Journal articles on the topic 'Organizational change Australia Management'
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1
Braithwaite, Jeffrey. "Organizational Change, Patient-Focused Care: An Australian Perspective." Health Services Management Research 8, no. 3 (August 1995): 172–85. http://dx.doi.org/10.1177/095148489500800303.
Abstract:
Hospitals throughout the world are attempting to improve organizational performance through a variety of means. The focus in this paper is on a leading teaching hospital in Australia for a review of current management strategy. In a time of shrinking resources, management adopted a multi-faceted change management program including restructuring the organization, becoming more patient-focused via a product-line management approach and emphasising efficiency and cost-reduction measures. The next stage in management thinking is to place greater emphasis on patient-focused care. It is concluded this has the propensity to yield substantial further benefits, including improved financial and quality of care outcomes, in the Australian as well as the British and wider Organization for Economic Co-operation and Development (OECD) context. ‘Professionally, we have committed ourselves to creating caring environments that promote healing. We cannot meet this goal until we make a commitment to be patient-focused and give up being nurse-focused or facility-focused’ (Kerfort and LeClair, 1991). ‘In a customer-driven [organization], the distribution of roles is different. The organization is decentralized, with responsibility delegated to those who until now have comprised the order-obeying bottom level of the pyramid. The traditional, hierarchical corporate structure, in other words, is beginning to give way to a flattened, more horizontal structure’ (Carlzon, 1987).
2
McIlveen, Peter, Carolyn Alchin, P. Nancey Hoare, Sarah Bowman, Rebecca Harris, Geraldine Gotting, John Gilmour, et al. "Place identity and careers in regional Australia." Australian Journal of Career Development 31, no. 1 (April 2022): 57–65. http://dx.doi.org/10.1177/10384162221085807.
Abstract:
Emerging public discourse about making a “tree change”, “green change”, or “sea change” emphasizes the putative benefits of working and residing in regional Australia. Yet, attracting and retaining workers in the regions is a challenge for policymakers, governments, and industries. The present research involved two separate surveys of people residing in regional Australian communities to discern demographic and psychological predictors of their intent to stay in their region: income, years in the region, family, life satisfaction, job satisfaction, and place identity. Multiple regression analyses found incremental evidence of place identity as a predictor of intent to stay. The findings regarding place identity have implications for career development practice, human resources recruitment strategies, and public policy focused on regional Australia.
3
Buhusayen, Bassam, Pi-Shen Seet, and Alan Coetzer. "Front-Line Management during Radical Organisational Change: Social Exchange and Paradox Interpretations." Sustainability 13, no. 2 (January 17, 2021): 893. http://dx.doi.org/10.3390/su13020893.
Abstract:
External shocks have severely affected the aviation sector with detrimental impacts on airport service employees. Service-sector organizations tend to implement radical organizational change to survive and front-line managers face often-opposing demands. This study aims to shed light on how front-line managers cope by utilizing social exchange-based strategies during radical organizational change. This study uses an exploratory qualitative design and thematically analyses data obtained from 40 semi-structured interviews with senior managers, front-line managers and employees working for an airline services provider operating in a major international airport in Australia. The study finds that front-line managers employ several social exchange approaches to overcome the paradoxical challenge of facilitating change while maintaining current operations. We find evidence of four approaches that the front-line managers utilize that are based on social exchange: (1) building relationships with clients’ representatives; (2) utilizing relationships with experienced employees to facilitate radical organizational change practices; (3) rewarding employees in exchange for helping to manage personnel shortages; and (4) motivating employees by various morale-enhancing techniques. The study contributes to organizational sustainability and change research by developing a deeper understanding of the importance of social exchange in facilitating the work of front-line managers in the airport services sector.
4
Thomson, Dianne. "Organisation change and its impact on Australian building societies’ performance." Corporate Ownership and Control 6, no. 2 (2008): 132–42. http://dx.doi.org/10.22495/cocv6i2p11.
Abstract:
The paper examines the relation between changing ownership structure and performance of Australian building societies. An analysis and discussion of the theories of organizational development and change is undertaken to explore the mutual building societies’ motivation for change. The financial performance measures, provided by financial ratios of the major mutual building societies in Australia, are examined to assess the behavior of building societies under different governance structures in the 1980s and 1990s. The theoretical and empirical literature has suggested that mutual deposit-taking institutions should have lower profitability and higher operating expenses than their publicly listed counterparts. Accounting ratios are observed over time to investigate if governance change in mutual deposit-taking organizations accounted for any discernable differences in profitability and cost efficiency pre- and post- demutualization. The study finds support for the contention that demutualized building societies will have higher profitability and lower costs than their mutual counterparts. The study is confined to investigation of the six largest building societies that undertook the demutualization process. It could be extended to the entire building society sector. The results have implications for investors, managers and ‘owners’ of firms that retain their mutual structure, suggesting the demutualization will benefit these groups. There is no study that compares mutual deposit-taking institutions pre- and post-conversion in Australia
5
Lindorff, M., L. Worrall, and C. Cooper. "Managers' well-being and perceptions of organizational change in the UK and Australia." Asia Pacific Journal of Human Resources 49, no. 2 (June 1, 2011): 233–54. http://dx.doi.org/10.1177/1038411111400264.
6
Still, Leonie. "Women in management: A personal retrospective." Journal of Management & Organization 15, no. 5 (November 2009): 555–61. http://dx.doi.org/10.1017/s1833367200002406.
Abstract:
The status of women in employment in general and in management in particular has interested researchers in Australia since the mid-1970s, although interest in women's industrial and occupational employment segregation and pay inequality has an even longer history. However, this overview concentrates on developments in the ‘women in management’ field since the 1970s, primarily because of the concerted and concentrated efforts to raise the employment status of women since that time.The overview also concentrates on the Australian experience, in an attempt to determine if ‘the more things change the more they remain the same’ or if actual change and progress has been made. My credentials for undertaking this retrospective are that I have been researching in the women in management area since the early 1980s and have tracked the main changes, influences and dimensions since that time. Readers who are expecting a critique of the impact of feminism and other ideologies in the area will be disappointed. My research perspective is, and always has been, managerial and organizational. I will thus not be mentioning a whole raft of substantive thinkers and researchers from other perspectives who have contributed to this area over the years. To assist the process of review, I have divided developments into a number of eras to illustrate the progression of both policy and research over the various periods.
