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Journal articles on the topic 'Organizational change Australia'
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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.
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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).
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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.
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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.
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Nagpal, Swati, and Suzanne Young. "Understanding Organizational (In)action in Response to Climate Change: Evidence from Australia." Academy of Management Proceedings 2018, no. 1 (August 2018): 16976. http://dx.doi.org/10.5465/ambpp.2018.16976abstract.
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Booth, Adrian. "Health service delivery to outback South Australia: a story of organizational change." International Journal of Health Care Quality Assurance 9, no. 2 (April 1996): 15–19. http://dx.doi.org/10.1108/09526869610112716.
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Pearse, Warwick, and Chloë Refshauge. "Workers' Health and Safety in Australia: An Overview." International Journal of Health Services 17, no. 4 (October 1987): 635–50. http://dx.doi.org/10.2190/fd8r-4du5-bnbw-x93a.
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In this article we explore some of the precursors and background to the recent wave of administrative and legislative change in the field of occupational health and safety in Australia. The influences of the New Left and women's movement in the late 1960s and early 1970s are seen to be crucial in creating a climate in which the issue of workers' health could be raised. It is then argued that the labor movement has been fundamentally important in determining the shape and extent of reform. Current organizational and legal developments are described and discussed in the context of Australian society.
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Hefni, Wildani, Rizqa Ahmadi, and Maslathif Dwi Purnomo. "RELIGIOUS MOBILITY AND IDENTITY IN THE LIVES OF URBAN MUSLIM SOCIETY IN AUSTRALIA: AN ANATOMY OF RELIGIOUS PRACTICE." Akademika : Jurnal Pemikiran Islam 27, no. 2 (October 16, 2022): 145. http://dx.doi.org/10.32332/akademika.v27i2.5411.
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This article discusses religious mobility in the lives of urban Muslim society in Australia by investigating organizational projects and religious practices. This paper uses ethnographic fieldwork consisting of in-depth interviews and hang-out in the organization meeting and gatherings among urban Muslim society in Australia. This paper argues that although urban Muslim society in Australia is associated with a Muslim minority, they contribute significantly to the development of Islamic education, Islamic altruism, and spirituality performance. Urban Muslim society in Australia demonstrates social sensitivity by establishing social institutions to show their embodied Muslim identity, such as Islamic Society of Melbourne Eastern Region (ISOMER) in Melbourne, Islamic Science and Research (ISRA) in Sydney, and Australian Sufi Association (ASA). They show their religious mobility as well as their religious practices as part of an agent of social change by promoting community engagement as an embodiment of social solidarity.
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England, Erica. "Gender: Identity and Social Change." Charleston Advisor 21, no. 4 (April 1, 2020): 31–35. http://dx.doi.org/10.5260/chara.21.4.31.
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Gender: Identity and Social Change (hereafter Gender) provides researchers with access to key primary documents over three centuries of gender history through personal diaries, correspondence, newspapers, photographs, ephemera, and organizational records. Thematic highlights include women’s suffrage, feminism, domesticity and the family, sex and sexuality, and the organizations and associations associated with gender-specific movements. This research tool also includes essays by, and interviews with, featured academics, and also visual material, including photographs, posters, and scrapbooks. The materials have been sourced from participating library/archive institutions across the U.S., Canada, Australia, and the U.K.
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Goodman, James. "Organising for power: solidarities and transformation." Cosmopolitan Civil Societies: An Interdisciplinary Journal 1, no. 2 (August 26, 2009): 1–17. http://dx.doi.org/10.5130/ccs.v1i2.1087.
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Political and social movements are both empowering and power-seeking: they seek both to mobilize civil society and overwhelm state institutions. As organisations they mobilize collective power, generating solidarities and transforming social structures. As such, political organisations both challenge power and exercise power. This article addresses organizational vehicles for political change in Australia, drawing out limits and possibilities. Three organizational forms are discussed - the political party, the non-government organization (NGO), and the social movement - in terms of their capacity and limits. The social solidarities and social structures that frame political organization are debated, highlighting the impact of political conflicts over ecological change. The article ends with a discussion of the proceeding four articles, drawing out shared themes and implications in terms of the relationships post-Howard, between the Australian state, political parties, NGOs and movements.
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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.
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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
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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.
