Journal articles on the topic 'Success in business Queensland'
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Ness, Karen. "Small Business Success Factors in Regional Queensland." Small Enterprise Research 12, no. 2 (January 2004): 1–22. http://dx.doi.org/10.5172/ser.12.2.1.
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Perkins, Rachel, and Catheryn Khoo-Lattimore. "Friend or foe: Challenges to collaboration success at different lifecycle stages for regional small tourism firms in Australia." Tourism and Hospitality Research 20, no. 2 (March 26, 2019): 184–97. http://dx.doi.org/10.1177/1467358419836719.
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Small tourism businesses are essential to Australia’s economy and development, particularly in regional and rural areas, where a majority of these firms are located. It is important to understand the operation of regional small tourism business, to create strategies for their sustained success into the future. This research paper explores collaboration as an operation of small tourism businesses, by understanding the extent to which small tourism firms face challenges in collaborating at different stages of their business life cycle, and how these challenges to collaboration can be overcome. Collaboration is the selected concept examined within this study as it exposes businesses to shared knowledge, resources, marketing, and capabilities, which these businesses alone would not typically possess. To understand this further, reponses about collaborative behavior were gathered from 24 small tourism operators/managers from The Granite Belt region in South-East Queensland, Australia. Tourism operators recognized several hindrances to successful collaboration: (1) a limited understanding of what collaboration is and how it can be enacted, (2) the informal nature of current collaborations, (3) unbalanced efforts from stakeholders within the collaborations, (4) competition between stakeholders, (5) differing opinions of collaborating businesses, and (6) perceived failure or misdirected leadership from local governing bodies. Using these challenges, a framework was developed that makes recommendations to tourism scholars, organizations, operators, and local councils on how to overcome these hindrances by improving communication, formalizing selected collaborative efforts, and reporting on collaborations.
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Frawley, Jodi. "State investment in science and entrepreneurship for environmental change in Queensland, 1912–16: The story of Cactus Estates Ltd." Queensland Review 23, no. 1 (May 31, 2016): 2–19. http://dx.doi.org/10.1017/qre.2016.3.
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AbstractGovernments across the globe use public–private partnerships to foster entrepreneurship while limiting their risk. The Prickly Pear Destruction Act 1912 enabled the Queensland government to enter contracts with private entities for land heavily covered with prickly pear (Opuntia and Nopalea species). The story of Cactus Estates Ltd, the first negotiation under the Act, provides an opportunity to analyse this response to local ecologies changed by nineteenth-century plant transfers. Most scholarship on the invasion of prickly pear focuses on the science of entomology due to the spectacular success of the introduction of Cactoblastis cactorum in 1926. This article examines an earlier period in the history of applied science in Queensland. The Queensland government, along with scientific and business communities, pursued poisons for controlling the density of plant growth as the preferred mechanism for eliminating plants. Cactus Estates Ltd experimented with arsenic-based poisons for this purpose. An examination of Cactus Estates Ltd provides evidence of the state's willingness to produce a multifaceted approach to dealing with invasive species in Australia in the early twentieth century.
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Mccowan, Col, Wendy Harper, and Kim Hauville. "Student E-Portfolio: The Successful Implementation of an E-Portfolio across a Major Australian University." Australian Journal of Career Development 14, no. 2 (July 2005): 40–51. http://dx.doi.org/10.1177/103841620501400208.
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In 2002, a project team was established at the Queensland University of Technology (QUT) to build and implement an e-portfolio for each of the 40,000 students. Its success depended on adopting a systemic approach where access was made available to students as a routine part of their life at QUT. The project team adopted a comprehensive model, so the system could meet a variety of purposes and audience needs and it was customised to integrate with existing QUT systems. Business requirements were commissioned and the project was implemented in manageable steps interspersed with trials and feedback. The underlying philosophy, decisions made, steps taken, feedback and future developments are outlined.
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Nelson, B. S., and E. Robinson. "Critical success factors of a whole of business extension approach for increased capacity of beef producers and improved enterprise profit and sustainability." Rangeland Journal 31, no. 1 (2009): 61. http://dx.doi.org/10.1071/rj08059.
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The ‘Research to Reality Project’ assisted beef producers in the Burdekin catchment of north Queensland to develop practical responses to a range of production and grazing land management challenges. The project involved three groups of beef producers encompassing 19 enterprises, 680 000 ha of land and the management of 162 000 cattle. The project was founded on a continuous improvement and innovation approach, and included an employed industry champion and multi-disciplinary project team who used a range of extension methods to identify, develop and implement on-property projects. Extension methods included one-on-one property planning activities, economic benchmarking, land condition assessments, on-property demonstrations, structured learning workshops and information products. The value of project evaluation to producers and the project staff is discussed. Further, the link between increased profitability and better land management was established for many producers. This learning is reflected in the uptake of recommended grazing practices and the decisions producer participants are now making about their grazing business.
