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Journal articles on the topic 'Executives Australia'
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1
Phillips, Peter, and Julie Cotter. "The technostructure gap the educational qualifications of executive and non-executive directors." Corporate Ownership and Control 7, no. 4 (2010): 102–13. http://dx.doi.org/10.22495/cocv7i4p7.
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The purpose of this paper is to investigate the educational qualifications and experience of executive and non-executive members of directorial boards in Australia. Inspired by Galbraith’s (1967) analysis of the ‘technostructure’, we examine the educational qualifications of managerial (executive) directors and non-executive directors to assess the extent of divergences in the relevance (to the company’s operations) of executives’ and non-executives’ educational qualifications. In addition, we measure the ‘relatedness’ of executives’ and non-executives’ educational qualifications to determine the extent to which the set of educational qualifications of executive directors diverges from that of non-executive directors. We find significant differences in the relevance of the educational qualifications possessed by executives and non-executives. We also find very low relatedness between the two sets of educational qualifications. The advantages of board diversity on the one hand and the disadvantages that may attend potentially sub-optimal technical information flow on the other are discussed.
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Istiaq Azim, Mohammad, Joyce Chua Ai Mei, and Samina Rahman. "Executives’ remuneration and company performance: An evaluation." Corporate Board role duties and composition 7, no. 2 (2011): 16–31. http://dx.doi.org/10.22495/cbv7i2art2.
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Executive pay became a much discussed issue during the recent global financial crisis. Substantial research has been done in the United States and United Kingdom, while research in Australia is still limited, especially in terms of using the data for the financial crisis. This paper will investigate the relationship between Australian executives’ remuneration and their companies’ performance during the global financial crisis. Two approaches were used to examine the relationship: firstly, an investigation of the pay-for performance relationship that existed during the global financial crisis; and secondly, checking the robustness test by using one year before-and-after data. The sample is taken from the Top 200 companies from the Australian Stock Exchange (ASX) list for 2007 and 2008. In order to achieve a better understanding of this relationship, a conceptual model has been developed. Results show that Australia’s business reward system is quite effective because executives’ remuneration were reduced by their respective companies when they underperformed during this particular crisis. Overall, this study concludes that there is a positive and significant relationship between executives’ remuneration and company performance during the global financial crisis, with higher sensitivity to market-based performance measures than accounting-based performance measures.
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Schoenemann, Andreas. "Executive Remuneration in New Zealand and Australia - Do Current Laws, Regulations and Guidelines Ensure "Pay for Performance"?" Victoria University of Wellington Law Review 37, no. 1 (May 1, 2006): 31. http://dx.doi.org/10.26686/vuwlr.v37i1.5558.
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This article undertakes an examination of the current corporate governance frameworks relating to the remuneration of executives, and particularly executive directors, of listed companies in New Zealand and Australia. The theoretical background of the article builds on agency theory and managerial power theory. On this basis, performance-related remuneration is identified as crucial in aligning the divergent interests of shareholders and executives. Theories also suggest that the board of directors alone is not a sufficient mechanism to ensure that performance-related pay is implemented in practice. Examination of substantive remuneration rules regarding the structure and form of remuneration agreements finds that in both New Zealand and Australia the relevant problems are only sparsely addressed in enforceable law. More emphasis is put on procedural remuneration rules. Particularly in the fields of disclosure and shareholder involvement, Australia is a step ahead of New Zealand.
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Zhao, Shuming, Cathy Sheehan, Helen De Cieri, and Brian Cooper. "A comparative study of HR involvement in strategic decision-making in China and Australia." Chinese Management Studies 13, no. 2 (June 3, 2019): 258–75. http://dx.doi.org/10.1108/cms-08-2018-0643.
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Purpose The purpose of this paper is to address gaps in the knowledge about human resource (HR) professional involvement in strategic decision-making in China compared with that in Australia. Design/methodology/approach First, the authors compare the strategic involvement of Chinese and Australian HR professionals. Second, based on the upper echelon theory, the authors compare the impact of chief executive officer (CEO) and top management team (TMT) between both countries on HR involvement in strategic decision-making. Data were collected from matched pairs of HR and TMT executives in China (n = 168) and in Australia (n = 102). Findings Results indicate a difference, despite of no statistical significance, in HR involvement in strategic decision-making between Chinese and Australian samples. TMT behavioural integration was positively related to HR involvement in strategic decision-making in a collectivistic culture (i.e. in China), but not in an individualistic culture (i.e. in Australia). However, CEO support for HRM was positively related to HR involvement in strategic decision-making in Australia, whereas it is not related in China. Originality/value The paper conducts a comparative study and practical, and research implications are discussed at the end.
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Najmaei, Arash, Jo Rhodes, and Peter Lok. "Exploring the dynamism of complementarities in executives’ business modelling knowledge structures." Journal of Strategy and Management 7, no. 4 (November 11, 2014): 398–421. http://dx.doi.org/10.1108/jsma-11-2013-0063.
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Purpose – The purpose of this paper is to explore and explain how market and technological knowledge gained by executives interact in a complementary fashion to form the knowledge structure of their business model which in turn enable them to make sense of underlying complexities surrounding management of strategic courses of action. Design/methodology/approach – Unitizing, categorizing, and classifying (UCC) in conjunction with pattern-matching (power and proof quotes) as qualitative methods were used to analyse a series of semi-structured interviews with eight executives from five small manufacturing firms in Australia. Findings – It was found that executives’ business modelling knowledge structure defined as the knowledge base that underpins their business models is developed from four interactions that exist between their market and technological knowledge. Particularly, executives can learn about technological aspects of their business model from market knowledge they acquire and also learn about marketing issues of their business model from technological knowledge they acquire. This interactive nature offers novel insights into versatility and fungibility of executives’ knowledge as a strategic resource that defines how business models evolve and shows how executives use knowledge as a non-rivalrous resource in different ways for developing different business models. Research limitations/implications – This study is limited in scope to: first, the context of executive of Australian small manufacturing firms and second, limited sources of data. Practical implications – This study offers important implications for business modelling and strategic formulation of practicing managers. It particularly contributes to a fuller understanding of how executives’ learning contributes to the cognitive formation of business models. It also helps executives gain new insights into the importance of various types of knowledge and the complementary nature of their interactions in the development of novel mental models as a key managerial competency in today’s dynamic markets. Originality/value – The conceptual framework developed and findings reported in this study have not been previously studied and offer novel insights into the literature on knowledge-based management, competitiveness, and business modelling.
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Selby Smith, Chris. "Health services management education in South Australia." Australian Health Review 18, no. 4 (1995): 15. http://dx.doi.org/10.1071/ah950015.
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In December 1994 the Australian College of Health Service Executives (SABranch) sought ?a needs analysis for health management training programs withinSouth Australia?. Although the college was interested in a range of matters, thecentral issue was whether the current Graduate Diploma in Health Administration(or a similar course) would continue to be provided in Adelaide. The college providedbackground material and discussions were held with students, the health industry,relevant professional associations and the universities. This commentary sets out someof the background factors and my conclusions, which have been accepted by the SouthAustralian authorities.
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Duffield, Christine, Michael Roche, Nicole Blay, Debra Thoms, and Helen Stasa. "The consequences of executive turnover." Journal of Research in Nursing 16, no. 6 (October 5, 2011): 503–14. http://dx.doi.org/10.1177/1744987111422419.
