Relevant bibliographies by topics / Business enterprises Australia Management

Academic literature on the topic 'Business enterprises Australia Management'

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Published: 10 December 2022
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Journal articles on the topic "Business enterprises Australia Management"

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Morfesi, David, and Iain Sandford. "Effective Compliance with Trade Law and International Business Integrity Requirements in Australia." Global Trade and Customs Journal 8, Issue 10 (October 1, 2013): 328–37. http://dx.doi.org/10.54648/gtcj2013046.

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This article considers the framework of Australian law, policy and institutions that raise compliance issues for enterprises undertaking business into and out of Australia. It provides a brief, practical perspective on the Australian frameworks that regulate: general import and export compliance; compliance with special regimes affecting certain goods, such as defence and strategic items; as well as Australia's strict quarantine requirements for food, biological products and other goods that risk introducing exotic pests and diseases. It also addresses Australia's increasing emphasis on 'business integrity' issues that affect how, where and with whom business is done. The article concludes by suggesting that Australian law requirements should be addressed in the context of the global compliance systems of internationally active businesses.
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Smith, Andrew, Eddie Oczkowski, Charles Noble, and Robert Macklin. "New management practices and enterprise training in Australia." International Journal of Manpower 24, no. 1 (February 1, 2003): 31–47. http://dx.doi.org/10.1108/01437720310464954.

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The widespread implementation of new management practices (NMPs) in industrialised countries has had a significant impact on employee training. Examines five NMPs: the learning organisation; total quality management; lean production/high performance work organisations; teamworking; and business process re‐engineering. Focuses on the relationship between organisational change and training at the enterprise level. The research identified important findings in six key areas: small business; the use of the vocational education and training system; the importance of the individual; the nature of training; the importance of behavioural skills; and organisational change. The study confirmed that workplace change is a major driver of improved training provision in enterprises. It showed unambiguously that most NMPs are associated with higher levels of training. The integration of training with business strategy was found to be the most important factor in driving training across a wide range of training activities and appears to lead to an across the board boost to enterprise training in all its forms.
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Sablok, Gitika, Pauline Stanton, Timothy Bartram, John Burgess, and Brendan Boyle. "Human resource development practices, managers and multinational enterprises in Australia." Education + Training 59, no. 5 (June 12, 2017): 483–501. http://dx.doi.org/10.1108/et-02-2016-0023.

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Purpose The purpose of this paper is to examine the HRD practices of multinational enterprises (MNEs) operating in Australia to understand the value that MNEs place on investment in their human capital, particularly managerial talent. Design/methodology/approach Drawing on a representative sample of 211 MNEs operating in Australia, this paper investigates the extent (using frequencies) and determinants (using logistic regression analysis) of training and development expenditure, management development strategies, talent management and succession planning policies. Findings The findings suggest that less than 20 per cent of MNEs operating in Australia are investing over 4 per cent of their annual pay bill on training and development. Furthermore, almost a quarter of firms invest less than 1 per cent in training and development. However, most MNEs invest in their managers and those with high potential through the use of management development programmes, talent management strategies and succession planning. Interestingly, in comparison to US MNEs, Australian MNEs were less likely to use management development or talent management programmes for senior management or high performing staff. Research limitations/implications The current study is cross-sectional and represents a snapshot of MNEs’ HRD practices at one point in time. The study measured the perceptions of the most senior HR manager and did not include the views of other organisational participants. The authors suggest the need for future research studies that incorporate longitudinal research designs and the views of different organisational actors. Practical implications HR managers or HRD specialists need to develop a strong understanding of the Australian institutional context, as well as demonstrate the importance/business case for an integrative approach to HRD. Originality/value This paper fulfils an identified need to study the HRD practices of MNEs operating in Australia, particularly focusing on the value that MNEs place on their human capital.
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Denny-Smith, George, and Martin Loosemore. "Integrating Indigenous enterprises into the Australian construction industry." Engineering, Construction and Architectural Management 24, no. 5 (September 18, 2017): 788–808. http://dx.doi.org/10.1108/ecam-01-2016-0001.

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Purpose The purpose of this paper is to explore the barriers to entry for Indigenous businesses into the Australian construction industry. Design/methodology/approach A national survey was conducted with 33 Indigenous businesses operating in the Australian construction industry. Findings The findings show that Indigenous enterprises face similar challenges to many small non-Indigenous enterprises wishing to enter the industry. These include adjusting to unique construction industry cultures and practices, breaking into existing business networks and building social capital and being under-cut by industry incumbents and competitors when tendering for projects. These barriers are similar to those faced by other non-Indigenous social enterprises, although Indigenous enterprises do appear to experience relatively greater difficulty in starting-up their businesses and in securing sufficient capital, finance and assistance to enable them to scale-up and tender for normal work packages at a competitive price. Research limitations/implications The results are limited to Australian Indigenous businesses. The survey does not allow a comparison of non-Indigenous and Indigenous businesses, although comparison of results with existing non-Indigenous research into small to medium-sized firms in construction does allow some tentative insights. These need to be explored further. Practical implications These results indicate that there are significant barriers to be addressed within the Australian construction industry if government indigenous procurement policies are to achieve their stated aims of increasing the number of Indigenous firms in the industry. The results also have important implications for Indigenous businesses and for non-Indigenous firms operating in the Australian construction industry. Social implications This is an important gap in knowledge to address if countries like Australia are to redress the significant inequalities in income and health suffered by Indigenous populations. Originality/value In countries like Australia, with significant Indigenous populations, governments are seeking to address persistent disadvantage by using new social procurement initiatives to create quasi construction markets for Indigenous enterprises to participate in the construction industry. While there is an emerging body of research into the barriers facing mainstream small to medium-sized enterprises and, to a lesser extent, social enterprises in construction, the barriers to entry facing Indigenous construction enterprises have been largely ignored.
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Fish, A., and J. Wood. "Cross-cultural Management Competence in Australian Business Enterprises." Asia Pacific Journal of Human Resources 35, no. 1 (January 1, 1997): 37–52. http://dx.doi.org/10.1177/103841119703500104.