7
Still, Leonie. "Women in management: A personal retrospective." Journal of Management & Organization 15, no. 5 (November 2009): 555–61. http://dx.doi.org/10.5172/jmo.15.5.555.
Abstract:
The status of women in employment in general and in management in particular has interested researchers in Australia since the mid-1970s, although interest in women's industrial and occupational employment segregation and pay inequality has an even longer history. However, this overview concentrates on developments in the ‘women in management’ field since the 1970s, primarily because of the concerted and concentrated efforts to raise the employment status of women since that time.The overview also concentrates on the Australian experience, in an attempt to determine if ‘the more things change the more they remain the same’ or if actual change and progress has been made. My credentials for undertaking this retrospective are that I have been researching in the women in management area since the early 1980s and have tracked the main changes, influences and dimensions since that time. Readers who are expecting a critique of the impact of feminism and other ideologies in the area will be disappointed. My research perspective is, and always has been, managerial and organizational. I will thus not be mentioning a whole raft of substantive thinkers and researchers from other perspectives who have contributed to this area over the years. To assist the process of review, I have divided developments into a number of eras to illustrate the progression of both policy and research over the various periods.
8
Baker, Marzena, and Erica French. "Female underrepresentation in project-based organizations exposes organizational isomorphism." Equality, Diversity and Inclusion: An International Journal 37, no. 8 (November 20, 2018): 799–812. http://dx.doi.org/10.1108/edi-03-2017-0061.
Abstract:
Purpose The purpose of this paper is to investigate the structural career barriers in project-based construction and property development organizations in Australia, and explore how these affect women and their project careers. It applies the insights of the institutional theory to explain how the process of normative isomorphism continues to reproduce female underrepresentation in those organizations. Design/methodology/approach Based on an exploratory interpretive approach, this study consisted of 16 in-depth interviews with female project managers from the Australian construction and property industry. Findings The research shows that organizational practices may contribute to the ongoing female underrepresentation in the Australian construction and property development industries. The structural career barriers unique to project organizations include work practice, presenteeism, reliance on career self-management and the “filtering of personnel” in recruitment and promotion practices. Research limitations/implications The results support the institutional theory as an explanation for the factors that influence women’s’ perceptions of their project management careers. Addressing inequity between men and women is perceived as an organizational choice. Practical implications To achieve a substantive change in the numbers of women in project management, organizational leaders in male dominated industries such as construction and property development are encouraged to think strategically about how to overcome the access and opportunity that affect women’s career progress. Originality/value Drawing on the institutional theory, this study explores how the process of normative isomorphism may reproduce female underrepresentation and gender segregation in traditional project-based organizations.
9
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.
Abstract:
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.
10
Thompson, Herb. "The APPM Dispute: The Dinosaur and Turtles vs the ACTU." Economic and Labour Relations Review 3, no. 2 (December 1992): 148–64. http://dx.doi.org/10.1177/103530469200300208.
Abstract:
This article examines the Australian Pulp and Paper Mills Ltd. (APPM) dispute which took place in Burnie, Tasmania between March 3 and June 10, 1992. The dispute is placed within the context of major changes in Australian industrial relations, which have been in process since 1986. Management and unions throughout Australia are still experimenting with a variety of industrial weapons to achieve their aims and goals within the parameters of the “Structural Efficiency Principle” and “enterprise bargaining”, constructed in Accords III through VI, from 1986 to the present. It is argued that the crucial change during the past six years has been the ability of companies to re-establish managerial prerogative through litigation. This has provided management with the power to confront secondary issues and agents of change such as the Accord, the Australian Industrial Relations Commission, Structural Efficiency, Enterprise Bargaining and Restructuring with a new vigour, toughness and effectuality. Increasingly docile, debilitated and legally disabled union officials and workers seem to be coming to the view that a union victory occurs if the company agrees to abide by the law while directing its workforce, and recognises the workers' right to be represented by a “third party”.
11
Brown, Derek Robert, Dennis Rose, and Ray Gordon. "De-commoditizing change management." Journal of Organizational Change Management 29, no. 5 (August 8, 2016): 793–803. http://dx.doi.org/10.1108/jocm-07-2015-0116.
Abstract:
Purpose The purpose of this paper is to begin the discussion about re-positioning change management in information technology projects and to propose a framework for improving the quality of decision making in change initiatives that may contribute to that re-positioning. Design/methodology/approach The paper analyzed all change management job advertisements in Australia in both the public and private sectors for May 2015, to identify which change management-related skills were being sought. The purpose was to try to identify any patterns that would confirm or negate the original observations, and to help develop a research question for a subsequent, substantive study. Findings Change management may be perceived as predominantly comprising communications, stakeholder management and training. The quality of leadership decision making in change initiatives may also be contributing to the consistently high failure rates. Research limitations/implications The analysis of job advertisements was a sample only, and requires more quantitative research. Practical implications The required alignment of leadership, ethics and change can only be achieved by first improving the quality of leadership decision making, which demands a values-based approach. Originality/value The paper highlights a restriction to the scope of practice of change management, and how that contributes to continuing high failure rates. The value is that it provides deeper insight into the commonly accepted “leadership alignment” issue, as well as demonstrating that this is probably the least practiced aspect of change management. The paper also challenges to build strong ethical foundations for the practice.
12
Lim, Fion Choon Boey, and Mahsood Shah. "An examination on the growth and sustainability of Australian transnational education." International Journal of Educational Management 31, no. 3 (April 10, 2017): 254–64. http://dx.doi.org/10.1108/ijem-02-2016-0024.
Abstract:
Purpose The purpose of this paper is to analyze the dynamics facing transnational education (TNE) in Australia through literature review in three major areas: policy changes in Australia and major importing countries of Australian TNE, and recent development in online learning and the impact of the prevailing TNE models. The paper concludes by shedding some light on how these changes could affect the sustainability of the growth of Australian TNE in the future. Design/methodology/approach The paper is based on review of literature and use of secondary data on TNE in Australia. The paper analyzes the external quality audit reports with focus on TNE. It finally analyzes the future sustainability of Australian TNE based on growth of higher education in Asia and emergence of online learning. Findings TNE is experiencing growth in Australia. Based on the current model such as setting overseas campus and partnerships, the growth may not be sustainable. The emergence of online learning and developments in Asian higher education may pose increased risk and competition. TNE has been subject to external scrutiny through the external quality agency in past. The current compliance-driven quality assessment may put the transnational quality assessment at risk with increased focus on assessing the quality based on review of documentation. Originality/value The paper is original and it is based on Australian TNE.