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The high rate of executive turnover in the healthcare industry is a major issue for health service organisations and their staff both in Australia and internationally. In the course of planning a research project examining nurse turnover at the clinical level within three Australian States/Territories, the researchers became aware of frequent executive turnover at all levels (State Department of Health, Area Health Service, hospital). Over a period of approximately 2 years there were 41 executives occupying 18 different positions, highlighting the scope of this issue in Australia. Few studies have examined the causes and consequences of this phenomenon in depth. Factors such as age, gender, education, lack of career advancement opportunities and remuneration have all been identified in the literature as important contributors to executive turnover. High turnover rates have been found to be associated with a number of negative consequences, including organisational instability, high financial costs, loss of human capital and adverse effects on staff morale and patient care. While the use of ‘acting’ roles may assist in filling executive positions on a temporary basis, consequences for the rest of the organisation are associated with their extended use. Steps which health services planners may take to attempt to minimise executive turnover include providing staff members with appropriate challenges and opportunities for growth and ensuring that a clear succession plan is in place to minimise the impact for the organisation and its staff.
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Choy Flannigan, Alison, and Prue Power. "Health Care Governance: Introduction." Australian Health Review 32, no. 1 (2008): 7. http://dx.doi.org/10.1071/ah080007.
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IN RECOGNITION OF the importance and the complexity of governance within the Australian health care sector, the Australian Healthcare and Hospitals Association has established a regular governance section in Australian Health Review. The aim of this new section is to provide relevant and up-to-date information on governance to assist those working at senior leadership and management levels in the industry. We plan to include perspectives on governance of interest to government Ministers and senior executives, chief executives, members of boards and advisory bodies, senior managers and senior clinicians. This section is produced with the assistance of Ebsworth & Ebsworth lawyers, who are pleased to team with the Australian Healthcare and Hospitals Association in this important area. We expect that further articles in this section will cover topics such as: � Principles of good corporate governance � Corporate governance structures in the public health sector in Australia � Legal responsibilities of public health managers � Governance and occupational health and safety � Financial governance and probity. We would be pleased to hear your suggestions for future governance topics.
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Mascitelli, Bruno, and Mona Chung. "Australia-China and Stern Hu." International Journal of Asian Business and Information Management 2, no. 1 (January 2011): 25–31. http://dx.doi.org/10.4018/jabim.2011010102.
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China’s economic growth over the last decade has been spectacular and Australia has been a beneficiary of this growth in terms of China’s demand for resources and the strength of Chinese exports. Pundits even suggest that Australia avoided the global recession as a result of this strong trade relationship. Trade relations between Australia and China resulted in China becoming Australia’s key trading partner. The arrest and charging in 2009/10 of four Rio Tinto executives (including Stern Hu the head of Rio’s operation in China) based in China raised fears of posing a strain on this vital economic relationship. Moreover China’s inability to takeover Rio Tinto and the significance and consequences of this incident are at the core of this paper. How do these events reflect the uncertainties of doing business in China or do these events demonstrate China’s sovereign right to enforce anti-corruption legislation? While China has embraced the international business community, to what extent has the arrest and imprisonment of Stern Hu changed the Australian-China trade relations including doing business in this thriving and buoyant market?
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Miroński, Jacek, and Rafał Dembowski. "Executive Compensation: Its Structure, Links to Company Performance, Executives' Perception, and International Differences." Journal of Management and Financial Sciences, no. 29 (July 29, 2019): 47–72. http://dx.doi.org/10.33119/jmfs.2017.29.3.
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Despite the vast amount of academic research on particular aspects of executive compensation, few studies have undertaken the subject comprehensively, combining the perspective of a firm and a manager in the International context. This study is a review of contemporary executive compensation schemes including its structure and links to company performance. Based on the literaturę of the topie, the latest market studies and industry expert interviews, this paper determines the role and effectiveness of particular components of compensation packages, taking into consideration executives’ perception, motivation, and the existing behavioral biases. Additionally, the study analyses the major differences in executive compensation policies of the listed companies in the US, the UK, Australia, Poland, and Norway. The research conclusions prove that executive compensation maximizing benefits for a firm should not only address the principal-agent problem through properly designed incentives, but also reduce a manager s propensity to excessive risk-taking. Finally, it provides practical recommendations for compensation committees how to effectively design remuneration policies.
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Guthridge, Matt, and Jason Miller. "Driving superior returns through strategic alignment in oil and gas." APPEA Journal 55, no. 2 (2015): 434. http://dx.doi.org/10.1071/aj14069.
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In the past decade, Australia has enjoyed significant investment in its LNG, gas and oil projects, with the combined value of projects at the publicly announced stage totalling A$197 billion. The cost of developing new LNG, gas and oil projects has escalated in the past 10 years, making Australia less competitive with locations such as North America and East Africa. The higher costs mean that many proposed projects, especially greenfield developments, will not reach a final investment decision. In this constrained investment environment, it is important for oil and gas companies to execute strategies that earn a strong return on the capital they employ. More than 200 Australian and Asian energy and resources executives were asked to rate their company’s strategic execution capability; this revealed that oil and gas companies that have strategically-aligned operating models earn higher returns on capital employed (ROCE). It was found that while 79% of respondents believe their organisations have the correct strategy in place, only 55% believe their organisation is executing their strategy well now. The research revealed that highly aligned oil and gas organisations are three times more likely to be executing successfully than their less aligned peers. Overall, the results imply that top teams who clearly align behind a strategy and successfully translate its intent throughout their organisations make better use of their invested capital. The level of strategic alignment is a key question for both oil and gas investors and company executives.
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Vohra, Ovais. "Innovation as an Economic Driving Force in Australia." International Journal of Business and Management 13, no. 1 (December 18, 2017): 13. http://dx.doi.org/10.5539/ijbm.v13n1p13.
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Australia has vitally identified the benefits of innovation in past few years. The Country is ranked among the top nations in OECD. They are currently working on developing the infrastructure of Research and Development sector of the Country as well as reinforced themselves in developing their Information and Communication technology. Thus, the Country has identified the importance of innovation and how its components can help in achieving increased economic growth. Innovation is the inventive or new ways a company or country adopt to carry out its processes in a more efficient manner.The incorporation of innovation in the processes of economic development through production or other ways lead to higher profitability and broader use of the available resources in an efficient and advanced way. Thus, the purpose of the following research is to analyze innovation as an economic driving force in Australia. For the fulfillment of this purpose, the researcher carried out a quantitative research under which 5-points Likert scale was designed that include questions relating to the various identified components of innovation as the independent variable and economic growth as the dependent variable. The survey was circulated among 219 executives that are working in different sectors of Australia to understand their opinion. The results through multi-regression model depicted that innovation and technology have a significant impact on the growth of Australian economy.
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Pollard, Mike. "Killers in the bush." Australian Health Review 25, no. 2 (2002): 16. http://dx.doi.org/10.1071/ah020016.
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Three senior Chief Executives of acute hospital trusts in the UK recently visited the Northern Territory (NT)and South Australia (SA) to study remote and rural health care in general - and Aboriginal health in particular. As with all other aspects of Aboriginal life, the subject of health status is highly charged and generates heightened emotions and intense political debate across the country but particularly in the NT and SA where many of the remote indigenous people live. Every "mainstream" Australian has an opinion on the trials and tribulations of the indigenous people.The field study was part of the NHS Leadership Centre's Senior Chief Executives' Development Programme. Itcomprised a longitudinal journey across the continent from Darwin (NT) through to Alice Springs to Tanundain the Barossa Valley and then on to Adelaide following the route of the 2,500 kilometre Stuart Highway. Itinvolved visiting rural health services, and meetings with Aboriginal leaders, academics, health practitioners and senior officials of the SA government.A specific research topic was to understand how practitioners working in extreme environments, and delivering long-term programmes of care, can maintain their morale and motivation.
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McLean, Hamish, and Jacqui Ewart. "Hindrance or Help? A Model for the Involvement of Politicians in Communicating with Publics during Disasters." International Journal of Mass Emergencies & Disasters 33, no. 2 (August 2015): 228–52. http://dx.doi.org/10.1177/028072701503300205.