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Xiang, Dong, and Andrew Worthington. "Finance-seeking behaviour and outcomes for small- and medium-sized enterprises." International Journal of Managerial Finance 11, no. 4 (September 7, 2015): 513–30. http://dx.doi.org/10.1108/ijmf-01-2013-0005.

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Purpose – Model finance-seeking behaviour and outcomes by Australian small- and medium-sized enterprises (SMEs) using firm-level panel data. The paper aims to discuss this issue. Design/methodology/approach – Using firm-level three-year panel data for more than 2,000 SMEs from the Business Longitudinal Database compiled by the Australian Bureau of Statistics, the authors estimate separate models for the seeking of finance (debt and/or equity) and the outcomes of finance seeking (successful or unsuccessful). Key explanatory variables include declared business focus (on financial, cost, operational, quality, innovation, and human resource measures), presence of business plans and other documentation related to successful finance seeking, innovation, indicators for family and foreign-owned businesses, and profitability. Control variables include sales, the number of employees, length of operations, export and import activity, government financial assistance, and industry classification. Findings – Business objectives together with a large number of firm-level characteristics, including firm age, size, industry and sales, profits, growth and exports, significantly affect both finance-seeking behaviour and outcomes. The authors find evidence that the pecking-order and agency cost theories of capital structure at least partly explain the financial behaviour of Australian SMEs. Research limitations/implications – Several of the responses in the underlying survey data are qualitative so the authors are unable to assess how the strength of these relationships varies by the levels of sales and profitability. Practical implications – The findings show that business objectives significantly affect SME finance-seeking decisions and outcomes. SMEs that focus on profitability or growth have a strong willingness to seek additional finance; in comparison, SMEs that focus on the quality of their products or services are less likely to apply for additional finance. As only half of the SMEs in the sample considered profitability or growth to be a major business focus, core business objectives greatly affect SME financing decisions. Further, pecking-order theory not trade-off theory better explains the financial behaviour of SMEs, yielding evidence that SMEs continue to face financial constraints when pursuing growth. Some evidence also of agency cost theory in the positive effects of family ownership on debt seeking. Originality/value – One of very few studies to examine finance seeking by SMEs, especially in Australia. Further, only study known to include declared business strategy, presence of business plans and other finance-related documentation and innovation in addition to the usual focus on growth and profitability to explain financing behaviour. Very large panel of longitudinal data used to explain financial decision making over time.
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Wan, Victor. "The Enterprise Workshop Programme in Australia." International Small Business Journal: Researching Entrepreneurship 7, no. 2 (January 1989): 23–34. http://dx.doi.org/10.1177/026624268900700202.

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D R. VICTOR WAN is with the Department of Accountancy and Legal Studies at the University of Wollongong, New South Wales, Australia. The Enterprise Workshop Programme was established in Australia in 1981 as an initiative of the Australian government. Its objective is to provide entrepreneurship training with the main emphasis being placed on the development of business planning skills. To date, the workshop programme has been established in every state in Australia. The workshop programme is currently being funded jointly by the government and private sector organisations. The purpose of this paper is to analyse the nature and effectiveness of the enterprise workshop programme. Data from a recent survey were analysed under the headings of (1) evaluation by past participants, (2) economic benefits of the programme, and (3) comments from sources other than past participants. Within the limitations discussed in the paper, the results of the survey and other sources of evidence are indicative of community support and favourable perceptions of the programme results by the various groups involved. It is concluded that the enterprise workshop programme has been effective in fulfilling its training objective, particularly in the training of business planning skills. However, its effectiveness could be enhanced if more emphasis in the training is placed on the development of personal qualities, rather than concentrating largely on the development of business planning skills. Overall, the workshop programme is seen as having an important demonstrative role to play in entrepreneurship training in Australia, especially in the light of the dearth of entrepreneurship training facilities in the country.
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Jie, Ferry, and Denise Gengatharen. "Australian food retail supply chain analysis." Business Process Management Journal 25, no. 2 (April 1, 2019): 271–87. http://dx.doi.org/10.1108/bpmj-03-2017-0065.