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Fünfgeld, Hartmut. "Institutional Tipping Points in Organizational Climate Change Adaptation Processes." Journal of Extreme Events 04, no. 01 (March 2017): 1750002. http://dx.doi.org/10.1142/s2345737617500026.
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Despite increasing awareness of the urgency to respond to climate change through adaptation, progress with climate change adaptation differs considerably across social contexts, even within seemingly uniform institutional environments. Only a part of these differences in engaging in adaptation can be explained by differentiated exposure or sensitivity to climate change hazards. Institutions, and institutional change, play important roles in enabling or constraining adaptation at the social group scale. This paper borrows the concept of tipping points from the natural sciences (Lenton et al. 2008; Lenton 2013) and applies it to social processes of climate change adaptation by focusing on processes of institutional change towards and beyond ‘institutional’ tipping points. Different stages of institutional change, where social groups switch from one dominant attractor regime to another, are discussed and illustrated. Empirical research conducted in two organizations in the local government and primary health care sector in Australia are used as examples for how institutional adaptation occurs and how institutional tipping points can be identified. Reflecting on these examples, the paper reviews the conceptual value-add of the institutional tipping points concept, while also discussing its epistemological and methodological limitations.
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Carrad, Amy, Anne-Maree Parrish, and Heather Yeatman. "Building Public Health Capacity through Organizational Change in the Sport System: A Multiple-Case Study within Australian Gymnastics." International Journal of Environmental Research and Public Health 18, no. 13 (June 22, 2021): 6726. http://dx.doi.org/10.3390/ijerph18136726.
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Sports clubs increasingly are settings for health promotion initiatives. This study explored organizational change processes and perceived facilitators and barriers relevant to implementing a health promotion initiative within gymnastics settings in New South Wales (NSW), Australia. A multiple-case design investigated the experiences of the state association (Gymnastics NSW) and five clubs from one region of NSW in a participatory Health-Promoting Gymnastics Clubs (HPGC) program. The program aimed to build the capacity of Gymnastics NSW to support affiliated clubs to become health-promoting settings. Interviews with organizational representatives explored their experiences of the program and identified factors that enabled or inhibited program adoption, implementation and sustainability. Facilitators and barriers identified included leadership and champions; organizational capacity and culture; priorities and timing; and characteristics of the HPGC framework. This multi-level, organizational change intervention demonstrated potential to create health-promoting gymnastics settings. Tailoring strategies in diverse club contexts required involvement of organizational leaders in program development and action planning. Despite positive impacts, pre-existing organizational culture inhibited integration of health promotion as a core value. Sustained organizational change may result from professional regulatory requirements (e.g., accreditation and affiliation), and policy directives and funding (for organizational change, not program delivery) from relevant government departments.
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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.
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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
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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.
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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.
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Sciulli, Nick. "Organizational barriers to adapting infrastructure assets to climate change: evidence from coastal councils in Australia." Public Money & Management 33, no. 2 (March 2013): 153–60. http://dx.doi.org/10.1080/09540962.2013.763436.
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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.
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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.
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Fergusson, Lee, Timothy A Allred, Troy Dux, and Hugo M. Muianga. "Work-Based Learning and Research for Mid-Career Professionals: Two Project Examples from Australia." Interdisciplinary Journal of e-Skills and Lifelong Learning 14 (2018): 019–40. http://dx.doi.org/10.28945/3959.
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Aim/Purpose: Most research on work-based learning and research relates to theory, including perspectives, principles and curricula, but few studies provide contemporary examples of work-based projects, particularly in the Australian context; this paper aims to address that limitation. Background: The Professional Studies Program at University of Southern Queensland is dedicated to offering advanced practice professionals the opportunity to self-direct organizational and work-based research projects to solve real-world workplace problems; two such examples in the Australian context are provided by this paper. Methodology: The paper employs a descriptive approach to analyzing these two work-based research projects and describes the mixed methods used by each researcher. Contribution: The paper provides examples of work-based research in (a) health, safety, and wellness leadership and its relation to corporate performance; and (b) investigator identity in the Australian Public Service; neither topic has been examined before in Australia and little, if anything, is empirically known about these topics internationally. Findings: The paper presents the expected outcomes for each project, including discussion of the ‘triple dividend’ of personal, organizational, and practice domain benefits; as importantly, the paper presents statements of workplace problems, needs and opportunities, status of the practice domain, background and prior learning of the researchers, learning objectives, work-based research in the practice domain, and lessons learned from research which can be integrated into a structured framework of advanced practice. Recommendations for Practitioners: This is a preliminary study of two work-based research projects in Australia; as these and other real-world projects are completed, further systematic and rigorous reports to the international educational community will reveal the granulated value of conducting projects designed to change organisations and concordant practice domains. Recommendation for Researchers: While introducing the basic elements of research methods and expected out-comes of work-based projects, examples in this paper give only a glimpse into the possible longer-term contributions such research can make to workplaces in Australia. Researchers, as a consequence, need to better understand the relationship between practice domains, research as a valuable investigative tool in workplaces, and organizational and social outcomes. Impact on Society: Work-based learning and research have been developed to not only meet the complex and changing demands of the global workforce but have been implemented to address real-world organizational problems for the benefit of society; this paper provides two examples where such benefit may occur. Future Research: Future research should focus on the investigation of triple-dividend outcomes and whether they are sustainable over the longer term.