13
Davis, Kevin. "The Hayne Royal Commission and financial sector misbehaviour: Lasting change or temporary fix?" Economic and Labour Relations Review 30, no. 2 (May 6, 2019): 200–221. http://dx.doi.org/10.1177/1035304619847928.
Abstract:
The Hayne Royal Commission into Australian financial sector misbehaviour reported in February 2019. It is, however, unlikely to provide a lasting solution to problems of financial sector misbehaviour. It has identified a number of types of misbehaviour, their ‘proximate causes’ and recommended solutions to those. But, reflecting its limited mandate and limited time, it was unable to investigate the complex question of whether there are more deep-seated, fundamental issues driving financial sector misconduct, both in Australia and globally. This article argues that there are, and that consequently the benefits from the Royal Commission will be relatively short-lived, with misconduct likely to resurface, albeit in different guises. JEL Codes: G20, G28, K40
14
Ragusa, Angela T., and Andrea Crampton. "Alternative Transportation Enterprises for Rural Australia: An Organizational Study of Greener Options and Use." International Journal of Rural Management 15, no. 2 (October 2019): 269–92. http://dx.doi.org/10.1177/0973005219872934.
Abstract:
Economic and social norms/behaviours challenge ‘greener’ transportation alternatives in rural Australia’s car-dependent society. Surveys ( n = 412) and interviews ( n = 44) conducted at a rural Australian organization reveal experiences with, and perceptions about, carpooling, public transportation, greener cars and walking/cycling campaigns. Infrastructure, cultural norms and life-stage demands competed against pro-environmental transportation actions, even if self-identifying as ‘pro-environment’. Discussed amid cognitive dissonance and impression management theory, findings support ‘attitude/action’ gaps in environmental psychology research. Interview participants knew vehicles degraded the environment and 81 per cent surveyed used environmental ratings in car purchasing decisions. Thus, deficit-based communication theory and public health campaigns are limiting approaches. Change management requires innovative solutions, not awareness-raising campaigns, to achieve organizational carbon neutrality goals beyond ‘offsetting’ and address the reasons—inconvenience and social/physical undesirability—interviewees shared about their ability/willingness to walk/cycle/share-drive.
15
Briggs, David, Mary Cruickshank, and Penny Paliadelis. "Health managers and health reform." Journal of Management & Organization 18, no. 5 (September 2012): 641–58. http://dx.doi.org/10.5172/jmo.2012.18.5.641.
Abstract:
AbstractThis qualitative study was undertaken with a diverse sample of Australian health managers to examine their perceptions regarding the health system and to understand how they learned to become health managers. The findings showed that they viewed the health system as one of constant change, mostly non-adaptive, and a system of parts controlled by bureaucrats and political interests. While the respondents enjoyed their managerial role, they see it as contested between the professions. This study concluded that greater emphasis on the education and training of health managers and their continuing professional development is required if they are to manage increasingly complex, dynamic and changing health systems. In Australia, the health debate continues with the recently announced national health reform agenda. The perceptions of health managers in health reform and change management are important given that they are said to be central to the implementation of health reform and the management of change.
16
Innes, P. A. "A Decade of Downsizing: Understanding the Contours of Change in Australia, 1990-99." Asia Pacific Journal of Human Resources 42, no. 2 (August 1, 2004): 229–42. http://dx.doi.org/10.1177/1038411104045365.
17
Ritchie, D. "Management of Health System Reform: A View of Changes within New Zealand." Health Services Management Research 11, no. 3 (August 1998): 182–91. http://dx.doi.org/10.1177/095148489801100305.
Abstract:
This paper reports on the context and process of health system reform in New Zealand. The study is based on interviews conducted with 31 managers from three Crown Health Enterprises (publicly funded hospital-based health care organizations). A number of countries with publicly funded health services (e.g. UK, Australia and New Zealand) have sought to shift from the traditional ‘passive’ health management style (using transactional management skills to balance historically-based expenditure budgets) to ‘active’ transformational leadership styles that reflect a stronger ‘private sector’ orientation (requiring active management of resources—including a return on ‘capital’ investment, identification of costs and returns on ‘product lines’, ‘marketing’ a ‘product mix’, reducing non-core activities and overhead costs, and a closer relationship with ‘shareholders’, suppliers and customers/clients). Evidence of activities and processes associated with transformational leadership are identified. Success of the New Zealand health reforms will be determined by the approach the new managers adopt to improve their organization's performance. Transformational leadership has been frequently linked to the successful implementation of significant organizational change in other settings (Kurz et al., 1988; Dunphy and Stace, 1990) but it is too early to assess whether this is applicable in a health care context.
18
Littler, Craig R., and Peter Innes. "The Paradox of Managerial Downsizing." Organization Studies 25, no. 7 (September 2004): 1159–84. http://dx.doi.org/10.1177/0170840604046314.
Abstract:
Delayering and the flattening of organizational hierarchies was a widespread trend through the 1990s. Peters (1992) in the USA promoted .attening as an organizational strategy and Keuning and Opheij (1994) promoted the prescriptions in Europe. Despite these strategies and apparent structural changes, the number and ratio of managers appears to have grown. This paradox of managerial downsizing has not been adequately probed in the literature. The predominant explanation, that there has been a ‘myth of managerial downsizing’, is associated with Gordon (1996). However, this debate has been shaped by the US experience and data. There is a need to reassess the dynamics of the 1990s in relation to other economies. This article focuses on a semi-peripheral economy, that of Australia. A study of the population of firms over time is necessary in order to resolve the issues. The article utilizes a comprehensive range of data, including several national surveys and a longitudinal database of all larger private-sector firms in Australia during the 1990s. The results indicate that the ‘myth of managerial downsizing’ must be rejected. There were dramatic effects on managers through the course of the 1990s in larger Australian firms. The dynamics of the process are analysed, tracking 4,153 firms across the decade and the paradox explained. The theoretical implications are discussed.
19
Mastio, Emmanuel, and Kenneth Dovey. "Power dynamics in organizational change: an Australian case." International Journal of Sociology and Social Policy 39, no. 9/10 (September 9, 2019): 796–811. http://dx.doi.org/10.1108/ijssp-07-2019-0142.