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PurposeThe Australian retail food sector, comprising mostly small enterprises, is undergoing change as a result of the innovative supply chain approach adopted. This change has implications across the entire food value chain in Australia. The purpose of this paper is to empirically investigate the adoption of supply chain management practices on small and medium enterprises (SMEs) in the Australian food retail industry.Design/methodology/approachThe study surveys 120 SME retailers in the food sector. A stepwise multiple regression using SPSS version 14.0 was performed on the data.FindingsStatistical results suggest that lean thinking and the quality of information shared can lead to greater efficient supply chain performance.Research limitations/implicationsThe small sample is the main limitation. The findings bear important implications for further research as understanding these dimensions can help to position key changes and industry improvement that will increase revenue and reduce cost to the SMEs in the food retail supply chain.Practical implicationsAdopting lean thinking and improving information sharing in the supply chain can reduce the cost for SMEs.Social implicationsThis study has unique implications for social sustainability, especially the smaller food enterprises, which are hard pressed to combat the challenges within the food sector.Originality/valueInnovative supply chain management helps SMEs to see beyond the silo mentality and helps them to focus on greater value addition in the supply chain.
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Akbar, Skye, and Rob Hallak. "Identifying Business Practices Promoting Sustainability in Aboriginal Tourism Enterprises in Remote Australia." Sustainability 11, no. 17 (August 23, 2019): 4589. http://dx.doi.org/10.3390/su11174589.

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Aboriginal tourism entrepreneurs operating in remote regions of Australia draw on their 60,000 years of heritage to offer unique and distinct cultural experiences to domestic and international tourists. Living and operating in remote climates presents challenges to achieving successful and sustainable enterprises, including extreme weather, substandard infrastructure, distance from policy makers, distance from markets and the commercialisation of culture, which is customarily owned by and for use by traditional custodians, to produce and deliver a market-ready tourism product. However, many remote Aboriginal tourism entrepreneurs nevertheless achieve success and sustainability. This paper builds on the work of Foley to identify the characteristics of successful remote Aboriginal tourism enterprises and Aboriginal entrepreneurs in remote areas and the resourceful and creative business practices used by remote Aboriginal entrepreneurs to overcome barriers to success and finds that ongoing connections to community and culture are a key factor in that success. It also draws on the United Nation’s Sustainable Development Goals to identify how the characteristics of remote tourism entrepreneurs and enterprises promote or inhibit the achievement of sustainability and suggests that they offer a framework for effective support of remote Aboriginal entrepreneurs. It concludes by noting that the industry would benefit from further investigation of the contributions made to sustainability by remote Aboriginal tourism enterprises and their stakeholders.
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Alam, Khorshed, Adewuyi Ayodele Adeyinka, and Retha Wiesner. "Smaller businesses and e-innovation: a winning combination in Australia." Journal of Business Strategy 41, no. 2 (May 6, 2019): 39–48. http://dx.doi.org/10.1108/jbs-11-2018-0186.

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Purpose The purpose of this paper is to understand whether or not factors that impact the performance–innovation nexus differ from one percentage level of performance to another among small- and medium-sized enterprises in regional Australia, with a specific focus on e-innovation by strategic and non-strategic firms in the agricultural sector and in other industries. Design/methodology/approach Researchers implicitly assumed that the performance–innovation relationship is uniform across high-level, mid-level and low-level performing small- and medium-sized enterprises. In this study, the authors analysed performance at different percentage levels. Findings The findings indicate that the levels of small- and medium-sized enterprises performance have a significant difference in terms of the factors influencing their performance. The industry may be a determinant of performance, which is similar in the case of the topmost performers in the non-agricultural sector. The major findings of this study are as follows: the performance–innovation relationship differs by the percentage level of small- and medium-sized enterprises performance; and Solow’s productivity paradox exists at the firm level. Practical implications The authors recommend that rural policies should target low-performing firms. Moreover, researchers should adopt methodologies that shed light on the differences in the performance–innovation nexus across performance levels rather than one-size-fits-all methodologies that are often adopted. Originality/value The major contributions of this study are that the performance–innovation relationship differs by the level of small- and medium-sized enterprises performance, and Solow’s productivity paradox exists at the firm level.
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Dissertations / Theses on the topic "Business enterprises Australia Management"

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Del, Rio Victor. "High-profile crisis management in Australian and New Zealand Organisations /." Connect to thesis, 2007. http://repository.unimelb.edu.au/10187/2272.

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Wismiarsi, Tri 1966. "Relationship between the degree of internationalisation, firm characteristics, international market orientation and learning orientation." Monash University, Dept. of Marketing, 2004. http://arrow.monash.edu.au/hdl/1959.1/5337.

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Santarelli, Bruno. "Creativity, design and management in Australian fashion enterprises." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2016. https://ro.ecu.edu.au/theses/1770.