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Australia has experienced a number of significant natural disasters during the past few years with politicians increasingly involved in the provision of information to publics before, during and after disasters. Drawing on data from interviews with senior executives of Australian emergency management agencies we explore how these organisations manage the involvement of political actors in the public communication of disasters. We also investigate how emergency agencies manage their relationships with their political leaders in the recovery phase. We identify that improvements can be made to the ways politicians communicate with publics about disasters and we outline a preliminary best practice model for the involvement of politicians in delivering disaster warnings and information in the lead up to and during a disaster, and in the recovery process.
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Miles, Morgan P., Martie-Louise Verreynne, Andrew McAuley, and Kevin Hammond. "Exploring public universities as social enterprises." International Journal of Educational Management 31, no. 3 (April 10, 2017): 404–14. http://dx.doi.org/10.1108/ijem-07-2015-0097.
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Purpose The purpose of this paper is to explore how universities attempt to balance meeting their traditional mission of education, research and community engagement while remaining economically sustainable. Design/methodology/approach A survey was conducted in 2014 of university executives and found that universities in Australia are rapidly transitioning from public supported institutions to an organizational form much more like social enterprise, with all of the organizational, marketing and ethical ramifications. Findings Australian universities were found to be focused on maintaining financial viability and that the most significant source of future revenue for Australian universities is perceived to be from international students. Originality/value The findings have tremendous public policy and ethical implications – suggesting a shift in the classification of university education from what was generally considered a public good to what is increasingly perceived as a private good in the contemporary market place, with the increasing importance of international students.
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Dixit, Sunil K., and Murali Sambasivan. "A review of the Australian healthcare system: A policy perspective." SAGE Open Medicine 6 (January 1, 2018): 205031211876921. http://dx.doi.org/10.1177/2050312118769211.
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This article seeks to review the Australian healthcare system and compare it to similar systems in other countries to highlight the main issues and problems. A literature search for articles relating to the Australian and other developed countries’ healthcare systems was conducted by using Google and the library of Victoria University, Melbourne. Data from the websites of the Commonwealth of Australia, the Australian Institute of Health and Welfare, the Australian Productivity Commission, the Organisation for Economic Co-operation and Development and the World Bank have also been used. Although care within the Australian healthcare system is among the best in the world, there is a need to change the paradigm currently being used to measure the outcomes and allocate resources. The Australian healthcare system is potentially dealing with two main problems: (a) resource allocation, and (b) performance and patient outcomes improvements. An interdisciplinary research approach in the areas of performance measurement, quality and patient outcomes improvement could be adopted to discover new insights, by using the policy implementation error/efficiency and bureaucratic capacity. Hospital managers, executives and healthcare management practitioners could use an interdisciplinary approach to design new performance measurement models, in which financial performance, quality, healthcare and patient outcomes are blended in, for resource allocation and performance improvement. This article recommends that public policy implementation error and the bureaucratic capacity models be applied to healthcare to optimise the outcomes for the healthcare system in Australia. In addition, it highlights the need for evaluation of the current reimbursement method, freedom of choice to patients and a regular scrutiny of the appropriateness of care.
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Katz, Mike. "International Professional Development Cooperation Study Tours for Environmental, Social and Sustainable Development for the Indian Mining Sector." Journal of International Cooperation and Development 5, no. 2 (July 5, 2022): 1. http://dx.doi.org/10.36941/jicd-2022-0006.
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The Key Centre for Mines International, University of New South Wales, Sydney Australia undertook professional development mining education and cooperation training study tours for overseas government fellows and groups as well as private mining companies from 1988 – 2010. During the technical environmental development short courses at the university and visits to Australian mines and government offices, the programs also covered important social and sustainable aspects as well as relevant briefings on government mining law and regulations, industry’s best practice and community engagement. Details are presented for two major successful international cooperation Indian projects, a World Bank mine environment program in 2004 for state government officials and a TATA Steel Limited coal and iron mine executives and managers training program in 2010.
Received: 21 April 2022 / Accepted: 30 June 2022 / Published: 5 July 2022
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Steedman, Brent. "The rise of the national oil companies and impact on Australia." APPEA Journal 49, no. 2 (2009): 591. http://dx.doi.org/10.1071/aj08064.
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The oil and gas industry is facing a period of major transition as national oil companies (NOCs) improve their operating capabilities and change their investment models KPMG’s Global Oil and Gas Centre of Excellence has commissioned a report which analyses this changing environment, interviews senior executives from major NOCs to understand their views and offers our insights into emerging issues for the oil and gas industry. NOCs are moving outside their national boundaries, partially privatising their assets and demanding more from potential partners and investors. The key findings from this survey are as follows: the growing capabilities of NOCs the definite shift from the use of ownership to service contracts; the success of service companies; international oil companies are responding to the changing landscape; and, investment in people and skills is a top NOC priority. The potential impact of the above findings on the Australian oil and gas sector are significant, and include: reduced access to international service companies; shortage of skills increased opportunities for Australian service companies; and, increased focus by international oil companies on upstream opportunities in Australia. KPMG’s report was prepared during a period of rising oil prices. Even during the current period of price volatility, the majority of findings continue to be relevant for participants in the oil and gas industry.
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Henderson, R., C. Franchina, and H. Wiseman. "BUYING AND SELLING PETROLEUM INTERESTS—IMPACT OF TAX CONSOLIDATION AND OTHER TAX REFORM MEASURES." APPEA Journal 45, no. 1 (2005): 643. http://dx.doi.org/10.1071/aj04048.
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The new tax consolidation system, together with a number of other recent tax reform measures, has lead to a paradigm shift in the way in which the acquisition and sale of petroleum interests are treated for taxation purposes in Australia. In an industry where ownership interests in exploration and production fields regularly change hands, it is important that senior executives and decision-makers have a clear understanding of the impact of the new tax rules.This paper focusses on the commercial impact of these tax changes and is aimed at executives in the oil and gas industry with commercial, technical, legal or financial responsibilities.Board members will also have an interest to ensure that the risks arising out of the new rules are adequately addressed, and that shareholder value is being preserved.
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Singh, Jang B., Greg Wood, Michael Callaghan, Goran Svensson, and Svante Andersson. "Operationalizing business ethics in organizations." European Business Review 30, no. 4 (June 11, 2018): 494–510. http://dx.doi.org/10.1108/ebr-05-2017-0101.
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PurposeCodes of ethics have become the mainstay of the ethics programs of corporations. Many studies have explored their contents, but few have examined what makes them effective. This international study aims to identify the measures viewed as being important by top executives in determining the worth to their organizations of corporate codes of ethics.Design/methodology/approachData were collected by questionnaires sent to the top 500 companies ranked by revenue operating in the private sectors in Australia, Canada and Sweden. By analyzing the survey results from the top corporate executives in these countries, the research team was able to test for a number of determinants of effectiveness for codes of ethics.FindingsIn a statistically significant model, it was found that four factors related to the internal management of the corporation are positively correlated to executives’ perceptions of the value of their corporate codes of ethics.Research limitations/implicationsFuture research may seek to address features of this study that limit its generalizability, as it was conducted on the largest of companies in each country and thus this sample may not reflect the way that business ethics are managed in smaller organizations in those countries.Originality/valueIf executives see particular items as important to their business ethics success, one could postulate that this has arisen from a perception that implementing these measures has been effective for their organizations. This provides guidance to other organizations on what items could enhance the effectiveness of their codes of ethics.
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Jalil Omar, Abdul, and Christopher A. Heywood. "Defining a corporate real estate management's (CREM) brand." Journal of Corporate Real Estate 16, no. 1 (April 1, 2014): 60–76. http://dx.doi.org/10.1108/jcre-10-2013-0031.
