東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Divorcing your OPM: Moving From an O...

Carroll-Glover, Andrea.

Linked to FindBook

Google Book

Amazon

博客來

Divorcing your OPM: Moving From an Outsourced Online Program Management Model to a New Online Program Management Model: A Qualitative Descriptive Case Study.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Divorcing your OPM: Moving From an Outsourced Online Program Management Model to a New Online Program Management Model: A Qualitative Descriptive Case Study./
Author:	Carroll-Glover, Andrea.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2024,
Description:	169 p.
Notes:	Source: Dissertations Abstracts International, Volume: 85-10, Section: A.
Contained By:	Dissertations Abstracts International85-10A.
Subject:	Higher education administration. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=31146826
ISBN:	9798382306421

Divorcing your OPM: Moving From an Outsourced Online Program Management Model to a New Online Program Management Model: A Qualitative Descriptive Case Study.
Carroll-Glover, Andrea.

Divorcing your OPM: Moving From an Outsourced Online Program Management Model to a New Online Program Management Model: A Qualitative Descriptive Case Study. - Ann Arbor : ProQuest Dissertations & Theses, 2024 - 169 p.

Source: Dissertations Abstracts International, Volume: 85-10, Section: A.

Thesis (Ed.D.)--Bethel University (Minnesota), 2024.

The demand for flexible online learning models, fueled by technological advancements and exacerbated by the COVID-19 pandemic, has necessitated creative solutions to support millions of students enrolled in online programs. Higher Education leaders, faced with this growing demand and lacking expertise in online learning, have turned to outsourced business models, such as for-profit online program management partnerships (OPM), to attract, retain, and support new non-traditional student populations. The decision to outsource has been driven by competitive pressures, a desire for speed to market, a lack of initial capital, the desire to shift risk, and a lack of internal expertise). Institutions that understand online support practices may consider transitioning from OPM contracts to build internal capacity and capabilities. However, limited research examples of institutions that have left OPM partnerships to build new models hinder institutional leaders' ability to learn from others' experiences. Research uncovered three themes related to leaving the OPM partnership: Assessment and Decision Making - why the university left the OPM. Managing change and planning for the future - How PFBU (the pseudonym for the institution) built a new model. The impact of divorcing the OPM. Theme 1: Assessment and Decision Making - Why the University Left the OPM. Theme 2: Managing Change and Planning for the Future - How PFBU Built a New Model, Theme 3: The Impact of Divorcing the OPM. The study's recommendations suggest that an investment will be needed to build a new model; new models may build on institutional strengths while outsourcing areas in which they lack expertise and strong leadership and change management expertise are essential. This study offers insights to aid higher education practitioners in navigating OPM partnerships and building new service models for a viable future.

ISBN: 9798382306421Subjects--Topical Terms:

2122863
Higher education administration.
Subjects--Index Terms:

Higher education practitioners

Divorcing your OPM: Moving From an Outsourced Online Program Management Model to a New Online Program Management Model: A Qualitative Descriptive Case Study.
LDR:03152nmm a2200373 4500 001 2398412
005 20240812064632.5
006 m o d
007 cr#unu||||||||
008 251215s2024 ||||||||||||||||| ||eng d
020 $a 9798382306421
035 $a (MiAaPQ)AAI31146826
035 $a AAI31146826
040 $a MiAaPQ $c MiAaPQ
100 1 $a Carroll-Glover, Andrea. $3 3768324
245 1 0 $a Divorcing your OPM: Moving From an Outsourced Online Program Management Model to a New Online Program Management Model: A Qualitative Descriptive Case Study.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2024
300 $a 169 p.
500 $a Source: Dissertations Abstracts International, Volume: 85-10, Section: A.
500 $a Advisor: Dahlvig, Jolyn E.
502 $a Thesis (Ed.D.)--Bethel University (Minnesota), 2024.
520 $a The demand for flexible online learning models, fueled by technological advancements and exacerbated by the COVID-19 pandemic, has necessitated creative solutions to support millions of students enrolled in online programs. Higher Education leaders, faced with this growing demand and lacking expertise in online learning, have turned to outsourced business models, such as for-profit online program management partnerships (OPM), to attract, retain, and support new non-traditional student populations. The decision to outsource has been driven by competitive pressures, a desire for speed to market, a lack of initial capital, the desire to shift risk, and a lack of internal expertise). Institutions that understand online support practices may consider transitioning from OPM contracts to build internal capacity and capabilities. However, limited research examples of institutions that have left OPM partnerships to build new models hinder institutional leaders' ability to learn from others' experiences. Research uncovered three themes related to leaving the OPM partnership: Assessment and Decision Making - why the university left the OPM. Managing change and planning for the future - How PFBU (the pseudonym for the institution) built a new model. The impact of divorcing the OPM. Theme 1: Assessment and Decision Making - Why the University Left the OPM. Theme 2: Managing Change and Planning for the Future - How PFBU Built a New Model, Theme 3: The Impact of Divorcing the OPM. The study's recommendations suggest that an investment will be needed to build a new model; new models may build on institutional strengths while outsourcing areas in which they lack expertise and strong leadership and change management expertise are essential. This study offers insights to aid higher education practitioners in navigating OPM partnerships and building new service models for a viable future.
590 $a School code: 2217.
650 4 $a Higher education administration. $3 2122863
650 4 $a Higher education. $3 641065
653 $a Higher education practitioners
653 $a Online learning models
653 $a Online program management partnerships
653 $a Change management
690 $a 0446
690 $a 0745
690 $a 0310
710 2 $a Bethel University (Minnesota). $b Higher Education Leadership. $3 3768325
773 0 $t Dissertations Abstracts International $g 85-10A.
790 $a 2217
791 $a Ed.D.
792 $a 2024
793 $a English
856 4 0 $u https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=31146826