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In this study a number of Australian fashion enterprises are investigated in an effort to understand how product development is managed and creativity facilitated. Of particular interest was the interaction between the various actors in the creative process and the manner in which they influenced creative output. The study was underpinned by a wideranging review of the literature that reflects the multidisciplinary nature of creativity and innovation in business. The study is timely because Australian fashion enterprises are operating in an increasingly challenging market with a perfect storm of competitive drivers at play. Technology enables instant dissemination of fashion trends and easy international shopping online. Tariff reductions and free trade agreements provide less protection for local manufacturers and revenues have contracted sharply in recent years. Retail revenues have flat-lined at a time when a number of global superbrands are opening stores in Australia with aggressive expansion plans. In response, government and industry groups are promoting product differentiation and innovation as key levers for competitiveness for Australian businesses. The reason for undertaking the study was to investigate contemporary product development practices, to identify barriers to creativity and find ways that enterprises can leverage the creative abilities of employees to improve innovation practices. Managers of six enterprises from a diverse range of markets and enterprise types agreed to participate in a descriptive study of their product development practices. The study deployed a qualitative case based methodology and used a combination of data collection types including participant observation and field observation, field interviews, documents and artefacts. The data was analysed within case for key contextual findings and across case for broader themes and patterns. Participant enterprises employed a variety of approaches to product development as described in the innovation literature (for example, Cappetta, Cillo, & Ponti, 2006; Cillo & Verona, 2008; Dell'Era & Verganti, 2007; Payne, 2011; Perks, Cooper, & Jones, 2005; Ward, Runcie, & Morris, 2009; Weller, 2007), with hybrid approaches at work in some cases. Management were not always aware of the practice implications for the various approaches, and though all participants deemed creativity important, it was not explicitly measured or rewarded. The dichotomy between management and creativity, a prevalent theme in the literature (for example, Adorno, 1997; Caves, 2000; Townley, Beech, & McKinlay, 2009), did not present strongly in the participant cases. Instead, more collaborative creative practices were in evidence where designers, merchandisers, sales and business managers developed and decided on product together. The study provides rich detail about collaborative product development practices at an operational level that balances the management and leadership focus of the literature by leading creativity scholars in the field (for example, Amabile, Schatzel, Moneta, & Kramer, 2004; Basadur, 2004; Černe, Jaklič, & Škerlavaj, 2013; Mumford, Scott, Gaddis, & Strange, 2002; Shalley & Gilson, 2004). Similar to Tran’s (2010) detailed study on the practice of fashion designers, this study provides a window into distributed creative processes involving a variety of actors. Cross case analysis has revealed a number of themes that have implications for practice. These include the need for greater alignment of product development with strategic intent; the influence of organisational structure and reporting on creative processes; and the need to develop metrics and performance management systems that focus specifically on creativity.
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Venkatesan, Venkateswara S. "The marketing orientation of small and medium enterprises: An Australian study." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2000. https://ro.ecu.edu.au/theses/1497.

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The market orientation construct has emerged as a key marketing theme in the 1990's. While the concept of being focussed on the market (customers and competitors) has been known since the early 1950's (e.g. Drucker,1954), putting the concept into practice through a set of specific actions has eluded many organisations and academics. As a result, market orientation (also termed market focus, customer focus and competitor focus) had remained a business philosophy (Bennett & Cooper, 1979: Felton, 1959; Konopa & Calabro,1971) more than a strategic approach. While there have been sporadic attempts at defining or operationalisinga marketing or customer orientation in the past (Gronrnos, 1989: Kotler, 1977: Masiello, 1988: Webster,1988), the first serious effort in the early 1990's when Kohli and Jaworski (1990) and Narver and Slater (1990 defined market orientation as a set of organisational activities or behaviours. Narver and Slater also found a positive link between having such an orientation and business performance. The emphasis in both models was on obtaining and understanding customers and competitors and responding to customers' needs better than competitors through a coordinated effort across the organisation. Subsequently a number of studies have supported the positive relationship between market orientation and business performance. However, results have not been consistent and several variables have been shown to moderate the market orientation performance relationship. All of the major market orientation studies have been undertaken within large organisations and very little is known about the market orientation of small and medium enterprises (SMEs), or of its relationship to their performance. It is recognised that SMEs are different from large businesses some of their marketing practices are unique to SME. Given this uniqueness, the present research examined the applicability of existing market orientation constructs and models to SMEs. For this purpose, Kohli and Jaworski's and Narver and Slater's constructs were modified and some unique SME items were added. Following a staged research approach, as recommended by Churchill (1979), a randomly chosen sample of Australian SMEs was surveyed. In all, more than 700 responses were received, of which 542, were used in the present study. The results obtained suggested that while a form of market orientation existed in SMEs, its operationalisation was different. Of Kohli and Jaworski’s (1990) three dimensions, (intelligence generation, dissemination and organisational response), organisational response could not be supported. The study also provided support for Narver and Slater's (1990) customer and competitor orientation constructs. The third construct 'inter-functional coordination' was not included as early qualitative interviews made it clear that it had no meaning in an SME context. Customer and competitor orientations emerged as distinct constructs but the interrelationship between the two suggested the presence of a higher order 'market orientation' construct. Compared to the organisations analysed in earlier studies, the SMEs in the current study were small in size and very few had multiple functional areas. In most of the businesses, marketing did not exist as a separate function. Consequently there was 110 support for constructs such as organisational response and inter-functional coordination. The informal nature of SMEs marketing activities was evident in the market orientation constructs. It appeared that SMEs collect their intelligence through informal means. Their marketing activities were also based more on intuition than logic. Apart from customer and competitor orientations, a customer service orientation emerged as an important element. Having a customer service orientation led to customer satisfaction and, hence, to repeal business, which was considered to be extremely important by the small businesses surveyed. Having a customer service orientation also had a positive impact on the organisational commitment of employees, repeat business and business performance. The overall impact of customer orientation and competitor orientation on business performance was positive, but small. This was not surprising as respondents took a casual or intuitive approach to marketing. It seems that small business performance is constrained by factors other than marketing, such as the availability of resources. Further, even among large businesses. The market orientation-performance relationship has not been consistently positive or significant. The present results suggest that market orientation, as practised in large businesses, or as articulated by academics, may not be applicable to SMEs and that customer service elements needed to be included in the model. As regards performance, the results obtained suggest that factors other than marketing are also critical and fun her research is needed to tease out the nature of these additional factors.
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Mroczkowski, Nicholas A. (Nicholas Andrew) 1951. "Initial public offerings in Australia : an empirical examination of initial price and aftermarket operating performance of family and non-family controlled companies." Monash University, Dept. of Accounting and Finance, 2003. http://arrow.monash.edu.au/hdl/1959.1/5772.

