In this case study, we are able to take a close look at a situation not often encountered in the literature on ICTs in emerging economies: a private company from an emerging economy providing much-needed funding for a consortium in the US non-profit sector. This case study examines this training program by asking: How does cultural capital interact with the instructional design process, as defined by Young’s Culture-Based Model (CBM) framework, in this case of a cross-sector, cross-border training program?
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