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Scarcely a week goes by without coverage in the UK and international media about the latest MOOC revelation. Despite some significant initiatives in the dotcom era, online learning has somehow never delivered on its promise to revolutionize education. To MOOC or not to MOOC explores the history of MOOCs and analyses the current MOOC context by describing six institutions and the story of their engagement with MOOCs. Looking at each of the different type of institution in turn, it analyses the processes behind their decision to engage with online learning and MOOCs, how the MOOC project is managed and led, and discusses issues such as quality assurance, governance and partnerships. Chapters draw together and analyse the data and draw out advice for institutions, to help them make choices about how to respond to MOOCs and other high-impact changes in digital education. The book contains checklists and planning tools to support strategy and planning, and concludes with a future look at MOOCs exploring some of the possible trends that may impact upon higher education, such as business models, data and analytics, learning design and competitors in the MOOC marketplace.

Aimed at higher educational professionals who are interested in the strategic importance and potential of online learning
Written from an understanding of the strategic context for senior managers in universities
Focus upon a major trend in technology and education illustrated by concrete examples of real practice in institutions
Implement case studies to draw out conclusions not only about online learning but also decision-making and innovation

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Part One
Chapter 1: What are MOOCs?
Chapter 2 : The MOOCosphere
Chapter 3: Examples of MOOCs
Chapter 4: Introduction to the case studies
Chapter 5: The confident entrepreneurs
Chapter 6: The old hands: experts in online and distance learning
Chapter 7: The institutional innovators
Chapter 8: The opportunists
Chapter 9: The cautious experimenters
Chapter 10: The old guard
Chapter 11: Key issues that emerged from the case studies
Chapter 12: Planning the MOOC project
Chapter 13: Planning your MOOC-costings
Chapter 14: Business models for MOOCs
Chapter 15: Additional benefits of MOOCs
Part Two: Looking to the future
Chapter 16 Understanding your market-the learner as consumer
Chapter 17 Data and analytics
Chapter 18 The developing MOOC market
Appendix A
Appendix B
Appendix C
Index
Part One
Chapter 1: What are MOOCs?
Chapter 2 : The MOOCosphere
Chapter 3: Examples of MOOCs
Chapter 4: Introduction to the case studies
Chapter 5: The confident entrepreneurs
Chapter 6: The old hands: experts in online and distance learning
Chapter 7: The institutional innovators
Chapter 8: The opportunists
Chapter 9: The cautious experimenters
Chapter 10: The old guard
Chapter 11: Key issues that emerged from the case studies
Chapter 12: Planning the MOOC project
Chapter 13: Planning your MOOC-costings
Chapter 14: Business models for MOOCs
Chapter 15: Additional benefits of MOOCs
Part Two: Looking to the future
Chapter 16 Understanding your market-the learner as consumer
Chapter 17 Data and analytics
Chapter 18 The developing MOOC market
Appendix A
Appendix B
Appendix C
Index

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Porter, Sarah
Sarah Porter is currently an academic visitor at the Oxford Internet Institute at the University of Oxford where she is researching how universities can better adapt to their current and future challenges and to embrace the opportunities that are offered to them through new developments such as MOOCs.

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