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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.
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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”.
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Kinowska, Zofia, and Jan Pakulski. "Polish Migrants and Organizations in Australia." Cosmopolitan Civil Societies: An Interdisciplinary Journal 10, no. 2 (July 27, 2018): 33–46. http://dx.doi.org/10.5130/ccs.v10i2.6002.
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The social profile and the organizational landscape of Polish diaspora, known as ‘Polonia’, in Australia has been undergoing a significant change: sociodemographic (ageing), sociocultural (diversification) and sociopolitical (integration and assimilation). The ‘wave-type’ immigration (1947-56 and 1980-89), combined with the sudden decline in immigration after Poland’s independence (1989) and accession to the EU (2004), resulted in the rapid shrinking, ageing and internal differentiation of the Polish community. The pre-1989 ‘ethno-representative’ and ex-servicemen organisations have been withering away. The ‘culture preserving’ ethnic organizations, as well as religious/church groups also weaken, due to their shrinking demographic base. The Australian ‘Polonia’ is diversifying, as well as internally dividing, the latter process accelerated by widening political-ideological divisions in Poland. Under the impact of social diversification and globalization, and in the context of evolving multicultural policies in Australia, new forms of organization and social activism emerge. Interethnic, integrative and ‘bridging’ organizations and initiatives, anchored mainly in metropolitan social circles of Melbourne and Sydney, attract the most educated immigrants and their offspring and break the mould of ethnic exclusivity. Next to traditional Polish Associations, multiplying Senior Clubs and still numerous Polish schools there also appear some nationalistic groups, active mainly in social media. These general trends: numerical decline, ageing and diversification (combined with political divisions) reflect the changing conditions in the Australian and Polish societies, as well as the processes of migrant adaptation and integration.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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Smith, Andrew, Eddie Oczkowski, Charles Noble, and Robert Macklin. "New management practices and enterprise training in Australia." International Journal of Manpower 24, no. 1 (February 1, 2003): 31–47. http://dx.doi.org/10.1108/01437720310464954.
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The widespread implementation of new management practices (NMPs) in industrialised countries has had a significant impact on employee training. Examines five NMPs: the learning organisation; total quality management; lean production/high performance work organisations; teamworking; and business process re‐engineering. Focuses on the relationship between organisational change and training at the enterprise level. The research identified important findings in six key areas: small business; the use of the vocational education and training system; the importance of the individual; the nature of training; the importance of behavioural skills; and organisational change. The study confirmed that workplace change is a major driver of improved training provision in enterprises. It showed unambiguously that most NMPs are associated with higher levels of training. The integration of training with business strategy was found to be the most important factor in driving training across a wide range of training activities and appears to lead to an across the board boost to enterprise training in all its forms.
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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.
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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.
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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.
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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.
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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.
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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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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.
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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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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.
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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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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.
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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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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.
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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.
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Cadilhac, Dominique A., Nadine E. Andrew, Monique F. Kilkenny, Kelvin Hill, Brenda Grabsch, Natasha A. Lannin, Amanda G. Thrift, et al. "Improving quality and outcomes of stroke care in hospitals: Protocol and statistical analysis plan for the Stroke123 implementation study." International Journal of Stroke 13, no. 1 (September 15, 2017): 96–106. http://dx.doi.org/10.1177/1747493017730741.
