Open Educational Resources Digitale Bildung offen gestalten Maximilian Heimstädt Universität Witten/Herdecke Reinhard-Mohn-Institut für Unternehmensführung

<0> Prolog

Ein offenes Lehrbuch über Offenheit

Was sind Open Educational Resources? <1> Was sind Open Educational Resources?

Technologischer Wandel Offene Lehr-und Lernmaterialien “Klassisches” analoges Schulbuch Technologischer Wandel “Klassisches” digitales Schulbuch Offene Lehr-und Lernmaterialien

<2> Warum brauchen wir OER?

Urheberrecht vs. Digitale Bildungspraktiken

[Alle Lehrer_innen und Schüler_innen] kommen in ihrer alltäglichen Arbeit oder Ausbildung unweigerlich mit dem Urheberrecht in Kontakt. Nur in den wenigsten Fällen sind sie sich über die rechtliche Situation im Klaren. Meist merken sie es nicht oder verdrängen es bewusst, denn die Rechtslage ist kompliziert (Otto/Djordjevic 2013) “

Allgemein lässt sich festhalten, dass Verstöße gegen das Urheberrecht heute nicht nur leichter und unbewusster geschehen können, durch moderne Kommunikations- technologien aber gleichzeit einfacher „aufzuspüren“ sind. (Kasprzak et al. 2017) “

Die zunehmende Digitalisierung der Lernpraxis verstärkt bestehende urheberrechtliche Probleme.

Wie schaffen wir den Wechsel zu OER? <3> Wie schaffen wir den Wechsel zu OER?

Ist-Situation in NRW (November 2015)

Machbarkeitsstudie für NRW (November 2017)

Öffentliche Ausschreibung von Pilot-OER-Büchern Nutzungsbasierte Refinanzierung von OER-Schulbüchern Entwicklung von OER-Schulbuch- Rohlingen Einführung einer OER-Klausel in den Zulassungsprozess

Dr. Maximilian Heimstädt Reinhard-Mohn-Institut für Unternehmensführung Universität Witten/Herdecke Email: maximilian.heimstaedt@uni-wh.de Twitter: @heimstaedt Homepage: heimstaedt.com

Secrecy-Transparency Nexus in Organizations Introduction – Theory – Methods – Findings – Discussion Secrecy-Transparency Nexus in Organizations Why do organizations share some information, but conceal other? “Informational” and “social” explanations (Costas & Grey, 2014) 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

Transparency as a Strategy: Phenomenon Introduction – Theory – Methods – Findings – Discussion Transparency as a Strategy: Phenomenon “ Commitment to the release of stakeholder-relevant information that substantially exceeds information disclosed already 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

Transparency as a Strategy: Tensions Introduction – Theory – Methods – Findings – Discussion Transparency as a Strategy: Tensions Transparency strategies can increase share-price in M&A deals, satisfy investors, or create legitimacy for new ventures (Gegenhuber & Dobusch, 2017; Whittington et al., 2016; Yakis-Douglas et al., 2017) Transparency strategies can reduce trust, clash with organized opacity and even lead to organizational paralysis and crisis (Grimmelikhuijsen et al., 2013; Kim & Davis, 2016; Ringel, 2018) 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

Transparency as a Strategy: Paradox Lens Introduction – Theory – Methods – Findings – Discussion Transparency as a Strategy: Paradox Lens Paradox is socially constructed when latent tensions are made salient, e.g. by espousing transparency as a strategy. (Lewis & Smith, 2014) Paradox of performing: „Tug-of-war“ between greater information disclosure and continuation of partly secretive everyday work. (Jarzabkowski et al., 2013) 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

Working Through Paradox? Introduction – Theory – Methods – Findings – Discussion Working Through Paradox? Mess Problem Paradox Workable Certainty (Lüscher & Lewis, 2008) 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

Experimenting through Paradox! Introduction – Theory – Methods – Findings – Discussion Experimenting through Paradox! Towards a “thirdness“, beyond denial and working through (Beech et al., 2004; Lüscher et al., 2006; Cunha & Putnam, 2017; Putnam et al., 2016) Experimenting through paradox highlights …non-linearity …consequentiality …uncertainty of means and ends 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