Abstract:
Purpose The purpose of this paper is to contribute to the understanding of the role of abstract forms of power in organizational change by exploring the role of such forms of power in the recent structural transformation of an iconic Australian Intellectual Property law firm. The research literature reflects relatively few studies on the increasing complexity of power dynamics in organizational and institutional arrangements. Design/methodology/approach The complexity of the investigated phenomena led to the adoption of three qualitative methods in order to access the specific forms of data that were perceived to be relevant to answering the research question (“How did abstract power dynamics influence the nature and outcomes of the firm’s structural transformation?”). Ethnography was used in the attempt to discern, through participation and observation, the assumptions that manifested in action and/or inaction; phenomenology in the exploration through unstructured interviews with 41 staff members and 4 clients of the firm, of their interpretation and “sense-making” of their “lived experience” of “what was going on” in the firm; and narrative enquiry in establishing a narrative of critical events, and their impact on “what was going on” in the firm, including those that had occurred over the years prior to this research initiative. Findings The research shows the effects of contradicting forms of abstract power (namely, hegemonic (ideological) power, dominant institutional logic and structural power) as the firm struggled to address challenges to its existence. The impact of these forms of power upon the partners’ apprehension and interpretation of the emerging challenges to the firm’s business performance remained inconspicuous throughout the period of transformation. However, these contradictory forms of abstract power insidiously created tensions within the organization which were poorly addressed, resulting in organizational dysfunction and destructive sectarian conflict. The results show that the inability of partners to discern the nature of the forms of power which were influencing their responses to the crisis was a consequence of under-developed collectively reflexive capabilities and an absence of collaborative problem-solving practices. This resulted in a negative outcome for the firm. Research limitations/implications The research has significant implications for collective endeavor in global business operations that are becoming increasingly complex. In particular, the complexity of power relations, as insidious ideological forces supported by ubiquitous technologies threaten to subsume agentic power in ways that domesticate and neutralize it, requires the development of sophisticated forms of collective ways of “working with power” – capabilities that include the ability to demystify the abstract forms of power that can shape the experience of social realities as “inevitable and natural.” Further research into these forms of power, and the surreptitious role they play in organizational arrangements, is an important requirement. With respect to limitations, as the research is located in the interpretivist research paradigm, the issue of interpretation is problematic. A strong effort was made to limit unwitting interpretive bias but the possibility of such bias cannot be ruled out, especially as, in some cases, the data are an interpretation of prior interpretations of events and/or experiences (as, e.g., in the interview data). Practical implications Working constructively with various forms of power is becoming a critical capability within organizations. This has implications for the relational and communicative skills that underpin effective collaboration of staff and other stakeholders. Such collaboration needs to include the collective ability to make explicit through critical dialogue the surreptitious influence of abstract forms of power upon the prevailing organizational arrangements and routines. To achieve this, these forms of power have to become demystified through constructive critique of the taken-for-granted aspects of everyday organizational life. This has important implications for leadership development practices and educational programs. Social implications Unless leaders develop the ability to make the influences of abstract forms of power more conspicuous, and develop collaborative capabilities to work with insight into their management, they run the risk of agentic power becoming subsumed and neutralized by such forms of power. This has important implications for organizational agency and, especially, for the creative agency of the individuals who work within organizations. On a broader scale, it has implications for institutional arrangements and for the critical apprehension of global ideologies. Originality/value Studies of abstract forms of power are relatively rare in the research literature. This is probably a result of the long-standing dominance of positivism, with its realist ontological assumptions and its objectivist epistemological assumptions. In exploring the influence exerted by abstract forms of power on the inability of the partners of a professional services firm to apprehend their situation more accurately, and to interpret their strategic options with greater insight, this research makes an original contribution to the understanding of the influence of abstract power dynamics in organizational change, and in organizational arrangements more generally.
20
Rowlands, Julie, Jill Blackmore, and Andrea Gallant. "Enacting leadership professional development and the impediments to organizational and industry change in rural and regional Australia." Gender, Work & Organization 27, no. 6 (June 14, 2020): 1269–84. http://dx.doi.org/10.1111/gwao.12480.
21
Almazrouei, Hanan Saber, and Robert Zacca. "The impact of Covid-19 on management decision-making: The case within Australian organizations." Journal of General Management 48, no. 1 (October 2022): 32–45. http://dx.doi.org/10.1177/03063070211042158.
Abstract:
The Covid-19 pandemic has significantly altered the way leaders in organizations manage their employees, requiring them to adopt a more supportive stance to facilitate employee wellbeing and at the same time maintain productivity. The pandemic has precipitated changes to how organizations manage and communicate with their staff. Because the situation has changed due to the infectious disease of COVID-19, managerial decisions are expected to change, commensurate with the situation. It is within this context that this study investigates the impact of the COVID-19 pandemic on Australian managers’ decision-making approaches. A qualitative method utilizing structured interviews consisting of 11 open ended questions was used to gauge the effect of the pandemic on 55 Australian public service managers. The study reveals that, because of the pandemic, new management approaches were employed and reveals insights into employees’ attitudes toward these new approaches. The research highlights how the use of multiple technological platforms have facilitated organizational communication, despite technical difficulties, to maintain at least a reasonable level of connectivity and helped to facilitate the achievement of organizational goals and objectives.
22
Ryan, Neal, Trevor Williams, Michael Charles, and Jennifer Waterhouse. "Top‐down organizational change in an Australian Government agency." International Journal of Public Sector Management 21, no. 1 (January 25, 2008): 26–44. http://dx.doi.org/10.1108/09513550810846096.
23
Griffiths, Andrew. "Sociotechnical Interventions and Teams in Australia: 1970s-1990s." Economic and Labour Relations Review 6, no. 1 (June 1995): 73–93. http://dx.doi.org/10.1177/103530469500600106.
Abstract:
This paper sets out to highlight some of the major sociotechnical and team interventions in Australia from the seventies through to the nineties. The review notes that teamwork interventions have changed over the last two decades and argues that this may be attributed partly to the popularity and influence of Japanese management approaches during the eighties along with changes to the industrial relations institutions. Team interventions associated with earlier sociotechnical and participant design approaches, undertaken in the seventies, concentrated on changing work and jobs as a way to address quality of work life concerns. In contrast, many Australian organisations which are presently implementing teams are linking them to broader organisational design issues, taking into account product flows, customer and supplier focus, product innovation and support systems. It is noted that later-style team interventions are linked closer to an organisation's strategic goals.