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Purpose – This paper aims to explore how branding theory can be used to understand corporate real estate management's (CREM's) relationships with its customers. Specifically, the perspectives of CREM executives and customers are used to develop a statement of a CREM brand. Design/methodology/approach – A multiple case study approach from four industry sections that consist of telecommunications, logistic, retail, and education from an emerging real estate market (Malaysia) and a mature real estate market (Australia). CREM executives and CREM customers from each case were interviewed to obtain information on CREM within organisations. Findings – The findings indicate that CREM supports the business by managing organisations' strategic real estate resources as its brand. CREM executives focus more on the technicality of real estate functions, while CREM customers expect corporate real estate (CRE) to support their business functions. Research limitations/implications – A CREM brand is important to CREM relationship building with the targeted customers. Successful brand development is able to increase CREM visibility to customers and at the same time gain appreciation of its contributions to the organisations. Originality/value – This is the first study that investigates CREM from a branding perspective. The mechanism for communicating CREM contributions using branding helps to increase acceptance from the customers.
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Spry, Max. "The Appointment, Removal and Responsibilities of Public Sector Chief Executives in Australia: Some Recent Developments." Australian Journal of Public Administration 60, no. 4 (December 2001): 39–49. http://dx.doi.org/10.1111/1467-8500.00240.
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Smidt, Louis, Leandi Steenkamp, Aidi Ahmi, D. P. van der Nest, and David Schalk Lubbe. "Assessment of the Purpose of the Use of GAS." International Journal of Information Systems in the Service Sector 13, no. 2 (April 2021): 65–82. http://dx.doi.org/10.4018/ijisss.2021040105.
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This article explores the purpose for which GAS, as a data analytics tool, is utilised by internal audit functions in Australia. A quantitative research method was applied, and the data was analysed using descriptive statistics. The total number of online questionnaires returned was 50 (i.e., a response rate of 15.53%) from the total research population of 322 chief audit executives of internal audit functions of organisations that are registered members with the IIA-Australia. The purpose of descriptive statistics is to describe what the data looks like and to compare variables numerically; therefore, no inferences or extrapolation of the data results were made. The results of the study can be used as a benchmark that may enable CAEs to identify whether they are staying abreast of current best practice in the area of technology-based tools and techniques for tests of controls.
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Freeman, Toby, Fran Baum, Ronald Labonté, Sara Javanparast, and Angela Lawless. "Primary health care reform, dilemmatic space and risk of burnout among health workers." Health: An Interdisciplinary Journal for the Social Study of Health, Illness and Medicine 22, no. 3 (February 17, 2017): 277–97. http://dx.doi.org/10.1177/1363459317693404.
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Health system changes may increase primary health care workers’ dilemmatic space, created when reforms contravene professional values. Dilemmatic space may be a risk factor for burnout. This study partnered with six Australian primary health care services (in South Australia: four state government–managed services including one Aboriginal health team and one non-government organisation and in Northern Territory: one Aboriginal community–controlled service) during a period of change and examined workers’ dilemmatic space and incidence of burnout. Dilemmatic space and burnout were assessed in a survey of 130 staff across the six services (58% response rate). Additionally, 63 interviews were conducted with practitioners, managers, regional executives and health department staff. Dilemmatic space occurred across all services and was associated with higher rates of self-reported burnout. Three conditions associated with dilemmatic space were (1) conditions inherent in comprehensive primary health care, (2) stemming from service provision for Aboriginal and Torres Strait Islander peoples and (3) changes wrought by reorientation to selective primary health care in South Australia. Responses to dilemmatic space included ignoring directives or doing work ‘under the radar’, undertaking alternative work congruent with primary health care values outside of hours, or leaving the organisation. The findings show that comprehensive primary health care was contested and political. Future health reform processes would benefit from considering alignment of changes with staff values to reduce negative effects of the reform and safeguard worker wellbeing.
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Crawford, Robert, and Matthew Bailey. "Speaking of research: oral history and marketing history." Journal of Historical Research in Marketing 10, no. 1 (February 19, 2018): 107–28. http://dx.doi.org/10.1108/jhrm-02-2017-0007.
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Purpose The purpose of this paper is to explore the value of oral history for marketing historians and provide case studies from projects in the Australian context to demonstrate its utility. These case studies are framed within a theme of market research and its historical development in two industries: advertising and retail property. Design/methodology/approach This study examines oral histories from two marketing history projects. The first, a study of the advertising industry, examines the globalisation of the advertising agency in Australia over the period spanning the 1950s to the 1980s, through 120 interviews. The second, a history of the retail property industry in Australia, included 25 interviews with executives from Australia’s largest retail property firms whose careers spanned from the mid-1960s through to the present day. Findings The research demonstrates that oral histories provide a valuable entry port through which histories of marketing, shifts in approaches to market research and changing attitudes within industries can be examined. Interviews provided insights into firm culture and practices; demonstrated the variability of individual approaches within firms and across industries; created a record of the ways that market research has been conducted over time; and revealed the ways that some experienced operators continued to rely on traditional practices despite technological advances in research methods. Originality/value Despite their ubiquity, both the advertising and retail property industries in Australia have received limited scholarly attention. Recent scholarship is redressing this gap, but more needs to be understood about the inner workings of firms in an historical context. Oral histories provide an avenue for developing such understandings. The paper also contributes to broader debates about the role of oral history in business and marketing history.
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Mickan, Sharon, Jessica Dawber, and Julie Hulcombe. "Realist evaluation of allied health management in Queensland: what works, in which contexts and why." Australian Health Review 43, no. 4 (2019): 466. http://dx.doi.org/10.1071/ah17265.
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Objective Allied health structures and leadership positions vary throughout Australia and New Zealand in their design and implementation. It is not clear which organisational factors support allied health leaders and professionals to enhance clinical outcomes. The aim of this project was to identify key organisational contexts and corresponding mechanisms that influenced effective outcomes for allied health professionals. Methods A qualitative realist evaluation was chosen to describe key aspects of allied health organisational structures, identify positive outcomes and describe how context and processes are operationalised to influence outcomes for the allied health workforce and the populations they serve. Results A purposive sample of nine allied health leaders, five executives and 49 allied health professionals were interviewed individually and in focus groups, representing nine Queensland Health services. Marked differences exist in the title and focus of senior allied health leaders’ roles. The use of a qualitative realist evaluation methodology enabled identification of the mechanisms that work to achieve effective and efficient outcomes, within specific contexts. Conclusions The initial middle range theory of allied health organisational structures in Queensland was supported and extended to better understand which contexts were important and which key mechanisms were activated to achieve effective outcomes. Executive allied health leadership roles enable allied health leaders to use their influence in organisational planning and decision-making to ensure allied health professionals deliver successful patient care services. Professional governance systems embed the management and support of the clinical workforce most efficiently within professional disciplines. With consistent data management systems, allied health professional staff can be integrated within clinical teams that provide high-quality care. Interprofessional learning opportunities can enhance collaborative teamwork and, when allied health professionals are supported to understand and use research, they can deliver positive patient and business outcomes for the health service. What is known about the topic? A collective allied health organisational structure encourages engagement of allied health professionals within healthcare organisations. Organisational structures commonly include management and leadership strategies and service delivery models. Allied health leaders in Queensland work across a range of senior management levels to ensure adequate resources for sufficient suitably skilled professional staff to meet patient needs. What does this paper add? Literature to date has described how allied health professionals operate within organisational structures. This paper examines key aspects of allied health management, governance and leadership, together with mechanisms that support allied health professionals to deliver effective clinical and business outcomes for their local community. What are the implications for practitioners? Health service executives and allied health leaders should consider supporting executive allied health leadership roles to influence strategic planning and decision-making, as well as to deliver outcomes that are important to the health service. When allied health leaders implement integrated professional and operational governance systems, executives described allied health professionals as influential in supporting team-based models of care that add value to the business and improve outcomes for patients. When allied health leaders use consistent data management, executives reinforced the benefit of aligning activity data with financial costs to monitor, recognise and reimburse appropriate clinical interventions for patients. When allied health leaders support allied health workforce capability through educational and research opportunities, clinicians can use research to inform their clinical practice.
