COMPLEX WAR FIGHTING AS A CHANGE AGENT FOR WEB BASED LEARNING PRACTICE:  AN AUSTRALIAN ARMY CASE STUDY

Paul Ashman, School of Commerce and Management, Southern Cross University, pashman@bigpond.net.au

Allan Ellis, School of Commerce and Management, Southern Cross University allan.ellis@scu.edu.au

Abstract

Traditionally research into Computer-based training, E-learning and Web-based learning has focused on factors such as immediate overheads or the perceptions of various stakeholder groups. Studies of impact of large scale organizational change, driven by either internal or external factors, on delivery patterns and success levels are rare.

 In recent years the Australian Army has moved from a largely training role to an overseas deployed fighting and training role. This paper presents a case study, based upon operational data, which identifies factors influencing the implementation of Web-based learning in response to the Army adopting a complex war-fighting paradigm.

The Australian Army has adopted a Web-based learning as a part of its knowledge management processes, a foundation. The cultural shock accompanying the move away from face-to-face training has been all but eliminated by adopting a Complex War Fighting paradigm. Existing infrastructure is in place not only within Australia but overseas within deployed units. The need and place for Web-based learning is not only observed but articulated by personnel on the ground.