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Gray, Andrew, and Tony Peloso. "Building leadership capability in a rapidly growing organisation." APPEA Journal 53, no. 2 (2013): 466. http://dx.doi.org/10.1071/aj12077.
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A major challenge for Arrow Energy has been balancing rapid growth while continuing to operate as an effective business. To meet this challenge, this extended abstract looks at one of the strategies: a leadership program designed in co-operation with Queensland University of Technology (QUT). The leadership program aims to establish a leadership culture that drives company performance and facilitates change, develops leadership networks to support Arrow's business objectives, and strengthens the talent pool to help in succession planning through commitment to individual development. Two programs were custom designed by QUT and launched in 2012: one for senior leadership and the other for emerging leaders at Arrow. Careful participant selection was vital to the program's success. Both programs were designed to provide participants with a highly experiential learning approach, far removed from traditional training programs they had previously attended. Participants were immersed in exploring real issues and challenges facing the company, as well as looking at how well their leadership approach fitted the needs of a rapidly growing organisation. The course design and use of innovative learning experiences have made the program successful. An important measure of this success has been the leadership development of each individual and the establishment of strong informal networks that are part of a mature organisation. Transfer of learning to the workplace was achieved by immersion in team-based leadership project initiatives, which reinforced the major theme of the program: leadership is a journey that requires sustained focus and development.
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Turner, Bernadette. "Mary Mayne: Matriarch and Colonial Businesswoman." Queensland Review 11, no. 1 (April 2004): 39–64. http://dx.doi.org/10.1017/s132181660000355x.
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Mary Mayne was the mother of Mary Emelia and James Mayne, two of the most significant benefactors to The University of Queensland, and the impulse for their philanthropy can partly be traced directly to her. She was an extremely successful businesswoman in colonial Brisbane, yet her business achievements have been overlooked by assumptions that the family's wealth came only from the foundations laid by her husband, Patrick — even though it was her fortune, as well as his, which funded her children's final bequests to the university. By the time of Patrick's death in August 1865, Mary was experienced in business, which was unusual for married women during this era. Her experience and skills enabled her to take over the administration of his estate and, despite his debts, to preserve most of his property holdings. At the same time, she amassed her own fortune. Although she faced a number of hurdles, her success proves that widows with skills and assets were able to operate as effectively as men in the commercial world, and undermines simplistic assumptions about the impact of gender discriminatory barriers in colonial society.
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Simpson, Walter, Mark Greene, Sean O'Donnell, Michelle Zaunbrecher, Warwick King, and Steve Ciccone. "Safety leadership and collaboration in the Queensland natural gas exploration and production industry." APPEA Journal 56, no. 2 (2016): 548. http://dx.doi.org/10.1071/aj15054.
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The industry in Queensland operates within a common geographical area and uses similar technologies with common hazards and risks. In terms of safety companies must be seen as one industry and not separate entities. As a result, collaboration on safety is a natural outcome, and in 2014 this led to the creation of the Queensland Natural Gas Exploration & Production Industry Safety Forum (known as Safer Together), an inclusive member-led organisation of a range of operating and contract partner companies. Initial emphasis was on the set-up/organisation and getting early engagement. With more than 80 companies signed up as members in the first 12 months, Safer Together made a strong start. The emphasis has now switched to delivery, and with all member companies feeling the strain of the industry downturn, working together has never been so crucial to ensure that safety is never compromised. This extended abstract presents a case study of what Safer Together is learning about the fundamental prerequisites required to ensure long-term sustainability and the success of the forum. Challenges discussed include: maintaining and increasing membership in tough times; ensuring senior leaders continue to be actively engaged, regardless of other business pressures; ensuring simple solutions don’t become too difficult to implement when rolled out to many different companies; avoiding initiative overload; and, demonstrating tangible value to member companies. This is not an easy journey, and more challenges lie ahead. But the enormous safety benefits make it the right thing to do as an industry.
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Peacock, Jonathon. "PESA 2014 business review." APPEA Journal 55, no. 1 (2015): 189. http://dx.doi.org/10.1071/aj14014.
