ABSTRACT
It is ironic that universities and other educational organisations which supportteaching, learning and research are so apparently resistant to change and, unlikethe ‘learning organisation’ described by Peter Senge in his book The FifthDiscipline: ‘[where] people continually expand their capacity to create the resultsthey truly desire, where new and expansive patterns of thinking are nurtured,where collective aspiration is set free, and where people are continually learninghow to learn together (Senge 1990:3). In higher education, increasing differentiation has resulted in more competitive marketing of institutions andprogrammes with information technology identified as a core capability. Manyinstitutions are investing heavily in upgrading their technology infrastructureand developing applications which will give them a competitive advantage.
