ABSTRACT
The main purpose of this chapter is to explore the change leadership procedures of e-learning implementation within HEIs during the COVID-19 pandemic. This chapter provides insight into the issues and challenges encountered amid the implementation as well as forward plans to pre-empt similar issues for future crises. A qualitative multiple-case study approach was used, and data were collected using the purposive sampling method from three members of the leadership team as well three lecturers from five private higher education institutions in Kuala Lumpur and Selangor, Malaysia. Through comparative method of data analysis (grounded theory), complemented with Miles and Huberman's framework, the findings were analyzed to reveal emergent themes and sub-themes. Data from findings revealed the commonalities found in the way that Malaysian private HEIs dealt with the digital change leadership during COVID-19, how leaders navigated these changes, and the policies they implemented, along with best practices in the change administration. © 2023, IGI Global.
ABSTRACT
We aimed to discuss several selected topics related to problematic Internet use (PIU), including fear of missing out, nomophobia, cyberchondria, cyberbullying, and certain health conditions (e.g. autism-spectrum disorder and schizophrenia) among youth. We also aimed to review some recent evidence examining PIU during COVID-19. The review was conducted using keywords relevant to the selected topics and searching in the PubMed database and Google Scholar. The results of this review indicate that PIU could be associated with health issues in a minority of the youth population. Moreover, the COVID-19 pandemic may lead to PIU and subsequent health problems. Information from this review could help healthcare providers to design individualized and appropriate interventions to tackle health issues related to PIU among youth.
ABSTRACT
The entire world has been affected by the current COVID-19 pandemic. In the education sector, the current crisis brought upon by this pandemic is a quintessential adaptive and transformative challenge without a preemptive measure or standard operational procedure in place. Leaders in education are required to precipitously strategize and plan responses as the pandemic runs its course. To ensure academic success amid the COVID-19 pandemic, effective change and transition management needs to be an area that leaders of learning institutions focus on. The management of educational institutions is to derive a framework to support the academic learning of students as well to alleviate issues for at-risk students due to this crisis. Therefore, this chapter aims to explore change management procedures and digital transformation in higher education institutions (HEIs) amid the current COVID-19 crisis. In addition, the chapter provides elaborations on the issues and challenges encountered in the implementation of e-learning during the pandemic from the management’s perspective. A qualitative approach with a single case study design was used in this research. Data was collected through purposive sampling technique from three members of the top management team in a private higher education institution in Kuala Lumpur, Malaysia. In-depth thematic analysis of the findings explored five dimensions which included the journey of implementation, the leader’s role in managing change, policies and procedures, best practices, and preemptive measures as the key practices of change management in the implementation of digital environment amid the pandemic crisis. Furthermore, several prominent themes have been identified reflecting the issues and challenges in the implementation of e-learning during the time of COVID-19: technology resource and funding, stakeholders including staff and students, assessments and learning outcomes, mental health as well as practical courses and research work. © 2021, The Author(s), under exclusive license to Springer Nature Switzerland AG.