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Blackman, Alan John, and n/a. "Entrepreneurs: Interrelationships Between Their Characteristics, Values, Expectations, Management Practices and SME Performance." Griffith University. School of Marketing and Management, 2004. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20040615.154732.

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This original research seeks to identify unique predictive relationships between the characteristics, values and expectations of entrepreneurs in small and medium sized enterprises (SMEs) and the management practices they choose; and then, the relationships between those practices and business performance. It adds to the current understanding of the impact of entrepreneurs on the performance of their businesses and has also led to the development of two new tools for assessing the performance of SMEs. Growth of the SME sector is important to the public policy agendas of governments, like those in Australia, that are seeking to optimise the employment opportunities associated with an SME sector in which "success" is the norm because SME failure, or underperformance, is associated with many social costs; costs that include reduced earnings for proprietors, potential job loss for staff and financial hardship for suppliers, as well as a reduction in the average per capita spending power of the community in which the failed or under performing business is based. For the SME, business strategy development and implementation is often the role of the entrepreneur owner-manager. The characteristics, values and expectations of entrepreneurs in SMEs may thus influence their choice of management practices and thereby the performance of their businesses. As Cooper (1998) argued: "the primary motivations of the entrepreneur bear upon not only the decision to start but also upon the decisions about how to manage, including whether or not to grow the firm aggressively" (p. 247). Johnson (1990) suggested that there is a strong need to focus future research on the motivation mechanisms of entrepreneurs as drivers of the entrepreneurial process. Johnson's view supports the entrepreneurial trait school of thought that development of an understanding of the individual entrepreneur's characteristics, values and expectations might provide worthwhile insight into her or his behaviour and its relationship to SME success and failure. The purposes of this research, therefore, were, first, to determine the importance of the attributed and attained characteristics of the entrepreneur on the formation of his or her values and expectations; second, to determine the influence of those values and expectations on the choice of management practices; third, to determine the degree to which those management practices influence business performance; and last, to develop a scale of measurement for entrepreneur characteristics, values and expectations that can be used to predict business performance. To enable limited comparison with Kotey's and Meredith's (1997) findings and to control for between industry and between state influences, the chosen context for the research was the furniture industry in Queensland. To add to current knowledge in SME management practices and performance, two new measurement tools were developed for this research. The first quantifies the positiveness of the business intentions of the entrepreneur. The second is a scaled index of perceived performance that takes account of the importance given by an entrepreneur to eight common business objectives and the degree to which he or she is satisfied with the performance of the business for each objective. Both tools are important additions to the limited existing armoury of tools available to researchers seeking to understand and predict SME performance. For the first time, the findings of this research indicate negative relationships between parent occupation skill levels and the importance given by entrepreneurs to the values of responsibility, honesty and competence and the negative role of the entrepreneur's achieved highest qualification on the importance given to values of affection, compassion, religion and national security. The findings thereby highlight the important role played by an entrepreneur's attained characteristics on the formation of his or her values. As well, the results show the important role played by values such as power and responsibility, as well as by high internal locus of control, on an entrepreneur's selection of planning, marketing and future management practices. In turn, the impact of those practices on business performance, as measured by the overall satisfaction of the entrepreneur and the newly created Scaled Index of Perceived Performance, is demonstrated. In so doing, the results shed more light on the complex relationships between entrepreneurs, the management practices they choose, and business performance. For the furniture industry in Queensland, the findings confirm Cooper's (1998) view that there is an empirical relationship between business founding processes and the performance of the business. Also supported is Kotey's and Meredith's (1997) broad finding for the furniture industry in New South Wales that "personal values of owner/managers, the strategies they adopt in operating their firms, and the performance outcomes of their businesses are empirically related" (1997, p. 59). Future research is needed to develop a causal model for those relationships in a variety of SME and other contexts.
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Zhang, Qing. "Management of construction international joint ventures between Australia and Asia." Thesis, Queensland University of Technology, 2000. https://eprints.qut.edu.au/36103/1/36103_Zhang_2000.pdf.

