A Collective Intelligence Approach for Building Student's Trustworthiness Profile in Online Learning

<span>In 1983 Donald Schon argued for the development of "an epistemology of practice which places technical problem-solving within a broader context of reflective inquiry" (Schon, 1983, p. 69) in response to the complexity, uncertainty and instability of professional knowledge. This paper reports on a collaborative project led by the University of South Australia, which designed and developed a comprehensive, integrated peer review system that harnesses the power of the collaborative web to engage academic staff in the development or redevelopment of their own courses through the kind of reflective processes Schon (1983) advocated. The project builds on extensive work that has been undertaken both within Australia and overseas to support and stimulate the scholarship of online learning and teaching, and it has the capacity to demonstrate quality learning and teaching through course development, evaluation, improvement and interactive learning. Evidence produced through such processes can be used by academic staff as evidence to support claims for recognition and reward. The project has evolved in response to changing technologies and recognition of the need for a more adaptable system that enables academics to play a significant role in the creation of criteria and in contributing their own exemplars using a Web 2.0 approach. A major feature of the approach is its educative dimension, which is responsive to supporting online teaching and learning at a time when new Web 2.0 and 3D virtual learning technologies are presenting new challenges for educators. This paper describes the project and argues that online learning and teaching in this changing landscape is an emerging area of scholarship which needs to be supported and encouraged.</span>

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Classification of glomerular pathological findings using deep learning and nephrologist–AI collective intelligence approach

International Journal of Medical Informatics ◽

10.1016/j.ijmedinf.2020.104231 ◽

2020 ◽

Vol 141 ◽

pp. 104231 ◽

Cited By ~ 2

Author(s):

Eiichiro Uchino ◽

Kanata Suzuki ◽

Noriaki Sato ◽

Ryosuke Kojima ◽

Yoshinori Tamada ◽

...

Keyword(s):

Deep Learning ◽

Collective Intelligence ◽

Pathological Findings ◽

Intelligence Approach

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Collective Intelligence Approach to Measuring Invisible Hand of the Market

Computational Collective Intelligence. Technologies and Applications - Lecture Notes in Computer Science ◽

10.1007/978-3-642-23938-0_44 ◽

2011 ◽

pp. 435-444 ◽

Cited By ~ 4

Author(s):

Pawel Skrzynski ◽

Tadeusz Szuba ◽

Stanisław Szydło

Keyword(s):

Collective Intelligence ◽

Invisible Hand ◽

Intelligence Approach

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Intellectual capital management in the fourth stage of IC research

Journal of Intellectual Capital ◽

10.1108/jic-11-2016-0113 ◽

2018 ◽

Vol 19 (1) ◽

pp. 157-177 ◽

Cited By ~ 26

Author(s):

Giustina Secundo ◽

Maurizio Massaro ◽

John Dumay ◽

Carlo Bagnoli

Keyword(s):

Intellectual Capital ◽

Value Creation ◽

Collective Intelligence ◽

Fourth Stage ◽

Structured Interviews ◽

Content Type ◽

Intelligence System ◽

The University ◽

Intelligence Approach

Purpose The purpose of this paper is to present a case study of a university that uses a collective intelligence approach for managing its intellectual capital (IC). Specifically, the authors investigate how one of Europe’s oldest business schools, Ca’ Foscari University of Venice (Italy), manages IC through stakeholder engagement to achieve academia’s third mission so contributing to social and economic development. Design/methodology/approach Data are collected through semi-structured interviews and Ca’ Foscari University’s strategic plan. Secundo et al.’s (2016) collective intelligence framework is used to analyse the data. Alvesson and Deetz’s (2000, pp. 19-20) critical management tasks – insight, critique and transformative redefinition – are adopted to frame and discuss the results. Findings On the assumption that a university is a collective intelligence system, the findings demonstrate that IC management needs to change to incorporate an ecosystem perspective, reflecting the fourth stage of IC research. The IC management at the university incorporates its core goal (what), the collective involvement of internal and external stakeholders to achieve the goal (who), the motivations behind the achievement of the goal (why) and, finally, the processes activated inside the university (how) and indicators to assess value creation. Research limitations/implications A new perspective for managing IC in universities that adopts a collective intelligence approach is further developed. Contributions to the fourth stage of IC research – IC in an ecosystem – are highlighted that expand the concept of IC value creation beyond universities into wider society. Practical implications Two key consequences of this case study are that more stakeholders have become involved in IC management and that IC management requires critical rethinking, given the universities’ evolving role. Originality/value This paper brings together issues that are usually dealt with in separate domains of the literature: IC management and collective intelligence in the university setting.

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Constructing the Semantic Information Model using A Collective Intelligence Approach

KSII Transactions on Internet and Information Systems ◽

10.3837/tiis.2011.10.001 ◽

2011 ◽

Vol 5 (10) ◽

Cited By ~ 1

Author(s):

Kigon Lyu

Keyword(s):

Semantic Information ◽

Collective Intelligence ◽

Information Model ◽

Intelligence Approach

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Managing intellectual capital through a collective intelligence approach

Journal of Intellectual Capital ◽

10.1108/jic-05-2015-0046 ◽

2016 ◽

Vol 17 (2) ◽

pp. 298-319 ◽

Cited By ~ 60

Author(s):

Giustina Secundo ◽

John Dumay ◽

Giovanni Schiuma ◽

Giuseppina Passiante

Keyword(s):

Public Sector ◽

Intellectual Capital ◽

Collective Intelligence ◽

Future Research ◽

Fourth Stage ◽

Underlying Assumption ◽

Content Type ◽

The Public ◽

The University ◽

Intelligence Approach

Purpose – The purpose of this paper is to provide a new framework for managing intellectual capital (IC) inside a university considering the collective intelligence perspective. Design/methodology/approach – The research method uses the fourth stage of IC research and adopts the collective intelligence approach. The underlying assumption behind the framework is to consider the university as a collective intelligence system in which the tangible and intellectual assets are coordinated towards the achievement of strategic goals. Findings – The conceptual framework for IC management harnesses the power of IC, collectively created by the engagement of multiple stakeholders inside the university network. The main components are the final goal of a university (what); the collective human capital to achieve the goal (who); the processes activated inside the university (how); and finally the motivations behind the achievement of the goal (why). Research limitations/implications – The research is exploratory and the framework offers opportunities for refinement. Future research is needed to verify the application of the framework to other organisations in the public sector intended as collective intelligence systems. A new perspective for managing IC in universities adopting the collective intelligence approach is developed. Contribution to the fourth stage (ecosystem) of IC research is highlighted, expanding the concept of IC value creation beyond the university into wider society. Practical implications – The framework can be used to manage IC strategically in all the systems interpreted as collective intelligence systems in which the role of IC creation from multiple actors is relevant. This makes possible the understanding of how IC helps create value for the society and the region in which the university operates. Originality/value – The originality of the paper is in bringing together issues usually dealt within the literature in separate domains, such as IC management and collective intelligence perspective. The concept of collective intelligence remains an unexplored field in relation to IC management in the public sector. The collective intelligence approach provides a novel contribution to managing IC and is intended to inspire future research.

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