Managing quality improvement of eLearning in a large, campus-based university

Purpose - This paper seeks to discuss the characteristics that shape a model to manage eLearning in a large, predominantly campus-based university. It focuses on how such a model can provide a sustainable approach to supporting eLearning for more than 40,000 students while still managing basic quality assurance for the University executive and the individual disciplinary needs of faculties. Design/methodology/approach - Prior research and theoretical issues related to a generalised course development and teaching process are discussed followed by an analysis of a case-study from a large metropolitan Australian university. The case-study illustrates key aspects of the management model providing insights into how staff are empowered and supported to develop meaningful eLearning resources for students, how quality improvement is managed, and how organizational learning takes place. Findings - Following the analysis of how key aspects of the model relate to the university discussed in the case study, several challenges for quality improvement at the level of both course and university are identified. The case-study reveals the complexity of quality improvement strategies, which (mainly due to the fact that eLearning complements the face-to-face learning experience) require a relational and embedded approach. Key principles for managing eLearning development and evaluation for campus-based universities are abstracted from the case-study and offered as a guide to universities who face similar challenges Research limitations/implications - Although not all aspects of the case-study can be applied to other contexts, the key principles of the proposed management model are likely to apply to other campus-based universities which share the same focus on integrating eLearning in sustainable ways but also wish to foreground quality assurance issues. Originality/value - The paper integrates the discussion of theoretical approaches and models for eLearning management in higher education with the description of a case-study from a large, diverse, campus-based university, while highlighting the complexity and practical challenges of implementing such a model.