24
Staggs, Jonathan, April L. Wright, and Lee Jarvis. "Institutional Change, Entrepreneuring and Place: Building a Smart State." Organization Studies 43, no. 2 (November 5, 2021): 269–88. http://dx.doi.org/10.1177/01708406211053226.
Abstract:
We shed new light on the processes through which institutions are created and changed by investigating the question how does institutional entrepreneuring unfold in an already organized world. We conducted a longitudinal case study of the field of scientific research production in Australia, which changed over three decades through entrepreneuring processes associated with the creation of a new ‘Smart State’ place in the city of Brisbane in Queensland. A new place is a form of organizing human activity that has materiality and meaning at a specific geographic location. Our findings showed how field change was interwoven with place creation through four processes of entrepreneuring: structural emancipation, dissociating and reimagining place meanings, bricolaging of place forms and co-evolving place identities. These entrepreneuring processes constituted the field as a flow of ‘becoming’ that spilled over into temporary and provisional settlements in local places. Our findings make important contributions through: (1) deepening understanding of how organizational fields change through multilevel, distributed, cascading and often unreflexive processes of entrepreneuring in an already organized world; (2) bringing attention to a relationship between institutions and place, in which place is both the medium and outcome of institutional entrepreneuring; and (3) providing new insight into embedded agency by illustrating how institutions in ‘becoming’ continually (re)produce the resources and possibilities for agency within gradual institutional change over time.
25
Freebairn, John. "A Better and Larger GST?" Economic and Labour Relations Review 22, no. 3 (November 2011): 85–100. http://dx.doi.org/10.1177/103530461102200306.
Abstract:
This article argues the case for changes to the Goods and Services Tax (GST) as a key part of fundamental tax reform in Australia. A more comprehensive base would bring gains in efficiency and simplicity, with equity goals better met by the income transfer system. Revenue gains of a broader GST base and/or a higher rate could fund tax mix change packages to replace more distorting state stamp duties and fund lower income tax rates. The tax mix change packages would improve efficiency and simplicity, with no substantial changes to aggregate revenue or to equity.
26
Wynen, Jan, Jan Boon, Bjorn Kleizen, and Koen Verhoest. "How Multiple Organizational Changes Shape Managerial Support for Innovative Work Behavior: Evidence From the Australian Public Service." Review of Public Personnel Administration 40, no. 3 (February 10, 2019): 491–515. http://dx.doi.org/10.1177/0734371x18824388.
Abstract:
Public organizations were once seen as the epitome of stability and implacability. More recently, however, public organizations have been subject to fast-paced environmental change. One common response to the challenges posed by these volatile environments has been the adoption of various organizational changes to make public organizations more adaptable. However, following threat-rigidity theory, this study argues that as employees perceive multiple organizational changes, managerial support for innovative work behavior (IWB) of employees decreases. Analyses on the Australian Public Service (APS) employee census support these assertions. Our results contribute to the literatures on work behavior, organizational innovation, and human resources management, by demonstrating that multiple organizational changes negatively affect managerial support for IWB of individual employees, which may—through their negative impact on individual-level innovations—ultimately affect the very adaptability of organizations that many changes aspire to achieve.
27
Kenny, Graham K., Phillip Morgan, and Bob Hinings. "The protection of interests: Organizational change in the Australian services canteens organization." Asia Pacific Journal of Management 4, no. 1 (September 1986): 11–23. http://dx.doi.org/10.1007/bf01733496.
28
Smith, Andrew, Edward Oczkowski, Robert Macklin, and Charles Noble. "Organisational change and the management of training in Australian enterprises." International Journal of Training and Development 7, no. 1 (March 2003): 2–15. http://dx.doi.org/10.1111/1468-2419.00167.
29
Lansbury, Russell D. "Industrial Relations in Australia and Sweden: Strategies for Change in the 1990s." Economic and Industrial Democracy 12, no. 4 (November 1991): 527–34. http://dx.doi.org/10.1177/0143831x91124007.
30
Harcourt, G. C. "Macroeconomic Policy for Australia in the 1990s." Economic and Labour Relations Review 4, no. 2 (December 1993): 167–75. http://dx.doi.org/10.1177/103530469300400201.
Abstract:
The size of the deficit has little if any significance as an indicator of short-run macroeconomic policy. Government expenditure should be determined by longer term aspirations. Taxation (and other revenue measures) must be used, along with monetary policy, for short-term economic management, but whether revenue should be at a level that results in a deficit or not depends on many things including the composition of government expenditure and the state of the economy. At present, our economy requires a brake on total consumption expenditure and this may require a rise in taxation levels despite the high current level of unemployment. A high rate of capital accumulation is essential to change the structure of production and to increase output and productivity, but the brake on consumption must be eventually relaxed. Without an expectation of healthy consumption growth there will not be an ongoing high rate of accumulation in the private sector.
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Turpin, Tim, Sam Garrett-Jones, and Kieren Diment. "Scientists, Career Choices and Organisational Change: Managing Human Resources in Cross Sector R&D Organisations." Journal of Management & Organization 11, no. 2 (March 2005): 13–26. http://dx.doi.org/10.1017/s1833367200004260.
Abstract:
ABSTRACTThe resource-based view of the firm has drawn attention to the role of human resources in building innovative capacity within firms. In ‘high technology’ firms, scientific capability is a critical factor in achieving international competitiveness. Science, however, is a costly business and many firms are entering into cross-sector R&D partnerships in order to gain access to leading edge scientific capability. The Australian Cooperative Research Centres (CRC) program is typical of the ways many governments are seeking to promote such cross-sector R&D collaboration. Scientists are key resources in these organisational arrangements. However, there is only fragmentary information available about why and when scientists choose to work in these cross-sector organisations rather than others, or the impact of changing funding regimes on their career choices. Similarly, there has been little research into the impact of such partnerships and career choices on the organisations in which scientists work. This paper presents some findings from two new ARC funded studies in Australia designed to investigate the careers of scientists and the organisational and career implications of participation in cross-sector R&D collaboration. One of our findings is that CRCs may not endure as long term ‘hybrid’ organisational arrangements as some observers have suggested, but rather remain as transitional structure influencing the partners involved and the careers of scientists. This has important implications for the managers of CRCs as well as those responsible for partner organisations.
