Information literacy in the corporate environment: Teaching the scientist, engineer, and business professional. Invited lecture presented to a graduate information literacy class, School of Library and Information Science, Indiana University. Bloomington, Indiana.
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Effectiveness of Information Technology Infrastructure Library Process Implementations by Information Technology Departments within United States OrganizationsThis research study examined whether the overall effectiveness of the Information Technology Infrastructure Library (ITIL) could be predicted by measuring multiple independent variables. The primary variables studied included the number of ITIL process modules adopted and the overall ITIL ―maturity level. An online survey was used to collect data from participating volunteers within the United States, and then analyzed to reveal any significant findings. The research showed a statistically significant positive relationship between overall maturity level and effectiveness, however the ability to predict effectiveness based upon the number of process modules adopted was inconclusive. Additionally, differences in module adoption from either the Service Support or Service Delivery process blocks were considered. The results suggested that process module adoption from the Service Support block has a somewhat stronger relationship to overall effectiveness than adoption from the Service Delivery block, though this finding should be viewed cautiously. Sample size and survey instrument limitations restricted the interpretation of the results.
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Comparing the Perceived Relevance of Informal and Formal Learning in Skill Acquisition in a Leadership Development ProgramLeadership development is at or near the top in importance to senior executives within organizations. In the criteria for the Malcolm Baldridge National Quality Award, leadership has the second highest weighting, behind only business results but ahead of customer focus, measurement, analysis, knowledge management, workforce focus, process management, and strategic planning. Corporations in the United States spend an estimated $20-30 billion per year in leadership training and there is a question of whether the learning that takes place outside the classroom, informal learning, is more relevant than formal learning. Learning within organizations is vital to success. It is the lifeblood that grows and sustains human capital. Many methods for the measurement and evaluation of the impact of formal learning and performance improvement programs in organizations have been introduced in the past decade but measuring and evaluating the value of informal learning that filters through patterns of relationships in organizational networks has been elusive. Very few studies have attempted to address the effects of informal and formal learning in management or leadership training. The objective of this study was to compare the perceived relevance of informal learning and formal learning in acquiring leadership skills in a leadership development program. This study attempted to compare the perceived relevance of informal learning versus formal learning in skill acquisition in a specific leadership development program. This was done using data from McKesson Corporation‘s McKesson Center for Learning Lead the Way program. This study provides insights into the perceived relative importance and relevance of informal and formal learning. Using paired-samples t-tests, the study analyzed the perceived relevance and importance in a leadership development program.
