E-learning implementation from strategic perspective: A case study of Nottingham University

Chih Cheng Lin*, Zheng Ma, Chi Cheng Chang

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review


E-learning is spreading not only in the USA but also in the UK. Most available literature concentrates on e-learning platforms, but do not explore the factors related to e-learning implementation from a strategic or organisational perspective. Many academic institutes and their IT departments are now facing the challenges of selecting and implementing the right e-learning solutions. In order to understand the entire process associated with e-learning implementation in higher institutes which has not yet been a linear process but came probably with top-down, bottom-up, or flowers blooming approach. However, the transform process is extremely complex. To make sense of this complexity, the authors adopted strategic IS management profile (Sabherwal et al., 2001) into the research. To explore this speculation, the research uses a qualitative constructivist approach. Based on an exhaustive case study of one higher institute's experience, the paper shows that maintaining the alignment is still a crucial issue but hard to achieve. The pressure of achieving alignment may be even more considerable with the implementation of e-learning systems.

Original languageEnglish
Pages (from-to)125-136
Number of pages12
JournalInternational Journal of Learning and Intellectual Capital
Issue number1-2
Publication statusPublished - 2012


  • Bandwagon
  • E-learning
  • Higher institutes
  • Innovation
  • Strategic alignment
  • UK
  • Universities

ASJC Scopus subject areas

  • Strategy and Management
  • Organizational Behavior and Human Resource Management


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