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This review looks back at 2014 from a business context and considers where the Australian petroleum industry will be placed in 2015. Globally, there were a number of major developments in 2014. These included new supply sources (e.g. PNG LNG), exploration successes (e.g. Brazil), and evolving energy export policies that have been set to change the market (e.g. US, OPEC). Russia agreed to a major gas supply agreement with China, and access to talent remained an issue. In Australia, there were a number of developments that shaped the business agenda, including: Capital projects—Prelude, QCLNG, and many others—achieved major milestones such as first LNG production. There were ongoing cost increases in capital projects. From a tax perspective, the Petroleum Resource Rent Tax (PRRT) was not renounced, and a decision was made on Browse royalties. Operators were busy with commissioning teams and preparing to operate new assets. Boards debated capital management, notably the AU$200 billion of projects in pre-FID and asset divestments. Exploration, notably for onshore east coast regulations in NSW and Victoria. The opening of the Wallumbilla gas supply hub in Queensland, in March 2014. 2015 will be an important period for the industry in Australia. For instance, the price of oil will be under pressure due to the changing global market forces for energy. Operators will have to work hard in 2015 as they commission large new facilities, reduce costs, and improve plant reliability. Also, the regulatory agenda will be focused on exploration, and balancing domestic and export market forces.
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Phelps, David, and Dana Kelly. "Overcoming drought vulnerability in rangeland communities: lessons from central-western Queensland." Rangeland Journal 41, no. 3 (2019): 251. http://dx.doi.org/10.1071/rj18052.
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Drought and climate variability are an increasing global problem, especially in rangelands which may lack robust socioeconomic systems. Vulnerability is being applied in drought and climate change policy theory, by describing exposure and sensitivity factors, and adaptive capacity. In this paper we examine these vulnerability factors in central-western Queensland (CWQ), Australia, as a case study to test the idea that vulnerability and resilience must be considered together to build strong and enduring rangeland communities. The region’s economy and employment are strongly coupled with rain-fed agriculture. Drought is a key risk to CWQ communities, with 13 extended droughts recorded since 1898. The region has been officially in drought since 2013 following well below-average rainfall, and remains in drought in 2019. The impact has led to reductions in town business turnover of 30–60%, loss of livelihoods and outmigration of 20%. Outmigration corresponds to the recent periods of drought. Social networks have been destabilised, highlighting that the cascading impacts of drought are complex, interrelated and affect the whole community. Regionally led responses have helped to re-build social cohesion, provide mental health support and stimulate economic activity and employment. These actions provide examples of a systemic, whole-of-community approach, that (1) captures place-based advantages; (2) enhances internal and external socioeconomic networks; (3) engages meaningfully through multi-level consultation; and (4) seeks to build sustained financial investment. A common theme of success is partnerships which provide external support for regionally-identified issues and solutions. There has been considerable investment of public, philanthropic and private funds in drought relief and infrastructure programs. This has occurred through a whole-of-community approach, and suggests a move towards policy which aims to build long-term regional resilience. CWQ has linked vulnerability and resilience by asking of both internally and externally led drought relief ‘will this action build or undermine community resilience’. This approach could also be applied to the design of drought policies and responses in other rangeland regions.
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Blevin, J. E. "EXPLORATION HIGHLIGHTS FOR 2006." APPEA Journal 47, no. 2 (2007): 631. http://dx.doi.org/10.1071/aj06056.
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Key business indicators show an upward trend in exploration activity in Australia during 2006. The year was marked by fluctuating high oil prices, a strong uptake of acreage in most basins, and increased levels of drilling activity and seismic acquisition. Market demand for product, production infrastructure and the fruition of several development projects have pushed the level of exploration activity in both offshore and onshore basins. Despite this trend and the spread of tenements, almost all petroleum discoveries made during 2006 were located within 15 km of existing (but often undeveloped) fields.The Carnarvon Basin continued to be the focus of most offshore exploration activity during 2006, with the highest levels of 3D seismic acquisition and exploration/appraisal/development drilling in the country. Discoveries in the Carnarvon Basin also covered the broadest range of water depths—extending from the oil and gas discoveries made by Apache on the inboard margin of the Barrow Subbasin, to the deepwater gas discoveries at Clio–1 and Chandon–1 by Chevron. Several large gas discoveries were made in the Carnarvon and Bonaparte basins and provide significant tie-back opportunities to existing and planned infrastructure. The Bonaparte Basin also saw significantly increased levels of 2D and 3D seismic acquisition during 2006. Onshore, the Cooper/Eromanga basins continued to experience the highest level of drilling activity and seismic acquisition, while maintaining an overall high drilling success rate. For the first time in many years, data acquisition also occurred in frontier basins like the Daly (Northern Territory), Darling (New South Wales), Tasmanian (Tasmania) and Faust/Capel basins (Lord Howe Rise region).Coal seam methane (CSM) exploration maintained a strong performance in 2006, particularly in Queensland, while South Australia, Queensland and Victoria continue to lead the way with large tracts of acreage gazetted for geothermal energy exploration.
