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Corporate E-learning Strategy

, , , , SibSUTIS, 630102, Kirov str. 86, Novosibirsk, Russian Federation

iJAC Volume 3, Number 4, ISSN 1867-5565 Publisher: Kassel University Press GmbH


Not the least factor, when launching the corporate training, is strategy determination. On the one hand, an educational institution has to follow the market and be able to satisfy the demands of corporate clients and companies. It is a so called market adaptation. However, this approach implies a number of shortcomings. An excessive interest in market adaptation may lead to lop-sided development of training process: the educational institution turns into the mirror reflecting the corporation opinion and moulds its vision of the future only due to demands of the corporation. In contrast to that, there is an approach when the educational institution searches appropriate development directions independently, thereby taking the lead over corporations’ demands and competitors. Such educational institution tends to excel in changes, which happen in the market, and to make the strategy satisfy future interests and demands of the corporation. Traditional training is grounded on the disciplinary approach to training. However, today business faces complex problems which solution can be found at the joints of disciplines and activities. Companies need multidisciplinary approaches to training. It is very important to keep the balance between conditional training with the disciplinary approach and training in partnership for multidisciplinary programs. This paper describes the example of corporate e-learning course for managers and top managers from a major telecommunication company. Each module is dedicated to a concrete interdisciplinary topic developed by a group of several teachers. Practical part of the module consists of concrete problems, which employees have to solve while training.


Sitnikov, S., Kruk, B., Zhuravleva, O. & Chupakhina, N. (2010). Corporate E-learning Strategy. International Journal of Advanced Corporate Learning (iJAC), 3(4), 41-44. Kassel University Press GmbH. Retrieved March 18, 2019 from .