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Ravulo, Jioji. "An Integrated Case Management Model to Assist Pacific Youth Offenders and Their Families in Australia." Care Management Journals 17, no. 4 (December 2016): 170–79. http://dx.doi.org/10.1891/1521-0987.17.4.170.
Abstract:
Pasifika Support Services (PSS) was a program managed by a nongovernment organization, Mission Australia, and funded by the New South Wales Premiers Office to meet the needs of young offenders from a Pacific background. PSS ran from June 2005 to June 2009 and implemented a cost-effective integrated case management model with the New South Wales Police Force adapted to address social risk factors specific to Pacific youth offenders and family support networks. Sixty young people were reviewed regarding the outcomes achieved through their participation, further supported by an evaluation carried out by an external evaluator who found that 65% of participants did not reoffend after 18 months of completing the program. An importance of developing a shared approach to employing a holistic and intensive model of case management that affects individual, community, and organizational change through culturally relevant processes and practices, paired with a cross institutional commitment underpins the various outcomes discussed.
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Buranatrakul, Thanita, and Fredric William Swierczek. "Climate Change Strategic Actions in the International Banking Industry." Global Business Review 19, no. 1 (September 20, 2017): 32–47. http://dx.doi.org/10.1177/0972150917713371.
Abstract:
This article investigates the actions of international banks related to climate change adaptation. A theoretical framework was developed to assess bank climate change strategic actions based on five categories: management commitment, emissions reduction, product development, organizational involvement and external relationship development. A sample of international banks from 15 countries in four regions was analysed. Significant differences were found in the level of climate change strategic actions by banks across regions. North American banks had the highest scores on management commitment and product development. Australian banks were the top performers in external relationship development. European banks were ranked first in emissions reduction. Asian banks received the lowest score in all the categories of climate change strategic actions. The research is a unique comparative exploratory study of the strategic actions taken to address climate change in the international banking industry. The theoretical contribution of this article is its link between the theory of organizational adaptation and the climate change actions that banks practice. The research is beneficial for bank executives to develop effective environmental actions that will increase climate change mitigation and adaptation globally but particularly in Asia, which is the critical region for climate change actions.
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Colley, Linda, Shelley Woods, and Brian Head. "Pandemic effects on public service employment in Australia." Economic and Labour Relations Review 33, no. 1 (December 3, 2021): 56–79. http://dx.doi.org/10.1177/10353046211056093.
Abstract:
The COVID-19 pandemic is sending shockwaves through communities and economies, and public servants have risen to the novel policy challenges in uncharted waters. This crisis comes on top of considerable turmoil for public services in recent decades, with public management reforms followed by the global financial crisis (GFC) leading to considerable change to public sector employment relations and a deprivileging of public servants. The research adopts the lens of the ‘public service bargain’ to examine the effects of the pandemic across Australian public services. How did Australian public service jurisdictions approach public employment in 2020, across senior and other cohorts of employees? How did this pandemic response compare to each jurisdictions’ response to the GFC a decade earlier? The research also reflects more broadly of the impact on public sector employment relations and to what extent pandemic responses have altered concepts of the diminished public service bargain or the notion of governments as model employers? JEL Codes J45
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Halevi, Joseph, and Peter Kriesler. "Australian Economic Growth: A Structural Perspective (A Preliminary Report)." Economic and Labour Relations Review 2, no. 2 (December 1991): 131–42. http://dx.doi.org/10.1177/103530469100200207.
Abstract:
In this paper we argue that Australia's current economic problems are not just the result of our being at the bottom of the cycle, but rather reflect a longer term decline. The reasons for this decline are located in structural problems relating to the decline of the industrial sector and the increasing unreliability of the export sector. We view industry as the core sector which generates technology and growth. Within the industrial sector, capital goods producing industries are the ‘hot bed’ (so to speak) of structure change and technical progress. Australia has let these industries decline. As a result, traditional remedies in the form of either demand management policies or ‘waiting for the world recovery’ will not be enough. In fact, recent economic policies, rather than being a panacea, have exacerbated the problem.
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Hoe, Siu Loon. "What makes a competent change manager? The importance of developing the “right” attitudes." Development and Learning in Organizations: An International Journal 31, no. 5 (September 4, 2017): 14–16. http://dx.doi.org/10.1108/dlo-01-2017-0002.
Abstract:
Purpose The purpose of this paper is to highlight the importance of developing the “right” attitudes toward change. Design/methodology/approach The viewpoint is based on more than 20 years of experience gained and insights developed through consulting projects and training conducted for numerous multinational companies and public sector organizations across Asia. An overview of international and national competency frameworks that include change management from Australia, United Kingdom, and Singapore is also presented. Findings A competent change manager requires a combination of knowledge, skills, and attitude to effect change. While knowledge and skills have traditionally been emphasized, there is a need to develop the “right” attitude as well. Research limitations This article is based on the author's personal viewpoint which may be subjective. Practical limitations The paper provides researchers with an insight on the importance of attitudes as a key contributing factor to change management competency. For the practitioners, it provides another perspective for designing more effective education programs to train change managers with an emphasis on attitudes. Originality/value This paper contributes to the existing change management literature by providing insights on the importance of competency, in particular, the “right” attitude required of a change manager.
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McGrath‐Champ, Susan, and Stuart Rosewarne. "Organizational change in Australian building and construction: rethinking a unilinear ‘leaning’ discourse." Construction Management and Economics 27, no. 11 (November 2009): 1111–28. http://dx.doi.org/10.1080/01446190903236361.
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Campbell, Jesse W. "Workgroup accord and change-oriented behavior in public service organizations: Mediating and contextual factors." Journal of Management & Organization 26, no. 5 (September 19, 2018): 719–35. http://dx.doi.org/10.1017/jmo.2018.42.
Abstract:
AbstractWorkgroup relationships are characterized by interdependence and intensity and can produce powerful norms that shape how work is performed. This study focuses on the effect of workgroup accord, defined as positive exchange, cooperation, and consensus among workgroup members, on change-oriented behavior in public service organizations. Change-oriented behavior denotes discretionary corrective or creative initiatives on the part of employees, and workgroup accord is hypothesized to increase change-oriented behavior both directly and indirectly via organizational commitment. The theoretical model is operationalized using survey data collected from employees of the Australian Public Service. The results of regression analysis are consistent with the hypothesis that workgroup accord positively influences organizational commitment, which in turn facilitates change-oriented behavior. However, a negative direct effect renders the total effect of workgroup accord on change-oriented behavior non-significant. Additionally, the findings suggest that innovation climate and employee performance agreement efficacy each positively moderate the negative relationship between workgroup accord and change-oriented behavior.