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In recent years, many of South East Asian countries have experienced high levels of economic growth. Coupled with their sheer population, this has led to a huge demand for the improvement of infrastructure. The construction market is growing rapidly in these countries, with governments encouraging multinational companies to set up joint ventures with the local companies to bring in advanced construction technology. International Joint Venture (IJV) as a unique formation of project structure has become one of the most widely used methods for multinational construction companies to enter into the Asian market. Australia is building closer relationships with Asian countries and is playing an active role in the economy development of Asia Pacific region. Australian contractors are also trying to gain a foothold in the international construction market. They have the geographical advantage over their US or European competitors to target the Asian market. Despite all this, the Australian construction industry has been slow in accessing the Asian market, and has experienced many difficulties. As a result of the increasing interest in joint ventures in the business environment and the high failure rate of the IJV, the study of IJV is gaining increasing popularity among researchers. Most of the research has focused on the motivations to joint venture. For example, past studies have investigated joint ventures as means of coping with resource limitations and uncertainty, reduction of risk and/or uncertainty, and expediting entry into a new geographic or technological market. Another focus of joint venture research has been on joint venture performance and control. However, little literature is available on how to manage the IJV between Australia and Asian countries. As more and more Australian companies are forming joint ventures in Asian developing countries, it is important to investigate the performance of these joint ventures. This research project aims at the Australian IJV in Asia. After the analysis of existing joint venture problems, four areas of joint venture management - joint venture formation, joint venture partnership and negotiation, joint venture organisational management and joint venture project management have been identified as the research concentration. Industry interviews and a questionnaire survey has been used to collect data. Research findings are further developed into a theoretical model for Australian IJV management.
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Cripps, Helen. "Collaborative business relationships and the use of ICT: The case of the marine, defence and resources cluster, Western Australia." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2007. https://ro.ecu.edu.au/theses/301.

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The research project was developed from an Australian Research Council Grant designed to investigate collaborative commerce and its impact on regional economic development. Through a process of consultation with the industry partner, the South West Group, the research was designed to investigate the drivers and inhibitors of collaborative relationships and the factors that impact on the creation and sustaining of these relationships. The role of Information Communication Technology (ICT) in facilitating and sustaining collaborative relationships and the perceived benefits and drawbacks of collaborative relationships were also investigated. The research sought to identify models of the best adoption of collaborative relationships.
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Sakurai, Yuka. "Problems and prospects in cross-cultural interactions in Japanese multinational corporations in Australia." View thesis entry in Australian Digital Theses Program, 2001. http://thesis.anu.edu.au/public/adt-ANU20020122.092141/index.html.

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Ash, Colin. "Exploring The Antecedents Of Successful E-business Implementations Through ERP : A Longitudinal Study of SAP-based Organisations 1999-2003." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2003. https://ro.ecu.edu.au/theses/1486.

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This research was carried out between 1999 and 2003 on the use of e-business applications in ERP-based organisations. A composite research method based on structured case studies was developed for this study. It combined the application of case methods by Carroll et al. (1998], Klein and Myer (1998), and Eisenhardt (1989). This was used to provide a focused, yet flexible structure, as a dynamic approach to case study interpretive research. The research method used three distinct models at three progressive stages of the study, to provide a multi-faceted view of each case. This composite case-based method was developed to maintain the balance between research rigour and relevance. A pilot case study of nine Australian SAP sites helped ground the theory of the study. This was followed by three stages of study of eleven international cases within a diverse industry context. The method revealed the antecedents of e-business success using the findings from case analyses against three separate research models B2B interaction, e-business change, and virtual organising. A final conceptual framework was developed as new theory of e-business transformation. The theory views e-business transformation as realising the benefits from virtual organising within complex B2B interactions by utilising the facilitators of successful e-business change. The research demonstrates that successful e-business transformation with ERP occurs when value propositions are realised through integration and differentiation of technologies used to support new business models to deliver products and services online. The associated management practice evolves through efficiency from self-service, effectiveness through empowerment towards customer care, and value enhancement from extensive relationship building with multiple alliances. The new theory of e-business transformation identifies the stages of e-business growth and development as a comprehensive plan that should assist managers of ERP-based organisations in migrating their company towards a successful e-business organisation. The detailed analysis of the findings offers a foundational per11pectlve of strategies, tactics and performance objectives for e-ERP implementations. The strength of the theory lies in the synthesis of multiple case analyses using three different lenses over three separate time periods. The triangulation of the three research frameworks provides a method for study at appropriate levels of complexity. It is evolutionary in nature and is content driven. Other researchers are urged to apply similar multi-viewed analysis.
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Books on the topic "Business enterprises Australia Management"

1

Financial management and policy in Australia. 4th ed. Sydney: Prentice Hall, 1995.

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W, English John. How to organise and operate a small business in Australia. 5th ed. St. Leonards, Australia: Allen & Unwin, 1992.

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How to organise & operate a small business in Australia: How to turn ideas into success : from Australia's leading small business writer. Crows Nest, N.S.W: Allen & Unwin, 2012.

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Naked truth: An open letter to the Australian working community. Warriewood, N.S.W: Woodslane Press, 1996.

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Meltzer, Gloria. Minding her own business: An insider's guide to some of Australia's most successful small businesses, and the women behind them. Sydney: McGraw-Hill, 2003.