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Rationale The effectiveness of clinician-focused interventions to improve stroke care is uncertain. Aims To determine whether an organizational intervention can improve the quality of stroke care over usual care. Sample size estimates To detect an absolute 10% difference in overall performance (composite outcome), a minimum of 21 hospitals and 843 patients per group was determined. Methods and design Before and after controlled design in hospitals in Queensland, Australia. Intervention Externally facilitated program (StrokeLink) using outreach workshops incorporating clinical performance feedback, patient outcomes (survival, quality of life at 90–180 days), local barrier assessments to best practice care, action planning, and ongoing support. Descriptive and multivariable analyses adjusted for patient correlations by hospital (intention-to-treat method). Context Concurrent implementation of financial incentives to increase stroke unit access and use of the Australian Stroke Clinical Registry for performance monitoring. Study outcome(s) Primary outcome: net change in composite score (i.e. total number of process indicators achieved divided by the sum of eligible indicators for each cohort). Secondary outcomes: change in individual indicators, change in composite score comparing hospitals that did or did not develop action plans (per-protocol analysis), impact on 90–180-day health outcomes. Sensitivity analyses: hospital self-rated status, alternate cross-sectional audit data (Stroke Foundation). To account for temporal effects, comparison of Queensland hospital performance relative to other Australian hospitals will also be undertaken. Discussion Twenty-one hospitals were recruited; however, one was unable to participate within the study time frame. Workshops were held between 11 March 2014 and 7 November 2014. Data are ready for analysis.
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Wolfram Cox, Julie, and John Hassard. "Discursive Recontextualization in a Public Health Setting." Journal of Applied Behavioral Science 46, no. 1 (March 2010): 119–45. http://dx.doi.org/10.1177/0021886309357443.
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The authors discuss discursive recontextualization as a process of discursive change in which stable referents may be recombined. As such, discursive recontextualization recognizes the interplay of both stability and instability without necessarily privileging the latter. Drawing on intertextual document analysis of a series of public reports published in the wake of a major health policy initiative in Victoria, Australia— Health to 2050—the authors identify a discursive pattern in which descriptions of a disaggregation from large Health Care Networks to smaller Metropolitan Health Services echo those of an earlier aggregation of individual hospitals into the Health Care Networks. The authors suggest that future research into discourse and organizational change will benefit from greater attention to stabilization and such recontextualization as well as to fluidity and instability. They examine implications for change agents and for researchers in the field.
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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.
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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.
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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.
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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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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.
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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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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.
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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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Hosseini, Omid, Martin Loosemore, and Alireza Ahmadian Fard Fini. "Construction Workforce’s Mental Health: Research and Policy Alignment in the Australian Construction Industry." Buildings 13, no. 2 (January 23, 2023): 335. http://dx.doi.org/10.3390/buildings13020335.
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The Australian construction industry is facing a mental health crisis; poor mental health indicators are significantly higher than the all-industry average. Despite a growing body of research into the mental health of the industry’s workforce, concerns have been raised about its alignment with regulatory developments in this area. This raises questions about the relevance of research to support mental health policy development in Australia and evidence-based research on mental health policy relating to the construction industry. However, there has been no research to explore the extent of this problem. This paper addresses this knowledge gap by reporting the results of a systematic review of peer-reviewed mental health research using the PRISMA scoping review methodology. The results reveal significant misalignment between existing research and Australian government regulation in this area. A particularly low level of research–policy alignment is found in the areas of: violence and traumatic events at work, financial concerns, poor organizational change management, workplace injustice, and social support. The paper concludes with recommendations for new avenues of mental health research to address these gaps, enabling closer alignment between mental health research and regulatory reform. It is concluded that this will facilitate more relevant research and improved evidence-based decision-making in this important field of research and policy development.
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Stanford, Jim. "A turning point for labour market policy in Australia." Economic and Labour Relations Review 30, no. 2 (March 14, 2019): 177–99. http://dx.doi.org/10.1177/1035304619835075.