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Nuhu, Nuraddeen Abubakar, Kevin Baird, and Ranjith Appuhami. "The impact of management control systems on organisational change and performance in the public sector." Journal of Accounting & Organizational Change 15, no. 3 (September 2, 2019): 473–95. http://dx.doi.org/10.1108/jaoc-08-2018-0084.
Abstract:
Purpose This study aims to examine the role of organisational dynamic capabilities (strategic flexibility and employee empowerment) in mediating the relationship between management control systems (MCSs), in particular the interactive and diagnostic approaches to using controls, with organisational change and performance. Design/methodology/approach Data were collected based on a mail survey of public sector organisations in Australia and analysed using structural equation modelling (SEM). Findings The findings indicate that strategic flexibility and employee empowerment mediate the association between the interactive approach to MCSs with organisational performance, and strategic flexibility mediates the relationship between the interactive approach to MCSs with organisational change. Practical implications The study’s findings inform public sector practitioners as to how to enact change within and enhance the performance of public sector organisations. Specifically, managers are advised to focus on the use of interactive controls and the development of two dynamic organisational capabilities, strategic flexibility and employee empowerment. Originality/value The study provides an initial empirical insight into the relation between controls and dynamic capabilities and their role in enacting change and performance within the public sector. The findings suggest that the achievement of new public management ideals is reliant upon the organisational environment, with change and performance facilitated by the interactive use of controls and strategic flexibility and employee empowerment.
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Johnson, Michael. "Privatisation, Myopia and the Long-Run Provision of Economic Infrastructure in Australia." Economic and Labour Relations Review 19, no. 1 (November 2008): 57–72. http://dx.doi.org/10.1177/103530460801900105.
Abstract:
The privatisation of economic infrastructure in Australia that began in the 1980s has continued to be actively pursued by state and federal governments. Evaluations of the effects of the change of policy, ownership, control and regulatory arrangements that have accompanied privatisation and their impact on the longer-term stock of infrastructure and the growth of the economy have received less attention than the immediate privatisation decisions. This article reviews some of the studies that have been carried out to evaluate the impact of privatisation, focusing on long-term impacts on infrastructure provision. In particular, it discusses the myopia created by the emphasis on commercial transactions and managing markets that continues to shape the debate about the provision of infrastructure to meet Australia's economic, environmental and other objectives. Objectives have become even more difficult to achieve as an increasingly extensive and complex regulatory framework is required to manage privatised activities. This adds to costs and limits the potential for the introduction of new initiatives to address pressing problems. The issue is increasingly relevant, given the current perceived shortage of infrastructure and the flow-on effects of the current international financial crisis on Australia. The slow-down in economic growth accompanying the financial crisis is putting pressure on government budgets and threatening to perpetuate the existing policy bias towards short-term solutions, exacerbating the longer run problem of ensuring an adequate supply of public economic infrastructure.
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Podger, Andrew. "Enduring Challenges and New Developments in Public Human Resource Management." Review of Public Personnel Administration 37, no. 1 (February 16, 2017): 108–28. http://dx.doi.org/10.1177/0734371x17693057.
Abstract:
Australia has its own unique institutional arrangements within which its civil services operate, yet its experience in public sector human resource management over the last 40 years or so has much in common with that of many other Western democracies, including the United States. It faces enduring challenges such as the relationship between politics and administration while its approach to public management has evolved from traditional Weberian administration through new public management to a much more complex, open and networked system. While the role of government in society has not radically changed, the way in which that role has been exercised has changed significantly. Government employees represent a smaller proportion of the workforce, what they do and their skills have changed dramatically, internal arrangements to foster ethics and to manage staff are different today, new approaches have been adopted to compensate and motivate employees, the diversity of employees has widened, and the place of human resource management (HRM) in agencies’ strategic management processes has ebbed and waned. In each of these areas, human resource (HR) managers in Australia today face difficult questions about future directions. Most of these will be familiar to HR managers in other countries.
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Steane, Peter, Yvon Dufour, and Donald Gates. "Assessing impediments to NPM change." Journal of Organizational Change Management 28, no. 2 (April 13, 2015): 263–70. http://dx.doi.org/10.1108/jocm-03-2014-0068.
Abstract:
Purpose – When new public management (NPM) emerged in the mid-1980s, most governments such as New Zealand, Australia and Canada embraced it as a better way to provide public services. A more recent assessment of NPM would conclude that its appeal has faded. The purpose of this paper is to assess the serious impediments to NPM-inspired change. Design/methodology/approach – The literature is diffuse, and therefore its insights have been limited by the lack of synthesis. In this paper the authors set out to synthesize the main work already available. Findings – Change, such as breaking up large public sector hierarchies, or developing internal market-like competition and contracting out public services is indeed disruptive. Such change cannot be achieved without shifting decision-making processes, disrupting existing roles and working relationships and leaving some confusion and uncertainty among staff. Many of the changes feature numerous levels of ill-defined processes, ongoing multi-layered and complex decision making, and no easily agreed or clear path to resolution. Originality/value – The terms “wicked problem” and “disruptive innovation” are increasingly familiar to public managers and policy makers. This paper argues that managing NPM-style change represented yet another wicked problem in managing public organizations. The authors set out to synthesize the main work available, and in so doing, frame the various attributes of NPM-inspired change – five basic parts, five types of uncertainty and five fragmenting forces. The conceptual framework suggests hypotheses as the basis for further research.
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Martin, Bill, and Xuemei Tian. "Digitization and Publishing in Australia: A Recent Snapshot." Logos 21, no. 1-2 (2010): 59–75. http://dx.doi.org/10.1163/095796510x546922.
