In this paper we present an alternative typology for determining success and dropout in massive open online courses (MOOCs). This typology takes the perspectives of MOOC-takers into account and is based on the their intentions and subsequent behaviour. An explorative study using two MOOCs was carried out to test the applicability of the typology. Following the traditional approach based on course completion to identify educational success, success rates were 6.5 and 5.6%. The success rates from the perspectives of the MOOC-taker were 59 and 70%. These findings demonstrate that merely looking at course completion as a measure for success does not suffice in the context of MOOCs. This change in addressing MOOC success and dropout provides an alternative view and demonstrates the importance of MOOC-takers’ perspectives.

This study aimed to obtain insight into the influence digital transformation has on future leadership behaviors and management. Up to now, most literature solely focuses on the need for strong strategic leadership to build and lead the transformation. This study was directed at future leadership behaviors and skills needed during and after digital transformation of management below senior level. An exploratory approach to review literature on digital transformation and leadership was used, inspired by the PRISMA protocol. Our findings show that digital transformation is a disruptive process that impacts the whole organization and results in new forms of working. This calls for altro-centric leadership, an other-centered leadership style. Specifically, soft skills such as empathy, humility, integrity and compassion are becoming increasingly important, as is understanding the power of digital technology. The emergence of artificial intelligence offers interesting opportunities. It could be used to handle quantifiable managerial tasks and evaluate the quantifiable part of performance, while managers focus on the soft skills side of management such as coaching, motivating and empowering employees. This study demonstrates the necessity to redefine leadership requirements in an increasingly digitalized world.

MOOCs are promising opportunities for lifelong learning, but as promising as these learning opportunities seem, many learners do not succeed in pursuing their personal learning goals. Barriers to learning are the main reason for not finishing the intended (parts of the) MOOCs. This study addressed the question whether the factors age, gender, educational level, and online learning experience affect barriers faced while learning in MOOCs. The results show that it is challenging to combine work and family life with lifelong (online) learning activities, especially for learners in their early adulthood and mid-life. However, more experience with online learning positively affects individuals’ ability to cope with these challenges. Also, learners with a lower educational level may experience a lack of knowledge or difficulties with the course content. These findings may serve as input to inform potentially vulnerable learners about these issues and support them in successfully achieving their personal learning goals.

This study reports on the quantitative findings of an exploratory sequential mixed methods study in which the underlying factor structure of students' peer-feedback orientation (i.e. openness to provide and receive peer-feedback) was investigated. Building on the qualitative findings of a previous study in which the 'peer-feedback orientation' concept was introduced, an online survey was developed to collect data among higher education students (N = 148). An exploratory factor analysis produced a five-factor solution including the dimensions: accountability, communicativeness, utility, self-efficacy and receptivity. The practical value of the results lies in having a measure of students' peer-feedback orientation that provides teachers and researchers with an instrument for understanding students' dispositions toward receiving and providing peer-feedback.

This study, with the aim to test theory in practice, used group concept mapping to develop a comprehensive conceptualization of middle managers’ leadership behaviors concerning digital transformation as a form of radical change. Participants were professionals in the largest public organization in the Netherlands (a police organization) who were dealing with digital transformation in their own practice and who enrolled in an education program on leadership and intelligence. Based on 94 unique statements, the participant-driven results revealed six thematically coherent clusters representing leadership skills and behaviors regarding improvement and results, digital technologies, cooperation, the self, change and ambivalence, and others. The stress value of 0.2234 indicated a good fit. Further analysis showed that clusters containing soft skills and people-oriented behaviors were considered the most important. These results can serve as input to support leadership development programs for middle managers to develop themselves into people-oriented, empowering leaders who can adapt their leadership approaches to fit and support change in general and technology-driven change in particular. Ultimately this will benefit their and their employees’ overall well-being at work. This study is the first to investigate middle managers’ leadership skills and behaviors in a large public organization that is entirely participant-driven.