back and pin us down with the iron cage of identity. The solidified social limits our freedom with its demand of never-ending “engagement.” How desperate is it to live your life as an insulated rebel without a cause? Instead, we should ask, what is pure organization? Is there a new core that we could define and design? What’s commitment outside of today’s technosocial conventions? Are there bonds that create ties, unhinged from procedure, unfettered by bureaucracy? Is there a form of conspiracy that operates without all the tiresome preparations? Mutual aid and local self-organization come to mind, but what if we’re forced to pursue organization of the unorganizables? Does a self-evident General Will exist that does not need to be discussed and exhaustively questioned? Having arrived at this point, we can clearly see the romantic undertone of the Critique of Organization. What’s a lean revolution, an effortless regime change? Can we presuppose a hive mind that performs like an automaton? Humans, coming together, create the Event, simply because of an inner urge to experience relations without guarantees.
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Prior research on network attacks is predominantly technical, yet little is known about behavioral patterns of attackers inside computer systems. This study adopts a criminological perspective to examine these patterns, with a particular focus on data thieves targeting organizational networks. By conducting interviews with cybersecurity experts and applying crime script analysis, we developed a comprehensive script that describes the typical progression of attackers through organizational systems and networks in order to eventually steal data. This script integrates phases identified in previous academic literature and expert-defined phases that resemble phases from industry threat models. However, in contrast to prior cybercrime scripts and industry threat models, we did not only identify sequential phases, but also illustrate the circular nature of network attacks. This finding challenges traditional perceptions of crime as a linear process. In addition, our findings underscore the importance of considering both successful and failed attacks in cybercrime research to develop more effective cybersecurity strategies.
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The focus of this project is on improving the resilience of hospitality Small and Medium Enterprises (SMEs) by enabling them to take advantage of digitalization tools and data analytics in particular. Hospitality SMEs play an important role in their local community but are vulnerable to shifts in demand. Due to a lack of resources (time, finance, and sometimes knowledge), they do not have sufficient access to data analytics tools that are typically available to larger organizations. The purpose of this project is therefore to develop a prototype infrastructure or ecosystem showcasing how Dutch hospitality SMEs can develop their data analytic capability in such a way that they increase their resilience to shifts in demand. The one year exploration period will be used to assess the feasibility of such an infrastructure and will address technological aspects (e.g. kind of technological platform), process aspects (e.g. prerequisites for collaboration such as confidentiality and safety of data), knowledge aspects (e.g. what knowledge of data analytics do SMEs need and through what medium), and organizational aspects (what kind of cooperation form is necessary and how should it be financed).
Digital transformation has been recognized for its potential to contribute to sustainability goals. It requires companies to develop their Data Analytic Capability (DAC), defined as their ability to collect, manage and analyze data effectively. Despite the governmental efforts to promote digitalization, there seems to be a knowledge gap on how to proceed, with 37% of Dutch SMEs reporting a lack of knowledge, and 33% reporting a lack of support in developing DAC. Participants in the interviews that we organized preparing this proposal indicated a need for guidance on how to develop DAC within their organization given their unique context (e.g. age and experience of the workforce, presence of legacy systems, high daily workload, lack of knowledge of digitalization). While a lot of attention has been given to the technological aspects of DAC, the people, process, and organizational culture aspects are as important, requiring a comprehensive approach and thus a bundling of knowledge from different expertise. Therefore, the objective of this KIEM proposal is to identify organizational enablers and inhibitors of DAC through a series of interviews and case studies, and use these to formulate a preliminary roadmap to DAC. From a structure perspective, the objective of the KIEM proposal will be to explore and solidify the partnership between Breda University of Applied Sciences (BUas), Avans University of Applied Sciences (Avans), Logistics Community Brabant (LCB), van Berkel Logistics BV, Smink Group BV, and iValueImprovement BV. This partnership will be used to develop the preliminary roadmap and pre-test it using action methodology. The action research protocol and preliminary roadmap thereby developed in this KIEM project will form the basis for a subsequent RAAK proposal.
The IMPULS-2020 project DIGIREAL (BUas, 2021) aims to significantly strengthen BUAS’ Research and Development (R&D) on Digital Realities for the benefit of innovation in our sectoral industries. The project will furthermore help BUas to position itself in the emerging innovation ecosystems on Human Interaction, AI and Interactive Technologies. The pandemic has had a tremendous negative impact on BUas industrial sectors of research: Tourism, Leisure and Events, Hospitality and Facility, Built Environment and Logistics. Our partner industries are in great need of innovative responses to the crises. Data, AI combined with Interactive and Immersive Technologies (Games, VR/AR) can provide a partial solution, in line with the key-enabling technologies of the Smart Industry agenda. DIGIREAL builds upon our well-established expertise and capacity in entertainment and serious games and digital media (VR/AR). It furthermore strengthens our initial plans to venture into Data and Applied AI. Digital Realities offer great opportunities for sectoral industry research and innovation, such as experience measurement in Leisure and Hospitality, data-driven decision-making for (sustainable) tourism, geo-data simulations for Logistics and Digital Twins for Spatial Planning. Although BUas already has successful R&D projects in these areas, the synergy can and should significantly be improved. We propose a coherent one-year Impuls funded package to develop (in 2021): 1. A multi-year R&D program on Digital Realities, that leads to, 2. Strategic R&D proposals, in particular a SPRONG/sleuteltechnologie proposal; 3. Partnerships in the regional and national innovation ecosystem, in particular Mind Labs and Data Development Lab (DDL); 4. A shared Digital Realities Lab infrastructure, in particular hardware/software/peopleware for Augmented and Mixed Reality; 5. Leadership, support and operational capacity to achieve and support the above. The proposal presents a work program and management structure, with external partners in an advisory role.