Abstract:
AbstractIn a government-funded research project into the implications of digitization for book publishing in Australia, the researchers tested for the presence of global issues and trends. With a focus specifically upon book publishing to the exclusion of newspaper and journal publishing these included: revenue trends; competition; outsourcing; potential benefits of digital publishing; critical success factors for digital publishing; supply chain issues; value chain issues, business models and expectations for the future. An online survey and follow-up interviews found that technologies such the Internet and the World Wide Web, along with those for production and rights management were playing a significant role in book publishing. However, the major focus among book publishers was on business and organizational issues. There was widespread realization of the need to respond to competition from inside and outside the industry, including competition for the leisure time of users, with direct implications for value chains and business models. Key organizational changes identified included changes in structures and strategies, in human resource practices, and in cultures. The main benefits anticipated from digital technologies were in the areas of new niche markets, repackaging and repurposing of existing content, consumer-generated content and the enhancement of value chains. It is therefore, imprudent to only consider the impact of emerging technology as the fundamental in the ongoing development of digitization in book publishing, as other considerations such as demographics, social and economic factors are also essential ingredients.
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Nevile, Ann. "Financial Deregulation in Australia in the 1980s." Economic and Labour Relations Review 8, no. 2 (December 1997): 273–92. http://dx.doi.org/10.1177/103530469700800206.
Abstract:
This article examines the process of financial deregulation in Australia during the decade when Australia's financial system changed from a highly regulated system to a system with few quantitative or qualitative controls, a freely floating exchange rate and a deficit fully financed by the market. While existing accounts have tended to focus on a single explanatory variable (such as an ideological shift or economic pressures), this article argues that policy outcomes were the result of a more complex interaction of ideology, economic forces, institutional structures and political interests. In analyzing the effect of these significant influences, the article provides a more complete picture of the deregulatory process and places the Wallis Report in context.
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Buick, Fiona, Deborah Ann Blackman, Michael Edward O'Donnell, Janine Louise O'Flynn, and Damian West. "Can enhanced performance management support public sector change?" Journal of Organizational Change Management 28, no. 2 (April 13, 2015): 271–89. http://dx.doi.org/10.1108/jocm-12-2013-0249.
Abstract:
Purpose – The purpose of this paper is to focus on the potential role that performance management could play in enabling employees’ adaptability to change and, therefore, successful change implementation. Design/methodology/approach – This research adopted a qualitative case study research design, focussed on seven case studies within the Australian Public Service (APS). This study utilized documentary analysis, semi-structured individual and group interviews. Findings – The findings of this research demonstrate that adaptability to change is integral for high performance; however, the constant change faced by many public servants is disruptive. The authors posit that applying a performance framework developed by Blackman et al. (2013a, b) to change implementation will help overcome, or at least mitigate, these issues. The authors argue that applying this framework will: enable adaptability to change; and provide an ongoing management function that enables change to occur. Research limitations/implications – This research has been limited to seven organizations within the APS, yet it does reveal interesting implications in terms of the apparent role of performance management in both developing change capacity and supporting espoused outcomes. Practical implications – This research identifies the potential role that performance management can play in supporting effective change implementation through enabling employees to cope better with the change through enabling clarity, purpose and alignment with the organizational direction. Originality/value – The originality of this paper stems from the synthesis of different strands of literature, specifically high performance, performance management and change management, and empirical research in the public sector to provide a new way of looking at performance management as a change enabler.
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Littler, Craig R., and Peter Innes. "Downsizing and Deknowledging the Firm." Work, Employment and Society 17, no. 1 (March 2003): 73–100. http://dx.doi.org/10.1177/0950017003017001263.
Abstract:
Organizations in many OECD economies have undergone a decade of downsizing, restructuring and transition. For example, workforce reductions were a dominant feature of firm behaviour in Australia throughout the 1990s. These wide-ranging organizational transitions are expected to continue. What do the new organizational forms and new job structures mean in relation to skill trends? This article examines the changing paradigms for understanding long-term skill change and assesses their relevance by empirically examining the relationship between downsizing, deskilling/upskilling and contingent labour use in larger firms. The analysis is based on a comprehensive, longitudinal data set of 4153 companies. A key finding is that downsizing was used as a vehicle for a different form of `deskilling' across the 1990s. Alongside the `knowledge organization', there are processes of deknowledging the firm.
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Gahan, Peter. "Book Review: The Employment Relationship in Australia, Employer Associations and Industrial Relations Change: Catalysts or Captives." Economic and Labour Relations Review 11, no. 1 (June 2000): 174–76. http://dx.doi.org/10.1177/103530460001100108.
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Chen, Chen, and Daniel S. Mason. "Making Settler Colonialism Visible in Sport Management." Journal of Sport Management 33, no. 5 (September 1, 2019): 379–92. http://dx.doi.org/10.1123/jsm.2018-0243.
Abstract:
This study discusses how an epistemological shift—explicitly acknowledging the embedded position of the sport management field in settler colonial societies and its effect on knowledge production therein—is necessary for the field to mobilize social change that problematizes and challenges ongoing settler colonialism. Reviewing previous research examining social change in sport management, the authors then argue that settler colonialism, a condition that underlies some nation-states that produce leading sport management knowledge—the United States, Canada, Australia, and New Zealand—should no longer remain invisible in our research. Drawing upon Indigenous Studies, Settler Colonial Studies, and sport-related work from other social science disciplines, the authors contextualize the position of non-Indigenous scholars and then address three questions that highlight the relevance of settler colonialism to sport management research. They conclude with a discussion on possible ways in which settler colonialism can be visibilized and thus challenged by non-Indigenous scholars.
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Abbott, Malcolm. "The Long-Term Regulation of Safety Standards: The Case of the Electricity Industry in Australia and New Zealand." Competition and Regulation in Network Industries 13, no. 4 (December 2012): 312–32. http://dx.doi.org/10.1177/178359171201300401.
Abstract:
Throughout much of the history of the electricity industry in Australia and New Zealand the industry has been the subject of safety regulations. Although this regulation has been a constant throughout the life of the industry the organizational approach to regulation has changed over the years. Periodically in Australia and New Zealand history these questions have been raised in a political context, although notably the structure of safety regulators does not get much attention in the standard histories of the industry. The purpose of this paper, therefore, is to discuss some of the general issues that have arisen in the reform of regulation in the case of electricity safety over the longer term and how it relates overall to the development of the electricity industry.
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Saunders, Peter. "Examining Recent Changes in Income Distribution in Australia." Economic and Labour Relations Review 15, no. 1 (June 2004): 51–73. http://dx.doi.org/10.1177/103530460401500103.