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Language learning strategies: An holistic view

100%
Griffiths C., Cansiz G.
Studies in Second Language Learning and Teaching
|
2015
|
vol. 5
|
issue 3
473-493
EN
The language learning strategy question has been debated on a number of levels, including definition, the strategy/success relationship and strategy coordination. In addition, awareness has been steadily growing of the importance of taking an holistic view of the strategy phenomenon and examining strategies not just in isolation but as part of an overall picture which includes learning situation, learning target and individual learner characteristics. This article will first of all review the literature and the previous research on these controversial issues, and suggest a workable definition. Then, in order to illustrate the importance of such an holistic view, the results of a small scale study which looks at the strategies used by 16 successful language learners who were all either teaching English or teaching in English at university level will be reported. The quantitative results indicated that these successful learners used many strategies, especially those that suited their goals and their situations; they also frequently used and carefully orchestrated strategy repertoires which suited their own individual needs. The responses of one highly successful respondent were also examined qualitatively. The implications of these findings and the importance of viewing learners holistically are discussed and suggestions are made for ongoing research.
2
Publication available in full text mode
Content available

Language learning strategies: An holistic view

100%
Griffiths C., Cansiz G.
Studies in Second Language Learning and Teaching
|
2015
|
vol. 5
|
issue 3
473-493
EN
The language learning strategy question has been debated on a number of levels, including definition, the strategy/success relationship and strategy coordination. In addition, awareness has been steadily growing of the importance of taking an holistic view of the strategy phenomenon and examining strategies not just in isolation but as part of an overall picture which includes learning situation, learning target and individual learner characteristics. This article will first of all review the literature and the previous research on these controversial issues, and suggest a workable definition. Then, in order to illustrate the importance of such an holistic view, the results of a small scale study which looks at the strategies used by 16 successful language learners who were all either teaching English or teaching in English at university level will be reported. The quantitative results indicated that these successful learners used many strategies, especially those that suited their goals and their situations; they also frequently used and carefully orchestrated strategy repertoires which suited their own individual needs. The responses of one highly successful respondent were also examined qualitatively. The implications of these findings and the importance of viewing learners holistically are discussed and suggestions are made for ongoing research.
3
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Korporacje transnarodowe wobec wyzwań xxi wieku

84%
Rosińska-Bukowska M.
Studia Prawno-Ekonomiczne
|
2017
|
vol. 104
315-328
PL
Celem artykułu jest próba wskazania głównych kierunków zmian w korporacjach transnarodowych (KTN) w wyniku przemian zachodzących w gospodarce światowej, w efekcie przechodzenia kolejnych fal globalizacji. Przedstawiono proces integracji systemów korporacyjnych jako mechanizm dostosowawczy, będący odpowiedzią KTN na coraz to nowe wyzwania. Efektem zmian jest kreacja globalnych sieci biznesowych (GSB) i pojawienie się KTN-orchestrators. KTN-orchestrators GSB to najpotężniejsze KTN, które uzyskały ten status, budując swoje modele rozwojowe na ideach koherencji, zrównoważonego zarządzania, orkiestracji, regulacji. Wykorzystując metodologię teorii ugruntowanej ustalono, że filarami strategii KTN-orchestrators są: sieciowość, kooperencja, glokalność, wielopłaszczyznowość. Artykuł składa się z trzech części. Pierwsza przedstawia ewolucję KTN postrzeganą jako konsekwencja implementacji wyzwań stawianych przez gospodarkę światową. Podkreślono, że kolejne etapy globalizacji wymuszały systematyczne zmiany w modelach biznesowych korporacji. Zauważono, że dostosowania strategiczne układają się w pewien charakterystyczny schemat. Metoda poprawy konkurencyjności podmiotów uczestniczących przypomina realizację klasycznej koncepcji integracji gospodarczej – skonstruowano model procesu integracji biznesowej. Druga część opracowania stanowi próbę wyjaśnienia istoty modelu KTN-orchestrators GSB oraz zmian w modelach zarządzania tych organizacji, które aby sprostać nowym wyzwaniom wypracowały adekwatne filary modeli rozwojowych. Zwrócono uwagę, że ten nowy typ podmiotów ze względu na swój charakter powinien być traktowany inaczej niż tradycyjne, monolityczne KTN. W ostatniej części artykułu w celu egzemplifikacji zbieżności priorytetów strategicznych KTN-orchestrators ze wskazanymi w oparciu o metodologię Grounded Theory Method filarami przedstawiono studium przypadku dla sektora motoryzacyjnego (Toyota, Ford, VW) – stanowiące element całości przeprowadzonego badania na grupie 250 KTN notowanych w Top 100 non-financial TNCs World Investment Report 1991–2013.
EN
The aim of the study is an attempt to indicate how transnational corporations have changed as a result of waves of globalization. The author makes effort to demonstrate that pillars of development models TNC-orchestrators is their response to the challenges of 21st century. The article consists of three parts. The first one presents the evolution of transnational corporations (TNCs), seen as the consequence of changes in the economy. The efforts were made to indicate how the consecutive stages of globalization have determined the changes in corporations’ strategies. TNCs manifestation of the changes at that stage corporate globalization is the development of Global Business Networks (GBN). It was noted that they are a result of implementing the concept of integration as a method of improving the competitiveness of the participating actors – business integration model. The second part of the study is discussion on the substance of the changes in management models of transnational corporations which are to meet new challenges. The attention was drawn to a new type of entities – TNC-orchestrators, which because of its nature (pillars of development models), should be treated differently to a traditional business. In the last part of article the author presented pillars of development models TNC-orchestrators GBN as a case study for the automotive sector (Toyota, Ford, VW).
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