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Australian labour market and industrial relations policies are poised for fundamental change. A combination of political and macroeconomic factors has created a historic opportunity to turn away from the individualised, market-driven labour market policy that has prevailed since the 1980s, in favour of a more interventionist and egalitarian approach. Factors contributing to this moment include the breakdown of bipartisan consensus around key neoliberal precepts; growing public anger over inequality, insecure work and stagnant wages; and a weakening of macroeconomic conditions. Australia’s labour market is now marked by underutilisation of labour in various forms, a deterioration in job quality (especially the growth of insecure and precarious work) and unprecedented weakness in wages. The deterioration in job quality and distributional outcomes is the long-term legacy of the post-1980s shift away from Australia’s earlier tradition of equality-seeking institutional structures and regulatory practices. The current malaise in labour markets should be confronted with a comprehensive strategy to both increase the quantity of work available to Australian workers and improve its quality. The major components of such a strategy are identified, and their prospects considered, in light of the economic and political forces reshaping Australia’s labour market. JEL Codes: J28, J38, J53, J58, J83
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Melles, Gavin. "Figuring the Transition from Circular Economy to Circular Society in Australia." Sustainability 13, no. 19 (September 24, 2021): 10601. http://dx.doi.org/10.3390/su131910601.
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The combined pressure of economic, environmental, and social crises, including bushfires, waste management, and COVID created conditions for a turn to the circular economy in Australia. In addition to a dominant circular discourse of ecological modernization in state and federal policy and business and public consultations, other more socially inclusive and ecologically sensitive discourses are circulating. The two main competing discourses are a techcentric circular economy and a reformist circular society, the latter reflected in ‘growth agnostic’ doughnut economics. In the context of unambitious federal and state policies, the circular transition is being supported by a range of intermediary organizations whose key representatives envision or ‘figure’ the sustainability transition in hybrid discursive combinations. Few studies of the circular economy transition in Australia exist and none focus on competing discourses and intermediation for sustainability transition. Since intermediary organizations both discursively reflect and lead the circular change, fuller understanding of how circularity is interpreted or ‘figured’ by key actors is crucial. This study identifies how twenty representatives from intermediating organizations actively ‘figure’ the process of the circular transition for Australia, including while managing the tension between personal positions and organizational missions. Employing the concept of figured worlds this qualitative thematic discourse interview study analyses how, drawing on available circular discourses, key actors and their organisations actively ‘figure’ the present and future circular transition. The study contributes to debates on circular discourses, nature, and the limitations of the circular economy in Australia, the relational space of intermediation, and the nature of MLP transitions for a sustainable circular transition economy in Australia.
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Granberg, Mikael, Karyn Bosomworth, Susie Moloney, Ann-Catrin Kristianssen, and Hartmut Fünfgeld. "Can Regional-Scale Governance and Planning Support Transformative Adaptation? A Study of Two Places." Sustainability 11, no. 24 (December 6, 2019): 6978. http://dx.doi.org/10.3390/su11246978.
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The idea that climate change adaptation is best leveraged at the local scale is a well-institutionalized script in both research and formal governance. This idea is based on the argument that the local scale is where climate change impacts are “felt” and experienced. However, sustainable and just climate futures require transformations in systems, norms, and cultures that underpin and reinforce our unsustainable practices and development pathways, not just “local” action. Governance interventions are needed to catalyse such shifts, connecting multilevel and multiscale boundaries of knowledge, values, levels and organizational remits. We critically reflect on current adaptation governance processes in Victoria, Australia and the Gothenburg region, Sweden to explore whether regional-scale governance can provide just as important leverage for adaptation as local governance, by identifying and addressing intersecting gaps and challenges in adaptation at local levels. We suggest that regional-scale adaptation offers possibilities for transformative change because they can identify, connect, and amplify small-scale (local) wins and utilize this collective body of knowledge to challenge and advocate for unblocking stagnated, institutionalized policies and practices, and support transformative change.
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Rule, John, Roger Dunston, and Nicky Solomon. "Learning and change in the redesign of a primary health care initiative." Journal of Workplace Learning 28, no. 7 (September 12, 2016): 451–67. http://dx.doi.org/10.1108/jwl-09-2015-0069.
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Purpose This paper aims to provide an account of learning and change in the redesign of a primary health-care initiative in a large metropolitan city in Australia. Design/methodology/approach The paper is based on research exploring the place and role of learning in the re-making of health professional practices in a major New South Wales Government health reform called HealthOne. The analysis and findings presented here make reference to data drawn from a longitudinal ethnographic study (2011-2014) conducted by an inter-disciplinary team of researchers from the University of Technology Sydney. Socio-material and practice-based approaches for understanding learning are used in working with the data. Findings There were substantial changes in professional practice, especially in the role of the General Practice Liaison Nurse. Changes, and the learning connected to the changes, were dynamically influenced by the macro-context. HealthOne was a reform initiative with a strong focus on achieving health service redesign and a consistent focus on staff developing new ways of thinking and operating. Although learning was often discussed, it was, for the most part, expressed in general terms, and there was a lack of a formal and well-developed approach to learning collectively and individually. Originality/value This research paper will inform future attempts at service redesign in community and primary health contexts and provides a site-specific examination of workplace learning in a context of rapid change.