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Steedman, B. P. "ALTERNATIVE RESERVE REPORTING AND EXPLORATION ACCOUNTING METHODS—THE NEED FOR INTERNATIONAL ACCOUNTING STANDARDS." APPEA Journal 44, no. 1 (2004): 865. http://dx.doi.org/10.1071/aj03048.
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The objective of this paper is to analyse the different reserve reporting and exploration accounting methods used globally and highlight the key reporting implications for companies that are domiciled in Australia. This has become a critical issue in the oil and gas sector with the impending implementation of International Accounting Standards (IAS), as these standards as they now stand, do not specifically address the oil and gas industry. As a result companies may have the option or may be required to make significant changes to existing accounting and reporting practices.The paper will analyse the issues, potential implications, and opportunities within the following areas:A brief summary of the history of oil and gas accounting standards and the status of existing IAS.The different reserve reporting practices for exploration accounting and reserve reporting practices between the United States (US), United Kingdom (UK), and Australia, including the different interpretations of reserves within the countries.The alternative accounting outcomes for exploration expenditure depending upon whether successful efforts are applied, area of interest, or full cost accounting.The relationship between reserve reporting and exploration accounting, with examples of how multiple accounting outcomes may result from the same exploration program.Discuss the actions required by oil and gas executives to best manage the issues.The paper will be written and presented in a style such that non-accountants or reserve experts will be able to understand the issues. Detailed analysis of technical issues and industry specific references will be avoided e.g. accounting jargon.The paper will be of most value to representatives of Australian independent oil and gas companies, but would also be of interest to international companies.
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Sarros, James C., Brian K. Cooper, and Joseph C. Santora. "Leadership vision, organizational culture, and support for innovation in not‐for‐profit and for‐profit organizations." Leadership & Organization Development Journal 32, no. 3 (May 10, 2011): 291–309. http://dx.doi.org/10.1108/01437731111123933.
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PurposeThe purpose of this paper is to investigate the relationships among leadership vision, organizational culture, and support for innovation in not‐for‐profit (NFP) and FP organizations. It hypothesizes that in NFPs, a socially responsible cultural orientation mediates the relationship between leadership vision and organizational support for innovation, whereas in FPs, a competitive cultural orientation mediates this relationship.Design/methodology/approachThis is an empirical study that draws upon a large survey of 1,448 managers and senior executives who are members of the Australian Institute of Management.FindingsPath analytic modelling provides partial support for the hypotheses. Although the predicted mediation effects occurred in NFPs and FPs, the strength of relationship between leadership vision and the two dimensions of organizational culture did not differ between the sectors. This was despite the observation that NFPs scored higher on a socially responsible cultural orientation than FPs, whereas FPs scored higher on a competitive cultural orientation.Practical implicationsStrategies for building innovative and sustainable organizations in the NFP sector are discussed on the basis of these findings.Originality/valueThe paper describes the first study in Australia that compares the responses of NFP and FP managers on leadership and related constructs, and provides evidence of the impact of organizational culture on leadership and innovation in these two sectors.
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Freeman, Toby, Fran Baum, Angela Lawless, Sara Javanparast, Gwyn Jolley, Ronald Labonté, Michael Bentley, John Boffa, and David Sanders. "Revisiting the ability of Australian primary healthcare services to respond to health inequity." Australian Journal of Primary Health 22, no. 4 (2016): 332. http://dx.doi.org/10.1071/py14180.
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Equity of access and reducing health inequities are key objectives of comprehensive primary health care. However, the supports required to target equity are fragile and vulnerable to changes in the fiscal and political environment. Six Australian primary healthcare services, five in South Australia and one in the Northern Territory, were followed over 5 years (2009–2013) of considerable change. Fifty-five interviews were conducted with service managers, staff, regional health executives and health department representatives in 2013 to examine how the changes had affected their practice regarding equity of access and responding to health inequity. At the four state government services, seven of 10 previously identified strategies for equity of access and services’ scope to facilitate access to other health services and to act on the social determinants of health inequity were now compromised or reduced in some way as a result of the changing policy environment. There was a mix of positive and negative changes at the non-government organisation. The community-controlled service increased their breadth of strategies used to address health equity. These different trajectories suggest the value of community governance, and highlight the need to monitor equity performance and advocate for the importance of health equity.
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Clay-Williams, Robyn, Andrew Johnson, Paul Lane, Zhicheng Li, Lauren Camilleri, Teresa Winata, and Michael Klug. "Collaboration in a competitive healthcare system: negotiation 101 for clinicians." Journal of Health Organization and Management 32, no. 2 (April 9, 2018): 263–78. http://dx.doi.org/10.1108/jhom-12-2017-0333.
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Purpose The purpose of this paper is to evaluate the effectiveness of negotiation training delivered to senior clinicians, managers and executives, by exploring whether staff members implemented negotiation skills in their workplace following the training, and if so, how and when. Design/methodology/approach This is a qualitative study involving face-to-face interviews with 18 senior clinicians, managers and executives who completed a two-day intensive negotiation skills training course. Interviews were transcribed verbatim, and inductive interpretive analysis techniques were used to identify common themes. Research setting was a large tertiary care hospital and health service in regional Australia. Findings Participants generally reported positive affective and utility reactions to the training, and attempted to implement at least some of the skills in the workplace. The main enabler was provision of a Negotiation Toolkit to assist in preparing and conducting negotiations. The main barrier was lack of time to reflect on the principles and prepare for upcoming negotiations. Participants reported that ongoing skill development and retention were not adequately addressed; suggestions for improving sustainability included provision of refresher training and mentoring. Research limitations/implications Limitations include self-reported data, and interview questions positively elicited examples of training translation. Practical implications The training was well matched to participant needs, with negotiation a common and daily activity for most healthcare professionals. Implementation of the skills showed potential for improving collaboration and problem solving in the workplace. Practical examples of how the skills were used in the workplace are provided. Originality/value To the authors’ knowledge, this is the first international study aimed at evaluating the effectiveness of an integrative bargaining negotiation training program targeting executives, senior clinicians and management staff in a large healthcare organization.
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Tobin, Steven, and Atiq Zaman. "Regional Cooperation in Waste Management: Examining Australia’s Experience with Inter-municipal Cooperative Partnerships." Sustainability 14, no. 3 (January 29, 2022): 1578. http://dx.doi.org/10.3390/su14031578.
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Effective governance and inter-organisational cooperation is key to progressing Australia’s journey toward the circular economy. At the local governance level, inter-municipal cooperative partnerships in waste management (‘IMC-WM’ partnerships) are a widespread phenomenon throughout Australia, and the world. This paper aims to analyse waste management in Australia through a governance perspective and inaugurate the scholarship on understanding the complex interactions between actors and institutions designed for regional cooperation. To this end, we explore the partnerships’ institutional characteristics, joint activity outputs and the internal relations observed between participants. Data were collected through a nationwide census survey of Australia’s IMC–WM partnerships and a short online questionnaire to the municipal policy actors (councillors, executives and council officers) who participate in them. The investigation observes that a diversity of innovative institutional responses has emerged in Australia. However, within these partnerships, a culture of competitiveness antithetical to sustainability is also detected. Despite competitive behaviours, the partnerships perform very well in cultivating goodwill, trust, reciprocity and other social capital values among their participants—as well as a strong appreciation of the complexity of municipal solid waste (MSW) policy and the virtues of regional cooperation. This dissonance in attitudes and engagement dynamics, it is suggested, can be explained by considering the cultural-cognitive influence of broader neoliberalist paradigms. As the first scholarly investigation into Australia’s experience with regional cooperation in waste management, this research reveals the macro-level structures and ascendent micro-institutional dynamics shaping the phenomenon.
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Smallman, Clive. "A professional director's view – Interview with Kerry McDonald, President of the New Zealand Institute of Directors (2009-2010)." Journal of Management & Organization 16, no. 2 (May 2010): 199–203. http://dx.doi.org/10.1017/s1833367200002121.
