Digital Transformation: Equipping Advisors for the Journey, Students for Success

Pelletier, Kathe; Hutt, Chris

doi:10.1080/00091383.2021.1906142

Cited by 2 publications

(2 citation statements)

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“…The preceding concept is encapsulated in the definition provided by Pelletier and Hutt (2021) who defined digital transformation as "a series of profound and coordinated shifts in culture, workforce, and technology that facilitate new educational and operational models. This transformation alters an institution's business model, strategic directions, and value proposition" (p. 30).…”

Section: Discussionmentioning

confidence: 99%

Digital transformation model for universities: A preliminary proposal

Acuna,

Hernandez-Perlines,

Cisneros

2024

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This article presents the results of a research project aimed at designing a theoretical model for digital transformation at the Autonomous University of Chile. The research methodology adopts a case study approach with a mixed method combining quantitative and qualitative techniques. This approach provides a nuanced and comprehensive understanding of the dimensions and factors shaping the digital transformation model, incorporating insights from 97 students and eight experts. The model comprises three phases, nine dimensions, and 54 indicators, emphasizing the integral connection between digital maturity and value creation for students. Key success determinants in the university's digital transformation processes are outlined, including the strategic approach, organizational culture, utilization of technological infrastructure, and technology management capabilities. Practical implications underscore the significance of acknowledging the impact of power relations during the digital transformation journey, influencing internal processes, IT governance coordination, roles of personnel in technical and managerial positions, teachers’ performance, and students' trust and loyalty to the institution. The article concludes by identifying factors that influence the institution's capacity to implement technological changes aligned with its strategic, technical, and logistical requirements. Future studies could redefine the roles of administrative, teaching, and student staff, fostering increased digital maturity, continuous innovation in services and processes, and the creation of new digital learning spaces centered around student needs.

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Section: Discussionmentioning

confidence: 99%

Digital transformation model for universities: A preliminary proposal

Acuna,

Hernandez-Perlines,

Cisneros

2024

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“…Pelletier and Hutt [24] maintained that although advisors had more technological solutions, they still needed to advance the use of technology and develop new mindsets and skills for a successful transformation. The researchers recommended introducing more training for advisors; nevertheless, operations at the institutional level were also highlighted.…”

Section: Literature Reviewmentioning

confidence: 99%

Decision-Making Strategy for Digital Transformation: A Two-Year Analytical Study and Follow-Up Concerning Innovative Improvements in University e-Services

Brdesee

Alsaggaf

2022

JTAER

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Universities worldwide strive to provide the best student services possible, particularly those that support student achievements and career goals. Therefore, academic advising continues to be a significant part of the student experience, one which universities need to fully understand in terms of its objectives, application processes, and required skill. As a result of significant technological improvements since the turn of the millennium, including expanding internet applications and digital transformations, universities have established computer information systems that support academic advising and course registration services. This study examined the effects of modifications to the electronic academic advising and course registration systems at King Abdulaziz University in 2018, and then again in 2020, following a university-wide system failure in 2018 resulting from a demand overload. In 2018, a preliminary statistical analysis and student feedback survey were conducted by the authors to measure student satisfaction with the online portal On-Demand University Services (ODUS Plus). In addition to recommendations suggested by the 2018 analysis such as balancing the load distribution of the university’s network, organizational (i.e., non-technical) solutions, rules, and regulations were adjusted such as progressive course registration that prioritized those expected to graduate first. The survey and analysis were repeated by the authors in 2020 to assess improvements in student satisfaction. As a result of the changes, the investigation revealed improved student satisfaction with the performance of ODUS Plus and network access. Overall, students were significantly more satisfied in 2020 than in 2018. This research shows that some technical challenges can be resolved using re-engineered processes and organizational solutions.

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Digital Transformation: Equipping Advisors for the Journey, Students for Success

Cited by 2 publications

References 1 publication

Digital transformation model for universities: A preliminary proposal

Digital transformation model for universities: A preliminary proposal

Decision-Making Strategy for Digital Transformation: A Two-Year Analytical Study and Follow-Up Concerning Innovative Improvements in University e-Services

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