MABE methodological framework

International Journal of Ethics & Society

Introduction: The existence of intelligent decision-making in educational managers increases their recognition skills and they find the ability to identify the decision process, check possibilities, make correct judgments, and plan carefully. Therefore, the present study was conducted with the aim of studying the mediating role of intellectual ethics in the relationship between digital leadership and smart decision-making among elementary school principals in Kermanshah province. Material and Methods: The research is a correlational research based on structural equation modeling of the correlation-covariance matrix. The statistical population includes all the elementary principals of Kermanshah province in the academic year 2021-2022 (N=1902). The sample size was estimated based on proportional stratified random sampling and Cochran's formula (n=320). The tools included intelligent leadership, intellectual ethics and smart decision-making questionnaires, whose content validity was confirmed by experts and professors, and their construct validity was confirmed by factor analysis. The reliability of the questionnaires was calculated through Cronbach's alpha as 0.85, 0.93 and 0.95 respectively. Pearson's correlation test and structural equation modeling were used for data analysis, and SPSS and LISREL software were used. Results: The relationship between digital leadership and intellectual ethics, digital leadership and intelligent decision-making, and the relationship between intellectual ethics and smart decision-making were significant. Finally, it was found that intellectual ethics can play a mediating role in the relationship between digital leadership and smart decision making. Conclusions: The results of this study show that educational managers can make smart decisions through the digital leadership style and, of course, considering intellectual ethics, and in this way, take steps in the direction of advancing educational goals and missions.

Asian Social Science, 2009

The current scenario in the education sector of developing countries such as Malaysia is also experiencing the beginning of participation in the exploration and exploitation of e-learning initiatives. Like in many other trends, be it social, economic or political, put forth, particularly from the propagation of ideas of the western countries, developing countries take on to these like wild bush fire. This is also observed in the education sector. With the advent of cyber technology, one aspect of teaching is starting to take root in the institution of higher education and that is e-learning. This paper attempts to address some of the challenges that have cropped up as far as learning with technology is concerned. The borderless realm of knowledge warrants behavior that may lead to academic dishonesty. To maintain the universal noble values, some actions on the part of the students may precariously endanger the credibility of their assignments, projects and evaluation. To sustain these values for the good of their future, we need to address these challenges and to make known to these students the implications that these behavior create on their study and their future. The next part of the paper discusses considerations to help curb academic misbehavior in the university. The role taken by the institutions of higher education has to be comprehensive, if not total. It is particularly important that the management of student affairs, the faculty and several other parties be able to see these issues as very serious before the undesirable elements of technology usage sits deeply enrooted in the teaching-learning process. After all, the future of a nation depends on the stewardship of these students when they graduate one day and work in the government or private sectors of the country.

Computers & Education, 2012

The existing literature on e-learning implementation is either descriptive or normative and falls short on explaining how managers act in introducing and disseminating e-learning projects in school settings. In this paper, we follow a symbolic approach in order to offer a grounded model for explaining how managerial framing of the introduction of e-learning gives rise to different patterns of action and intended outcomes. Our model is grounded in the study of seven business schools in Brazil, where the competitive and institutional settings offer significant variety for formulating propositions through the grounded theory methodology. We conclude that managers act to integrate e-learning using cultural incongruity reduction strategies when they perceive e-learning as a way of improving existing teaching practices. They may also aim at insulating e-learning through incongruity avoidance when they perceive e-learning in economic terms. These results offer new empirical evidence and fresh explanations when the phenomenon of managerial action in e-learning implementation is looked at in symbolic terms.

In this chapter, it is demonstrated that the concepts of leadership and organization are closely linked. A leader should initially get to know the organizational culture as well as possible. Such a culture can for example be authoritarian and conformist or innovative and progressive in nature. The assumption is that leaders are influenced by their own culture. Strategic decisions are characterized by the fact that they are new, complex and open in nature, and being able to develop a strategy is one of the most difficult tasks for a leader. Traditionally, it is primarily the top leadership in an organization that works with strategic decisions, and thus it is common that strategic issues are handled by top leadership teams. This is related to the globalization of business and to the fact that the pace of work has increased significantly. In order to exercise leadership, a leader must have access to power. A power base can be created through networking as well as by using different political tactics. However, it is important to use political tactics in order to promote the organization's interests. When a leader has built up a power base, it is essential that power is used properly. The decisions that leaders make must be ethically correct and not violate universal human values. For instance, they should not lead to negative consequences for others within or outside the organization. Evidence suggests that most leaders have the potential to develop as ethical decision makers.