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Clive had the privilege of speaking with Kerry in late March 2010. They covered a number of governance issues, and here are Kerry's thoughts.From a New Zealand perspective, but also with an eye on the US and UK, and to a lesser extent Australia, for me the overriding issue is that boards and Directors are not providing consistently strong leadership that adds value to businesses.Underneath that I think that there are three specific issues. Firstly, there is a real shortage of directors with a strong business background. These are the sort of people who have been senior executives or chief executives. They understand strategy and leadership in the broadest sense of the word, and they can lead people and organizations. They have been well trained to make decisions and understand how business decisions are made. Critically, they know about sustained business improvement and creating high performance companies – how to lead people and to use systems to increase productivity. So, if you are trying to recruit directors now in New Zealand, there is a very limited pool of people who have that real depth of business background. There are a lot of people who want to be directors and who are trained in accounting, law and other professions, but there is an increasing shortage of people with the real depth of business experience that is required.
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Hosie, Peter, and Alan Nankervis. "A multidimensional measure of managers’ contextual and task performance." Personnel Review 45, no. 2 (March 7, 2016): 419–47. http://dx.doi.org/10.1108/pr-02-2014-0038.
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Purpose – The purpose of this paper it to report the findings of an empirical study into managers’ job performance. A new measure was developed from the literature to test and establish the multidimensional structure of managers’ contextual and task performance. Design/methodology/approach – Field ratings by executives explicitly and simultaneously measured both managers’ contextual and task performance. A cross-sectional questionnaire was administered to a variety of public and third sector managers from a range of private, public and third sector occupations residing in (Western) Australia. A purposive sample yielded a response rate of 32 percent. Factor analysis was used to determine the items that constitute executives’ perceptions of managers’ performance using downward appraisal (i.e. by the person to whom a manager reports). Findings – The construct “managers’ job performance” was found to be multidimensional; consisting of four distinct contextual factors (Following, Persisting, Helping, Endorsing) and a further four distinct task factors (Delegating, Monitoring, Technical, Influencing). Originality/value – Performance appraisals of managers represent new items and factors that more accurately reflect the nature of the broader roles undertaken by managers, including transformative and ethical leadership. Findings from this study assist in establishing the structure for the subsequent appraisal of managers’ contextual and task performance. Future researchers could test the applicability and replicability of this new instrument in more diverse industry contexts using confirmatory statistical analysis.
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Smallman, Clive. "A professional director's view – Interview with Kerry McDonald, President of the New Zealand Institute of Directors (2009-2010)." Journal of Management & Organization 16, no. 2 (May 2010): 199–203. http://dx.doi.org/10.5172/jmo.16.2.199.
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Clive had the privilege of speaking with Kerry in late March 2010. They covered a number of governance issues, and here are Kerry's thoughts.From a New Zealand perspective, but also with an eye on the US and UK, and to a lesser extent Australia, for me the overriding issue is that boards and Directors are not providing consistently strong leadership that adds value to businesses.Underneath that I think that there are three specific issues. Firstly, there is a real shortage of directors with a strong business background. These are the sort of people who have been senior executives or chief executives. They understand strategy and leadership in the broadest sense of the word, and they can lead people and organizations. They have been well trained to make decisions and understand how business decisions are made. Critically, they know about sustained business improvement and creating high performance companies – how to lead people and to use systems to increase productivity. So, if you are trying to recruit directors now in New Zealand, there is a very limited pool of people who have that real depth of business background. There are a lot of people who want to be directors and who are trained in accounting, law and other professions, but there is an increasing shortage of people with the real depth of business experience that is required.
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Blackham, Alysia, and George Williams. "The Appointment of Ministers from outside of Parliament." Federal Law Review 40, no. 2 (June 2012): 253–85. http://dx.doi.org/10.22145/flr.40.2.6.
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Members of the executive in Australia and other Westminster nations are traditionally appointed only from the ranks of parliamentarians, ostensibly to protect the principle of responsible government. However, there is a growing international trend in nations such as the United Kingdom for the appointment of ministers from outside of Parliament. This article examines the extent to which Australia's constitutional system can accommodate unelected members of a Commonwealth, State or Territory executive. This question is analysed from the perspective of the principle of responsible government and the text of Australia's various constitutional documents. The article also reviews existing practice in comparative jurisdictions and Australian law and practice in order to determine the form that such appointments might take.
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Siu, Wai-Sum. "The Applicability of the MACH IV Scale to Banking Executives in Hong Kong, Singapore and Australia: A Research Note." Service Industries Journal 23, no. 5 (November 2003): 150–61. http://dx.doi.org/10.1080/02642060308565629.
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Allen, J., and M. Williamson. "LEGAL AND TAXATION IMPLICATIONS FOR THE ACQUISITION AND DISPOSAL OF OFFSHORE PETROLEUM PRODUCTION AND EXPLORATION TENEMENTS—A PRACTICAL VIEW AND UPDATE." APPEA Journal 26, no. 1 (1986): 7. http://dx.doi.org/10.1071/aj85001.
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The administrative aspects of petroleum mining and exploration companies have become more complex of recent years. One area where this is particularly so is in relation to the livelihood of the industry, i.e. access to tenements.While exploration and development activity onshore has hotted up in particular, offshore activity has been fervent but limited largely to bringing into production fields on the North West Shelf, at Jabiru and new areas in Bass Strait. Generally it is held that the likelihood for discoveries of large fields will be offshore Australia rather than onshore and that present exploration activities offshore are inadequate to maintain Australia's oil self-sufficiency.Recent amendments to the Petroleum (Submerged Lands) Act, a plethora of associated Acts, and proposed new tax imposts (e.g. cash bonus bids, retention licence fees, resource rent tax, and capital gains tax) in relation to the offshore segment of the industry have added significantly to the complexities in planning the acquisition and disposal and ongoing control of tenements. Each of these is examined individually and in conjunction for the benefit of planners and executives administering tenements within their organisations.Both sides of the transaction are viewed with emphasis on their tax positions providing opportunities to control the directions and funding mechanisms for the transaction.
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Lewis, Jenny. "Policy and profession: Elite perspectives on redefining general practice in Australia and England." Journal of Health Services Research & Policy 7, no. 1_suppl (July 2002): 8–13. http://dx.doi.org/10.1258/135581902320176313.
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Objectives To understand how general (family) practice is being redefined and is redefining itself, from the perspective of policy elites, and to build an analytical framework. Methods Politicians, senior bureaucrats and executives of professional organisations were interviewed (1998-2000) about the impact of general practice reforms on the profession. The information gathered was thematically coded and used to advance an understanding of profession from an elite perspective. Results Four main aspects of profession were discussed by interviewees. These were cultural authority, profession&s authority, social authority and professional autonomy. The elites interviewed reported a potential challenge to the cultural authority of general practice in both countries through moves to redefine it as something broader. The profession&s authority was seen as having shifted, especially in Australia where new forms of representation for the profession have been established. Medicine was viewed variously as having its social authority challenged, maintained, or extended in the granting of expertise in health, and professional autonomy was regarded as having been restructured through policy change. Conclusions Policy elites perceive that the authority and autonomy of general practitioners has changed but reform has not resulted in generalised losses for the profession. The framework developedhere, which employed aspects of profession that arose as major themes, proved useful for examining the redefinition of profession and for generating policy insights in regard to possibilities for change and likely impacts.
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Puzey, M. R., and S. Q. Benson. "CAN GOVERNANCE INITIATIVES DELIVER VALUE TO THE OIL AND GAS INDUSTRY?" APPEA Journal 45, no. 1 (2005): 213. http://dx.doi.org/10.1071/aj04019.