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Commission, Australian Trade, and Commonwealth Banking Corporation (Australia), eds. Going global : overseas and undersold: Australian business successes in the international marketplace. Crows Nest, N.S.W: ABC Enterprises, 1990.

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Ethics of Chinese and Australian business managers: A comparative investigation about corruption. Hauppauge, NY: Nova Science Publishers, 2010.

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Office, Australian Audit. Efficiency audit report: Parliament House Construction Authority: construction project management. Canberra: Australian Govt. Pub. Service, 1987.

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1961-, Zhu Ying, ed. Managing Chinese outward foreign direct investment: From entry strategy to sustainable development in Australia. New York: Palgrave Macmillan, 2016.

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Mary, Barrett, ed. Learning family business: Paradoxes and pathways. Aldershot, Hampshire, England: Ashgate, 2002.

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Book chapters on the topic "Business enterprises Australia Management"

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Graves, Tom S. "Business Architectures for Niche-Market Enterprises." In Business Architecture Management, 271–85. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-14571-6_14.

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Emmanuel, Clive, David Otley, and Kenneth Merchant. "The management of business enterprises." In Accounting for Management Control, 87–108. Boston, MA: Springer US, 1990. http://dx.doi.org/10.1007/978-1-4899-6952-1_4.

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Pînzaru, Florina, Wioletta Wereda, Ion Moldoveanu, and Victor-Emanuel Ciuciuc. "Sustainable Management of IT Enterprises." In Business Revolution in a Digital Era, 101–13. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-59972-0_8.

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Buckley, Peter J. "International Business versus International Management?" In Foreign Direct Investment and Multinational Enterprises, 60–74. London: Palgrave Macmillan UK, 1995. http://dx.doi.org/10.1057/9780230378513_5.

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Fellmann, Michael, and Michael Leyer. "Value of Context-Awareness in Business Services." In Capability Management in Digital Enterprises, 343–53. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-90424-5_18.

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Zeise, Nicole, Marco Link, and Erich Ortner. "Controlling of Dynamic Enterprises by Indicators – A Foundational Approach." In Business Process Management Workshops, 521–30. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-20511-8_48.

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Castano, Silvana, Alfio Ferrara, and Stefano Montanelli. "Ontology Knowledge Spaces for Semantic Collaboration in Networked Enterprises." In Business Process Management Workshops, 336–47. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/11837862_32.

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Chen, Pin. "Architecture-Based Interoperability Evaluation in Evolutions of Networked Enterprises." In Business Process Management Workshops, 293–304. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/11678564_26.

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Czubayko, Ulrich, Hasan Koç, and Jan-Christian Kuhr. "Capability-Driven Business Process Outsourcing in Utility Industries." In Capability Management in Digital Enterprises, 233–54. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-90424-5_13.

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Zdravkovic, Jelena, Janis Stirna, and Janis Grabis. "Capability Consideration in Business and Enterprise Architecture Frameworks." In Capability Management in Digital Enterprises, 41–56. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-90424-5_3.

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Conference papers on the topic "Business enterprises Australia Management"

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Hawking, Paul, Susan Foster, and Penny Bassett. "An Applied Approach to Teaching HR Concepts Using an ERP System." In 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2501.

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Enterprise Resource Planning (ERP) systems offer a software-based system that handles an enterprise’s total information system needs in an integrated fashion. These systems are purported to incorporate “best business practice”. Many universities have realized the potential of these systems as educational tools and have developed curriculum accordingly. Many companies in recent times have identified the benefits of the Human Resources functionality offered by ERP systems. However universities in Australia have not realized the potential of this functionality as a teaching tool to reinforce many of the concepts covered in a Human Resource Management curriculum. This paper outlines the experiences at Victoria University where SAP Human Resources functionality was incorporated for the first time. It also describes a number of student projects under development that will enhance this curriculum development. The paper will provide a model to other universities who are considering developing similar type of curriculum. .
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Hrinchenko, Raisa, and Oleksandr Litvinov. "Change management at enterprises: basic elements for ukrainian enterprises." In Sustainable Business Development Perspectives 2022. Brno: Masaryk University Press, 2022. http://dx.doi.org/10.5817/cz.muni.p280-0197-2022-6.

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Military actions on the territory of Ukraine, the consequences of limiting the activities of economic entities in wartime require a new approach to enterprise management, which would be able to respond flexibly and adapt to changes in operating conditions, seek ways and sources of resumption to meet the urgent needs of the state and further accelerating the recovery of the national economy. This paper examines the theoretical approaches to change management in enterprises and considers the basic elements of change management. Drawing on a mixed-methods design, the paper examines algorithm of the change management formation. The paper explains basic elements and goals of the change management for Ukrainians` enterprises. The paper contributes to change management by explicating the components of the change management system. It is proposed to present the general management system of adaptation of the enterprise as a cyclical movement. The management system of enterprise adaptation to change is a combination, of a system of principles, functions, tools, methods and tools of the most successful, effective management concepts, formed separately for each of the four components: organizational and economic, legal, technological and social, based on analysis and assessment of the preconditions for the formation of such a system using an integrated approach to analysis and evaluation. The change management system is based on a combination of elements of system, functional and process approaches, which allows the company to combine techniques and management methods for the components of the components of the change management system.
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Szymanska, Elžbieta. "The internal factors which affect the innovativeness of tourist enterprises." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.04.