Introduction – Theory – Methods – Findings – Discussion Research Question “ How do frontline workers respond to paradoxical tensions that arise from an espoused transparency strategy? 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

Research Context: Open Data Strategies Introduction – Theory – Methods – Findings – Discussion Research Context: Open Data Strategies Publishing digital datasets under open licenses, e.g. by federal and local government agencies (World Wide Web Foundation, 2017) Enactment of open data strategy as an “uncertain inquiry” (Denis & Goëta, 2017, p. 7) 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

Research Context: Open Data Strategies Introduction – Theory – Methods – Findings – Discussion Research Context: Open Data Strategies Open data sets Involved agencies Research design: Multiple-case study Case definition: Enactment of an open data strategy in a large city administration Sampling: Purposeful, “Revelatory cases” Cases: NYC, London, Berlin 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

Data Collection Documents: 300 Interviews: 79 Introduction – Theory – Methods – Findings – Discussion Data Collection Documents Interviews Observation Documents: 300 Interviews: 79 Days of participant observation: 148 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

Findings: Overview NYC London Berlin Introduction – Theory – Methods – Findings – Discussion Findings: Overview NYC London Berlin Context and strategy formulation Embedded case: Taxi Data Embedded case: Crime Data Embedded case: Culture Data Moment of Experimentation #1 Moment of Experimentation #2 Moment of Experimentation #3 Outcomes: Collaboration Outcomes: Resources 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

NYC: Opening up Taxi Data Introduction – Theory – Methods – Findings – Discussion NYC: Opening up Taxi Data In NYC taxis complete up to 500,000 trips per day. Digital taximeter and GPS sensors create data (e.g. fare, pick-up and drop-off location), which is collected and stored by the Taxi and Limousine Commission (TLC). Since 1975, NYC agencies are subject to Freedom of Information legislation. In 2009, Mayor of NYC Michael Bloomberg espouses an Open Data strategy. 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

NYC: Opening up Taxi Data Introduction – Theory – Methods – Findings – Discussion NYC: Opening up Taxi Data Moment of experimentation (#1) 1.1 TLC enacts transparency by sharing statistics on Twitter 1.2 Graduate student requests underlying data and shares is 1.3 Bloggers de-anonymize the data and expose TLC publicly 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

NYC: Opening up Taxi Data Introduction – Theory – Methods – Findings – Discussion NYC: Opening up Taxi Data Moment of experimentation (#1) 1.1 TLC enacts transparency by sharing statistics on Twitter 1.2 Graduate student requests underlying data and shares is 1.3 Bloggers de-anonymize the data and expose TLC publicly Moment of experimentation (#2) 2.1 TLC creates API for bulk download of data, but excludes several columns with anonymized data 2.2 Civic technologists regard data as “severely devalued” “[Blogger] points out that there are a number of ways that the city could have more successfully anonymised the data.” (Guardian, June 27, 2014) 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

NYC: Opening up Taxi Data Introduction – Theory – Methods – Findings – Discussion NYC: Opening up Taxi Data Moment of experimentation (#1) 1.1 TLC enacts transparency by sharing statistics on Twitter 1.2 Graduate student requests underlying data and shares is 1.3 Bloggers de-anonymize the data and expose TLC publicly Moment of experimentation (#2) 1.1 TLC creates API for bulk download of data, but excludes several columns with anonymized data 1.2 Civic technologists regard data as “severely devalued” “[Blogger] points out that there are a number of ways that the city could have more successfully anonymised the data.” (Guardian, June 27, 2014) Moment of experimentation (#3) 3.1 TLC organized hackathon; participants are requested to sign non disclosure agreements 3.2 Disclosure practice is evaluated positively by participants Outcomes: Transparency strategy successfully enacted and new collaborations established 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

Discussion Transparency as a strategy Responses to paradox Introduction – Theory – Methods – Findings – Discussion Discussion Transparency as a strategy Not a universal “fix” but needs to be calibrated Can have unexpected but potentially beneficial outcomes beyond visibility Responses to paradox “Experimenting through” as an alternative lens to “working through” “Experimenting through” as a way to explain “more-than” outcomes 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018

Thank you. 34th EGOS Colloquium, Estonian Business School, Tallin | July 5-7, 2018