| Abstrakt: |
Dramatic shifts brought about by globalization, technological innovation, and data-driven decision-making practices are immensely reflected in the landscape of 21st century higher education. Learning Analytics or LA is an emerging multidisciplinary, technological practice with the ultimate goal of producing effective learning to improve students' achievement in the tertiary level. Applications of LA have not yet been fully managed to redeem its promises especially since it is still at the stage of infancy in Malaysia. Since optimizing the use of LA necessitates weighing its value embeddedness, this paper aims to explore practices in strategic direction and leadership, which are critical to ensure the sustainable success of LA programs. This study utilized a qualitative research design and an interpretive paradigm. Using purposive sampling, seven respondents were selected for this single case study. Data was collected through semistructured interviews, focus group, and document analysis from a higher education institution in Kuala Lumpur, Malaysia. The findings from the thematic analysis show the interlocking significance of policies, procedures, and practice; leadership practice; and recommended strategies contributing to its sustainability. Key issues lie in how to integrate strategies, policies, practices, and procedures that should be executed under the right leadership and recommended corporate strategies. Above all, this study can be used to guide successful LA initiatives and implementation in HEIs in Malaysia. [ABSTRACT FROM AUTHOR] |