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The aim of this article is to indicate internal factors which affect the enhancement of tourist enterprises innovativeness. The Author attempts to identify the main factors nased on the literature, subsequently verifying the theoretical assumptions in the empirical studies. There are present results of two conducted surveys: the survey performed on a group of 215 different tourist enterprises, and amoug them 98 travel agencies, and the survey performed on a group of 42 innovative touroperators. In order to achieve the objective, the questionnaire and rakk methods were used. The study showed the following - the owner play a major role but the importance of individual factors in innovative enterprises is much higher than in the average tourist enterprises.
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Bitkowska, Agnieszka. "Business Process Management In Enterprises In Poland." In Contemporary Issues in Business, Management and Education ‘2012. Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/cibme.2012.26.

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Anisimov, Yu P., Yu V. Zhuravlev, I. V. Kuksova, and L. I. Balabanova. "Management of Innovative Business Processes of Enterprises." In Russian Conference on Digital Economy and Knowledge Management (RuDEcK 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200730.069.

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Jelinkova, Martina, Hana Lostakova, and Eva Pakostova. "TOOLS FOR CREATING POSITIVE REPUTATION WITH CUSTOMERS FOR CHEMICAL INDUSTRIAL ENTERPRISES." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.47.

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The scientific literature claims that a positive reputation is based on the effective management of all elements of the so-called corporate identity, i.e. corporate philosophy, culture, design, product and communication. The aim of our qualitative research in three large chemical industrial enterprises in the Czech Republic was to identify which specific tools within their corporate identity the enterprises use and consider to be most effective for the creation of their positive reputation with customers. The result is a comprehensive overview of the tools for creating a positive reputation with customers, especially for large industrial enterprises, not only in the Czech Republic.
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Ingaldi, Manuela. "METHODS OF SERVICE QUALITY ASSESSMENT – PRELIMINARY RESULTS OF SURVEY FOR ENTERPRISES." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.46.

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There are many service enterprises on the market, which offers different type of services practically every day. Quality assessment of such services is very difficult. There are many methods that can be used in such a situation, but it should be emphasized that in such researches customers’ opinions are usually used. The purpose of the paper is to present a survey on the use of methods of service quality assessment. In the paper preliminary results of the survey from point of view of the service enterprises are presented. The enterprises were asked to indicate what methods they used, what information they received thanks to such research, what happened to the obtained results and what problems they en-countered. Preliminary research was carried out between September and December 2017. The re-search will be continued throughout 2018. At the same time, the research is conducted from the point of view of the customers of such enterprises. The final results of the research will help the service en-terprises to choose right research method and can be used by various service companies.
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Lihua, Li, and Yue Feifei. "Knowledge Management in High Technology Enterprises." In 2010 International Conference on E-Business and E-Government (ICEE). IEEE, 2010. http://dx.doi.org/10.1109/icee.2010.461.

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Jianhua, Zhou. "Agglomeration within industry, vertical spillovers related industries and enterprises efficiency — Based on panel data of Guangdong Province manufacturing enterprises." In Business Management and Electronic Information. 2011 International Conference on Business Management and Electronic Information (BMEI 2011). IEEE, 2011. http://dx.doi.org/10.1109/icbmei.2011.5917929.

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Alanazi, Badar Mohammad Almeajel. "EFFECTIVE IMPLEMENTATION OF CORPORATE GOVERNANCE: A COMPARATIVE LEGAL ANALYSIS ON SAUDI ARABIA AND AUSTRALIA REGULATIONS." In 11th Business & Management Conference, Dubai. International Institute of Social and Economic Sciences, 2020. http://dx.doi.org/10.20472/bmc.2020.011.002.

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Reports on the topic "Business enterprises Australia Management"

1

Granada, Isabel, Pier Saraceno, and Anna Camilo. The Importance of Financial Information in the Transport Sector: an Encouragement to New Outlooks and Perspectives in Light of the IDB's Vision 2025. Inter-American Development Bank, April 2022. http://dx.doi.org/10.18235/0004152.

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Services in the transport sector in Latin America & the Caribbean are provided mainly by private enterprises of different sizes. However, as technical transport specialists, our knowledge and understanding of their management strategies and financial objectives remains limited. Most of the sectorial attention is rightly dedicated to the analysis of the effectiveness and efficiency of the products/services provided by companies, leaving out of the picture the focus on the “business” side of their structures and operations. Such lack of awareness can be linked to several reasons. But one of the motives that mostly hinder transport practitioners from further analyzing these aspects is the ability to speak the private companies “financial language”. Engineers, planners, and even economists are not always familiar with the instruments of financial analysis, management accounting or corporate finance; concepts that are at the core of this language. When it comes to financial analysis, sectors practitioners are mainly biased in thinking about PPPs issues and project finance. This is certainly not a fault per se! However, such a narrow focus can unquestionably represent an obstacle to the full comprehension of the phenomena and rationales that impact the sectors functioning
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