This paper seeks to discuss the Leadership, Academic and Student Ownership and Readiness (LASO) model for enterprise‐wide technological transformation in higher education developed by the writer as part of his PhD research.
The article uses a comparative analysis of three case studies of the implementation of the LASO model over nine years. These case studies are the eLearning implementation on the Wellington campus of Massey University, New Zealand from September 1995 to December 2000, a five‐month consultancy in 2000 at the Cape Technikon, South Africa to lead the enterprise‐wide implementation of eLearning, and four years of implementing eLearning at the University of Botswana to January 2005.
The LASO model is an approach to ensure enterprise‐wide technological transformation in higher education through a strategically developed framework based on a clear and unified vision and a central educational rationale.
The paper questions the strong bottom‐up approach of Rogers' innovation of diffusion theory and the smooth contours of the innovation curve when applied to the enterprise‐wide infusion of eLearning in higher education.
