Problem-Based Learning in Hybrid, Blended, or Online Courses: Instructional and Change Management Implications for Supporting Learner Engagement

Abstract

Problem-based learning (PBL) is an instructional format which emphasizes collaborative and contextual learning and hence has favored face-to-face course design. However, with the plentitude of online tools which technology offers nowadays, PBL courses can also be effectively offered to students who cannot physically be present at the campus. The change process from offline to hybrid, blended, or online PBL courses need to be carefully managed and the right combination of technology and learning activities selected from the ever increasing available set. Hybrid, blended, or online courses differ in the amount of integration between offline and online activities. A mixed-method design was used to elaborate on how the different (hybrid, blended, or online) PBL courses can be effectively build and taught to create learner engagement. Twelve people (change agent, instructor, and participants) were interviewed and 82 students filled out a course evaluation form. The data was used to describe how a hybrid, blended, or online course was created and how the instructor and students perceived it. Instructional and change management implications for implementation are presented. Instructional implications deal with the needs of the learner, the role of the instructor, and the importance of sound technology integration in the course. Change management implication highlights the need to foster intra-institutional collaboration.

Citation

Bohle Carbonell, K., Dailey-Hebert, A., Gerken, M. and Grohnert, T. (2013), "Problem-Based Learning in Hybrid, Blended, or Online Courses: Instructional and Change Management Implications for Supporting Learner Engagement", Wankel, C. and Blessinger, P. (Ed.) Increasing Student Engagement and Retention in e-learning Environments: Web 2.0 and Blended Learning Technologies (Cutting-Edge Technologies in Higher Education, Vol. 6 Part G), Emerald Group Publishing Limited, Leeds, pp. 359-386. https://doi.org/10.1108/S2044-9968(2013)000006G015