2014 IEEE 14th International Conference on Advanced Learning Technologies 2014
DOI: 10.1109/icalt.2014.222
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Towards a School ICT Competence Profiling Framework

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Cited by 6 publications
(3 citation statements)
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“…Towards selecting the most appropriate for incorporation in the proposed School ICT Competence Management System, an evaluation of the identified frameworks was performed against a set of generic eMaturity criteria. These criteria are described in Sergis & Sampson (2014a;2014b) and are similar to eMaturity criteria proposed by Luger (2007), Davies & Pittard (2009) and Harrison et al (2014). The evaluation results are depicted in Table 3.…”
Section: School Ematuritymentioning
confidence: 92%
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“…Towards selecting the most appropriate for incorporation in the proposed School ICT Competence Management System, an evaluation of the identified frameworks was performed against a set of generic eMaturity criteria. These criteria are described in Sergis & Sampson (2014a;2014b) and are similar to eMaturity criteria proposed by Luger (2007), Davies & Pittard (2009) and Harrison et al (2014). The evaluation results are depicted in Table 3.…”
Section: School Ematuritymentioning
confidence: 92%
“…Both definitions argue for a systematic exploitation of the potential of ICT, intertwined with the school processes and needs (Micheuz, 2009). Previous work (Sergis & Sampson, 2014a;2014b) has revealed a set of five existing frameworks for the measurement of the level of eMaturity of schools. These were the NAACE ICT-Mark (NAACE, 2014), the Digital Schools Award (Digital Schools of Distinction, 2013), the P2P/P2V Inspectorates Framework (European Schoolnet, 2009), the ACODE Benchmarks (ACODE, 2014) and the E-Learning Maturity Model (eMM) (Marshall, 2007).…”
Section: School Ematuritymentioning
confidence: 99%
“…Percebe-se, então, que há necessidade de trabalhar a liderança tecnológica de tais gestores, para que eles possam, além de contar com a equipe de TI, buscar inovações tecnológicas por iniciativa própria, afinal, eles são os maiores conhecedores do potencial e das necessidades de sua área de atuação dentro da organização. Ao adotar esse comportamento, os referidos gestores fortalecem a liderança tecnológica como atributo do dirigente que toma a iniciativa no uso efetivo e eficiente da tecnologia, influenciando, orientando e gerenciando a organização nesta direção (Sergis & Sampson, 2014).…”
Section: Conhecimentounclassified