Open Information Science

Information sources require consumers to use them in order to evaluate their quality, meaning that they are experience goods. The value perceived before acquisition and use may be different from the value obtained by actual use. Understanding the value perception gap is likely to inform more efficient selection of information sources. The current research studies the value gap in a learning situation. We examine information value perceptions before and after experiencing information in an experiment with 113 software engineers engaged in a problem-based learning task while using and evaluating three types of information sources: supportive, reflective and reciprocal. The results indicate that before using an information source, the subjective value for supportive information is lower than for reflective information. In addition, 55% of the participants preferred to obtain information when presented with a choice. After using an information source no correlation was observed between ...

2011

The development of educational technologies is enhancing a distinctive feature of learning environments: the learner's personalized environment. However, the current literature in e-learning seems to neglect an important discussion: will individuals (learners and lecturers) and organizations face an enhancement concerning ethical dilemmas due to this evolution? To promote this discussion, this paper builds on a consideration of e-learning definition and its ethical dilemmas, and human-centred learning concept and its dimensions, to examine the implications of integrating social and cultural contexts. By examining the evolution of e-learning management systems the argument progresses to a discussion of the relationships between pedagogy and ethics. By framing evidence at different scales, the authors critically reflect on the ethical dilemmas embedded in e-learning systems. The discussion concludes with advocating the adoption of an extension of "three P" mode of pedagogy to become the "P3E" model:

Journal of Education and Research

From a philosophical viewpoint and a technical perspective, this paper claims that learning organizations are the most effective organizations which 1) demonstrate transformative leadership practices, 2) work to instigate a learning-based organizational environment, and 3) continually promote learning behavior at all levels, to name a few of its key characteristics. Like other organizations, educational organizations would exhibit individual behavior, collective actions and interactions which define their norms and values. The purpose of this paper is to explore: what it means to be a learning organization; what are and should be its key characteristics; and how to create a learning organization. The findings of this study show that learning organizations are characterized by a collective struggle to achieve organizational goals, where culture and climate concerns become paramount, and learning is viewed as part of everyone’s business regardless of individual differences, roles, an...

Working smarter: An applied model for “better thinking” in dynamic information organizations, 2005

Strategic planning of e-learning implementation includes decision making about the most suitable form of implementing e-learning on different levels. Decision making about e-learning implementation has been covered as consisting of four phases: (1) intelligence, (2) design, (3) choice and (4) implementation. During the Intelligence phase we have precisely identified our central decision problem and have conducted situation analysis. In the Design phase we have developed alternatives and established criteria and subcriteria. The questionnaire about the importance of the advantages and goals of e-learning implementation and about criteria and subcriteria significant for decision making was created. Essential for the survey was use of Croatian e-learning experts that are familiar with higher education (HE) environment. Further, we connected these findings with the results of the factor analysis which was performed on the complete survey. The results of the factor analysis have served as input in the multicriteria decision model (AHP) that we have developed in the Choice phase.

— The learning of the organization's employees and their perception can instruct the managerial adaptations in search of innovation of the processes. This study focuses on the Theory U, with the objective of studying the perception of stakeholders in the face of learning in the corporation. Its specific objectives are: (1) To raise stakeholders' perceptions regarding the learning tools and practices in the organization; (2) To characterize the possibility of organizational learning in the application of the Theory U; (3) Propose measures to modernize organizational learning tools and practices. The scenario is a military corporation in the Capital of Rondônia, Brazilian Amazon. The study of case method is applied, with procedures in search of qualitative and quantitative results. The collection of the stakeholders' perception was done through ethical protocol; interviews and in loco observation. A report was generated that points out the existence of a confrontation between corporate interests, indicating that managers do not promote the means to bring knowledge to their employees in the institution, while they become sceptical about their reality due to the emergence of a confrontation between theory and practice. The result suggests modernizing the organizational environment to support learning demands. It points that the tools and practices should be reoriented with the purpose of innovating the environment with organizational learning resizing, from now on to be integrative with new technologies, with collaborative focus, through redesigns of processes and procedures following advanced technological standards. This research is a contribution of the academy to managers who potentialize their stakeholders through organizational learning with innovative practices.