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Travers, Max. "Business as Usual? Bail Decision Making and “Micro Politics” in an Australian Magistrates Court." Law & Social Inquiry 42, no. 02 (2017): 325–46. http://dx.doi.org/10.1111/lsi.12264.
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Between the 1970s and 1990s, political scientists in the United States pursued a distinctive research program that employed ethnographic methods to study micro politics in criminal courts. This article considers the relevance of this concept for court researchers today through a case study about bail decision making in a lower criminal court in Australia. It describes business as usual in how decisions are made and the provision of pretrial services. It also looks at how traditionalists and reformers understood business as usual, and uses this as a critical concept to make visible micro politics in this court. The case study raises issues about organizational change in criminal courts since the 1990s, since there are fewer studies about plea bargaining and more about specialist or problem-solving courts. It is suggested that we need a new international agenda that can address change and continuity in criminal courts.
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Monadjemi, Mehdi S. "Public and Private Spending: Some Australian Evidence." Economic and Labour Relations Review 6, no. 1 (June 1995): 41–51. http://dx.doi.org/10.1177/103530469500600103.
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This paper examines empirical relationships between government expenditure and private spending in Australia, to see whether government expenditure reduces, or crowds out, private expenditure or encourages it. Particular attention is paid to the effect on private investment expenditure and the possibility of a change occuring in the relationship between public and private is examined. Regression analysis found no significant evidence of crowding out. Public investment was found to compliment private investment in the period before 1974, but not in the period since then.
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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.
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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.
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Ali, Qaisar, and Shazia Parveen. "A conceptual framework for the role of leadership in financial innovation adoption in the Australian banking industry." Journal of Management Info 8, no. 3 (November 7, 2021): 192–205. http://dx.doi.org/10.31580/jmi.v8i3.2087.
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Despite being known as one of the most innovative countries in the world, innovation in Australia has remained stagnant since the 1990s. The main objective of this study is to analyse and evaluate the role of leadership in financial innovation adoption in the Australian banking industry. Specifically, this study focuses on exploring the drivers of innovation, testing the skill and knowledge of leaders to adopt an innovation, the impact of different leadership styles on innovation, and based on the nature of innovation propose the suitable leadership framework for Australian banks using a conceptual framework. The findings of this study are expected to allow Australian banks in evaluating their leaders’ role and formulate relevant strategies to ensure successful innovation adoption. It is projected that the findings will be robust for the businesses as the internal and external shareholders working with leaders to enhance organizational performance can befit from the insight provided in this study. Moreover, this study is projected to assist in charting directions for business leaders in the context of effective leadership practices necessary for improving employees’ retention, profitability, and growth which will ultimately contribute to business practices. The findings will help in providing a better understanding of leadership practices required for leaders’ professional growth which may create more job opportunities. The leaders may learn the ethical and sustainable leadership practices to meet the social expectations through compact strategies which may contribute to social change.
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Pollard, Christina, Janette Lewis, and Margaret Miller. "Start Right–Eat Right Award Scheme: Implementing Food and Nutrition Policy in Child Care Centers." Health Education & Behavior 28, no. 3 (June 2001): 320–30. http://dx.doi.org/10.1177/109019810102800306.
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The Start Right–Eat Right award scheme implemented in Western Australia has been used to provide the incentive to bring about improvement in food service in line with government policy and regulations in the child care industry. Theories of organizational change were used to identify processes and strategies to support the industry in translating policy into practice. A baseline survey of food service management practices, as well as process evaluation, informed action and identified barriers. Impact evaluation demonstrated that the award scheme could bring about improvements in the quality of food service; 80% of centers made changes to their menus as a result of participating. Two years postlaunch, 40% of centers have registered in the scheme. The diffusion of innovation theory is used to explain uptake and discuss results. The success of the scheme was based on four factors: an understanding of the industry, collaboration between the child care industry and government, supporting resources, and incentives.
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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.
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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.