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The objective of this paper is to provide food for thought to executives on how governance initiatives can deliver value—and not just be a compliance cost—with the focus on oil and gas organisations in Australia.We have seen increased governance legislation around the world following the collapse of companies such as Enron. In Australia we have the ASX governance principles.We will explore the lessons learnt from the implementation of compliance by US-listed companies with their Sarbanes-Oxley legislation and what it means to us in Australia.Governance initiatives can be costly—there is, therefore, a need for us to leverage off these initiatives, driving business value where we can, by proactively focussing in the right areas.This paper focusses on practical suggestions for obtaining value from governance initiatives, and is accessible to readers without a strong financial background.
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Kartikeyan, Shashi, and Shabnam Priyadarshini. "Missing women in the boardrooms: across the board." Human Resource Management International Digest 25, no. 5 (July 10, 2017): 4–6. http://dx.doi.org/10.1108/hrmid-04-2017-0062.
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Purpose This paper aims to highlight the under-representation of women in leadership positions across the world. Design/methodology/approach The authors add their unbiased views in presenting the most relevant information found in literature. Findings The paper examines the representation of women in the leadership positions such as board members and/or CEOs/top executives in the corporate world across the globe to understand the new developments that may be changing the status quo. This is a review of legislative changes on bringing parity in boardrooms and its impacts in certain countries where such changes are already implemented. The changes implemented through quotas, penalties, and incentives for including women in boardrooms in certain countries in Europe, Australia, Canada, India, and Kenya show that finally the absence of women in boardrooms has been noticed. The countries are moving towards legal compliance; however, there is still a dearth of women CEOs around the world. Practical implications The paper points toward the fact that the interventions that have happened are late and have failed capable women who could have reached their full professional potential in the western world. Also, taking a cue, the rest of the world can impose sufficient and timely legislative change to leapfrog to a gender equal society at every level, including at the top. Originality/value The paper compiles the most significant facts and figures and presents them in a very concise manner for any busy executive or researcher thus saving hours of reading time.
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Fernando, Mario, and Rafi M. M. I. Chowdhury. "The Relationship Between Spiritual Well-Being and Ethical Orientations in Decision Making: An Empirical Study with Business Executives in Australia." Journal of Business Ethics 95, no. 2 (January 19, 2010): 211–25. http://dx.doi.org/10.1007/s10551-009-0355-y.
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O'Donnell, Renee, Darshini Ayton, Bengianni Pizzirani, Melissa Savaglio, Debra Fast, Dave Vicary, and Helen Skouteris. "Program description and implementation findings of MyCare: enhancing community mental health care in Tasmania, Australia." Australian Journal of Primary Health 26, no. 5 (2020): 374. http://dx.doi.org/10.1071/py20046.
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Since 2014, Tasmania has experienced unprecedented rates of hospitalisations related to mental health issues. To address reliance on such acute-based care, government funding was invested to enhance community-based care, which, in turn, led to the development of MyCare. This paper represents the initial phase of a larger body of work (i.e. an effectiveness-controlled trial of MyCare) that describes the MyCare program and the successful implementation strategy underpinning the program. The implementation of MyCare was evaluated with 41 key stakeholders (staff, clients and senior executives) using semistructured interviews and focus groups, informed by the Consolidated Framework for Implementation Research (CFIR). According to stakeholders, three CFIR constructs that were directly addressed by the program, namely Tension for Change, Evidence Strength and Quality, and Available Resources for Implementation, facilitated the successful implementation of MyCare. In contrast, a feature of the program that impeded implementation was Patient Needs and Resources, which restricted program access to those with the most severe mental health issues. The reporting of implementation strategies underpinning mental health programs is rare. This study describes the implementation strategy underpinning a community-based mental health program that was successful in facilitating program uptake. We encourage other researchers to not only report on implementation findings, which may help avoid replication failure, but also to apply these innovative implementation processes (i.e. address the tension for change and ensure the program is evidence informed and that sufficient resources are available for implementation) within mental health programs to aid successful uptake.
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Crowe, D. S. "THE CORPORATION AND THE FAMILY IN THE RESOURCES INDUSTRY — CORPORATE RESPONSIBILITY TOWARDS THE 21ST CENTURY." APPEA Journal 27, no. 1 (1987): 46. http://dx.doi.org/10.1071/aj86005.
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The changing sociological scene places greater emphasis today on self-fulfilment psychology and individual expectations, often at the expense of responsibility in relationships. This, coupled with greater demands on staff (especially on managers of corporations) places, at times, unrealistic demands on normally stable relationships, particularly in a marriage. The result is increased family tension, often resulting in marriage breakdown with significant scarring of partners and children; those individuals, so affected, suffer reduced productivity in their work roles.As we approach the 21st century, there is emphasis, in the management of corporations, on innovation and cost efficiency, thus placing greater pressure on individual staff.This paper takes the position that corporations, in their own self-interest and in the interest of staff, need to assess the impact of their current policies on not only their staff but also on staff families. While maintaining that it remains the single responsibility of individuals to make decisions on managing, effectively, their corporate/private lives, the author supports the proposal of others (Evans and Bartolome, 1980) that corporations' policies should help, not hinder, the process.Corporations which continue to ignore these considerations will incur long term consequences with significant impact on productivity and efficient management, aside from possible disastrous impact on their staff and families.Corporations in Australia are taking steps to address this situation but much more needs to be done. This was highlighted in the March 1985 'Middle Management' course with its associated Spouses Programme presented jointly by Australian Mineral Foundation and The Australian Administrative Staff College.Effective communication is at the heart of the matter, but no amount of training on this subject will bear fruit unless there is an associated commitment by executives to improve the effectiveness of their communication process, both in their corporate and family roles.
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Vilapakkam Nagarajan, Karthik. "A study of Internet service provider industry stakeholder collaboration in Australia." Journal of Information, Communication and Ethics in Society 12, no. 3 (August 5, 2014): 245–67. http://dx.doi.org/10.1108/jices-02-2014-0010.
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Purpose – The purpose of this paper is to examine institutional influences on the customer service (CS) and complaints handling (CH) practices of the Australian Internet industry. Design/methodology/approach – The study adopted a qualitative research methodology using semi-structured interview as a research method. The study was informed by constructivist/interpretive research paradigm approaches to knowledge. Eleven senior executives from key Internet industry stakeholder organizations were interviewed. Findings – Using the neo-institutional theory lens, this study found that the institutional forces (regulatory, customer and competition pressures) played a pivotal role in bringing all Internet industry stakeholders together to address CS/CH shortcomings in the old Telecommunications Consumer Protection (TCP) Code 2007. This led to significant changes to the CS/CH practices detailed in the revised TCP Code 2012. The study findings revealed that frequent and fateful collaborations between central institutional actors have led to the emergence of organizational fields. The actors identified in the emerging organizational fields actively influence the CS/CH practices and the subsequent implementation of the practices in vLISPs. Research limitations/implications – The study focused on the functional aspects of service quality (SQ). Technical aspects of SQ is equally important, and future research needs to consider both aspects of SQ when assessing overall performance of vLISPs. Practical implications – The study findings encourage vLISP managers to continue collaboration with external stakeholders and develop customer-friendly practices that deliver desirable CS/CH outcomes. Social implications – The study findings revealed that when all vLISP industry stakeholders collaborate with each other on a focal issue, there is noticeable progress towards development of CS practices that will contribute to a better CS experience. Originality/value – An evidence-based approach was used towards understanding and explaining how and why institutional actors of technology-based service organizations act together. A significant contribution arising from this study is the identification and discussion of emerging organizational fields comprising the central actors in the Internet industry. These emerging organizational fields have the potential to develop into mature organizational fields and inform future CS/CH practices and consumer protection policies in the Australian Internet industry.
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Ip-Soo-Ching, Jean Marie, Suzanne Zyngier, and Tahmid Nayeem. "Ecotourism and environmental sustainability knowledge: An open knowledge sharing approach among stakeholders." Australian Journal of Environmental Education 35, no. 01 (December 19, 2018): 62–82. http://dx.doi.org/10.1017/aee.2018.45.
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AbstractThe discipline of knowledge management (KM) considers knowledge as potentially the most valuable organisational asset that must be shared among staff and stakeholders and even communities in order to yield considerable returns and benefits. However, in a real-world context, managers in industries such as high technology, manufacturing and finance jealously guard their valuable knowledge and prevent other entities from gaining access to this resource. Open cases of knowledge sharing among stakeholders such as staff, customers, business partners, competitors and the public are rare. Therefore, the philosophical premise of KM — knowledge must be openly shared — is often unrealised. Knowledge of environmental sustainability is a valuable resource for ecotourism operators because they operate in natural environments such as the Great Barrier Reef in Australia and Sipadan Marine Park in Malaysia, and depend on the quality of these environments for their ongoing success. This research provides evidence that knowledge dissemination in the form of environmental sustainability knowledge can be openly shared among staff, customers, competitors and the public, thereby linking KM and environmental education. This article provides an interpretivist analysis of knowledge sharing by innovative ecotourism operators in Australia and South East Asia (Malaysia and Thailand). Data were collected through in-depth interviews with 14 executives, field observations and analysis of company documents. Results from this research found that ecotourism managers are passionate believers of environmental sustainability and benevolently share their valuable organisational knowledge and beliefs with all stakeholders.
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Casidy, Riza, Jessica Helmi, and Kerrie Bridson. "Drivers and inhibitors of national stakeholder engagement with place brand identity." European Journal of Marketing 53, no. 7 (July 8, 2019): 1445–65. http://dx.doi.org/10.1108/ejm-04-2017-0275.
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Purpose This paper aims to explore the factors that drive and inhibit national stakeholder organisations’ engagement with an established an umbrella place brand identity (PBI) in the context of country branding, during the PBI implementation stage. Design/methodology/approach This study adopted a case study approach to examine Australia’s current country brand identity initiative: Australia Unlimited, as an example of PBI. Data were collected through in-depth interviews with senior executives (n = 39) representing 30 Australian national organisation stakeholders across a range of sectors (i.e. government agencies, public and private organisations and industry associations). Findings The tension between the PBI and the brand identity of the stakeholders’ own organisation was an emergent finding at the heart of potential disengagement. Moreover, stakeholders’ perception of the leadership of the organisation managing the place brand plays a key role in influencing their engagement with PBI. Research limitations/implications The findings contribute to place marketing theory by identifying drivers and inhibitors of stakeholders’ engagement that originated from the PBI itself (PBI-centred factors) and from the stakeholder organisations (stakeholder-centred factors). Practical implications The findings provide a practical framework for place brand managing organisations to foster stakeholders’ engagement during the implementation stage of a PBI initiative. Originality/value Place branding research to date has focussed primarily on resident stakeholders’ engagement in the development of PBI initiatives. This paper contributes to knowledge by proposing a framework that encompasses the drivers and inhibitors of national stakeholder organisations’ engagement with PBI during its implementation phase.
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Hardy, Catherine Anne, and Glen Laslett. "Continuous Auditing and Monitoring in Practice: Lessons from Metcash's Business Assurance Group." Journal of Information Systems 29, no. 2 (October 1, 2014): 183–94. http://dx.doi.org/10.2308/isys-50969.
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ABSTRACT Advances in information technologies, multiple and diverse risks, complex and changing regulatory environments, antifraud measures, budget constraints, and the volume, velocity, and variety of data being created have renewed attention in continuous auditing (CA) and continuous monitoring (CM). Notwithstanding the growing interest, there is currently limited guidance and empirical evidence available about the practicalities of implementing CA and CM and the differences (or not) between them. In this paper, we describe a case study of how CA and CM has been interpreted and implemented at Metcash, a wholesale distribution and marketing company in Australia. The results for this organization so far are notable: over 100 automated tests performed daily, a fully integrated exception management system, advancement from data to predictive analytics, and the use of visualization technologies for enhancing reporting. However, this outcome has not been without challenges. Our aim in presenting this case is to assist senior audit and business executives with assessing the viability of adopting CA and CM by reflecting on the implementation at Metcash and to offer lessons from this organization's experiences for theory and practice.
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Johns, Fleur. "Starting and Stopping Points: A Response to Stavros Gadinis." AJIL Unbound 109 (2015): 39–43. http://dx.doi.org/10.1017/s2398772300001124.
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Open the website of the Financial Action Task Force (or FATF) and find your way to the “FATF Presidency” page. Up until the end of June 2015, you would have encountered a headshot of a dapper fellow with smiling eyes and a pink bowtie: Roger Wilkins OA, President of FATF between July 2014 and June 2015. A one time “mandarin” of the public service in Australia (former Secretary of the federal Attorney-General’s Department in that country), Mr. Wilkins seems an apt embodiment of those qualities that Stavros Gadinis would have us see in the FATF, as a “ministry executives” network. It seems entirely plausible to cast Wilkins as a vehicle of such networks’ “key motivation”—to pursue “broad societal goals.” From his record, he seems well suited to the role of guardian of “states’ interests” in a “secure environment,” deft at deploying his “longstanding connections” and “power relations” in order to “strike deals” and, where necessary, unleash “sanctions’ firepower.” In short, Mr. Wilkins seems to “fit neatly within the three types—private, regulator, ministry” around which Stavros Gadinis’ thought-provoking article revolves.
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Donnelly, Jason. "Utilisation of National Interest Criteria in the Migration Act 1958 (Cth): A Threat to the Rule of Law." Victoria University Law and Justice Journal 7, no. 1 (June 11, 2018): 93–109. http://dx.doi.org/10.15209/vulj.v7i1.1037.
Full textAbstract:
In Australia, the Commonwealth executive enjoys significant power to make decisions applying a national interest criterion in Commonwealth statutes. Ultimately, this paper argues that the utilisation of such a criterion by the Commonwealth executive in the Migration Act 1958 (Cth) undermines the rule of law doctrine in Australia.A fundamental tenet of the rule of law is the idea that the law is clear, identifiable and consistent in its approach. Given the imprecise and vague nature of a national interest criterion, it is argued that the notion is often far from clear and identifiable. The net result has meant that aggrieved litigants have had significant difficulties in both understanding and enforcing their rights, given the ambiguity associated with a national interest criterion in the Migration Act 1958 (Cth).Further, an examination of various Australian cases demonstrated a lack of consistency in the interpretation of a national interest criterion in the Migration Act 1958 (Cth). This lack of consistency led to a deficiency of clarity in the operation of particular Australian laws, especially in the context of the Migration Act 1958 (Cth).
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Barach, Paul. "Addressing the Barriers and Political Pressures to Safety." International Journal of Reliable and Quality E-Healthcare 1, no. 2 (April 2012): 55–64. http://dx.doi.org/10.4018/ijrqeh.2012040105.
Full textAbstract:
<p>Numerous high profile inquiries in UK, Australia, and U.S. reveal subtle and overt external pressures that enable and support unsafe care. Understanding these ‘political’ pressures on clinical service executives to execute a government policy regardless of evidence on quality of care is essential to transforming healthcare systems. This article reviews key findings and recommendations from several international inquiries and identifies how to overcome barriers to improvement. Identifying the barriers that contribute to patient harm in national inquiries shows the important influence of external political pressures. Reviewing the commitment across professions represented by specialty boards, royal colleges, academic medical centers, and professional unions to protect patients is key. Understanding that a culture of blame can affect patient safety in healthcare systems and how they manifest depends on the political and healthcare provision characteristics of each country. Transparency the ability to openly discuss and address opportunities for improvement in the healthcare system are a recurring theme in national inquiries. All stakeholders must be involved at all stages and mechanisms for ongoing, effective consultation and communication should be provided at the local and state levels.</p>