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Kelly, Dana, and David Phelps. "Looking beyond the D.U.S.T. – building resilient rangeland communities." Rangeland Journal 41, no. 3 (2019): 233. http://dx.doi.org/10.1071/rj18047.
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The role of towns and small business is poorly understood, yet towns are vital for the long-term viability of communities in rural and remote Australia. This case study in the central western region of Queensland (CWQ) examines the impacts of drought on rural towns and how to build a resilient regional community and alleviate hardship. Evidence was collected during drought from town businesses through surveys, interviews and a public meeting in 2017. Towns in CWQ are especially exposed to the risks of drought, as approximately half of the businesses are directly linked to agriculture. Townspeople are major contributors to social cohesion and resilience in rural and regional communities, which are often service and maintenance centres of nationally important infrastructure such as roads for inter-state freight transport and tourism. Drought and declining grazier incomes have led to reduced spending in towns. Populations have dropped sharply, as itinerant agricultural workers leave the region. The complex economic and social flow-on impacts of drought have resulted in lower socioeconomic resilience. The majority of community members interviewed expressed a desire to build secure livelihoods, which echoes other research where existing and new rangelands livelihoods are seen as contributing to the success of the nation, a common global desire. Local organisations in CWQ display innovative business and community strategies. Future actions need to support and build on these initiatives. A framework with the acronym D.U.S.T. has been developed, with associated actions aimed at building resilience in these communities. D.U.S.T. is appropriate for this often-dusty region, and stands for: D. Decide to act; U. Understand the context; S. Support and develop local capacities and institutions; and T. Transform regional governance. The key for decision-makers is to work with local people who understand the contextual complexity and local needs. Actions need to be based on principles of adaptability, equity and inclusiveness, and working with the whole of the community. Building on existing collaborations and innovations as well as transforming governance and secure funding arrangements are needed. Lessons from the communities in CWQ may help other rural and remote regions build resilience to cope with the unpredictable financial, social and environmental future.
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Lockhart, D. A., E. Riel, M. Sanders, A. Walsh, G. T. Cooper, and M. Allder. "Play-based exploration in the southern Cooper Basin: a systematic approach to exploration in a mature basin." APPEA Journal 58, no. 2 (2018): 825. http://dx.doi.org/10.1071/aj17138.
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Exploration within a mature basin poses many challenges, not least how to best utilise resources and time to maximise success and reduce cost. Play-based exploration (PBE) provides a team-based approach to combine key aspects of the petroleum system into an integrated and wholistic view of basin prospectivity. While the PBE methodology is well established, it is not often applied to its full extent on a basin scale. After a period of declining exploration success in parts of the South Australia Cooper-Eromanga Basin, this study was undertaken by a dedicated regional geoscience team with the aim of rebuilding an understanding of the basin, based on first principles and stripping away exploration paradigms. The study area comprises an acreage position in the South Australian and Queensland Cooper-Eromanga Basins covering 70 000 km2 in which Senex Energy has 14 oil fields, has drilled more than 80 exploration wells and has acquired 2D and 3D seismic material. A plethora of proven and emerging plays exist within the acreage ranging from high productivity light sweet oil (Birkhead and Namur Reservoirs) to tight oil (Murta Formation), conventional gas (Toolachee/Epsilon and Patchawarra Formation), tight gas (Patchawarra Formation) and the emerging deep coal play (Toolachee and Patchawarra Coals). Play-based exploration methodologies incorporating the integration of seismic data, log and palynological data, structural analysis, geochemistry, 3D basin modelling, consistent well failure analysis and gross depositional environment maps have allowed the systematic creation of common risk segment maps at all play levels. This information is now actively utilised for permit management, business development, work program creation and portfolio management. This paper will present an example of the work focussing on the southern section of the South Australian Cooper-Eromanga Basin.
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Best, Denisse, Kevin Burrage, Pamela Burrage, Diane Donovan, Shamila Ginige, Tanya Powley, Bevan Thompson, and James Daly. "Probabilistic mathematical modelling to predict the red cell phenotyped donor panel size." PLOS ONE 17, no. 11 (November 11, 2022): e0276780. http://dx.doi.org/10.1371/journal.pone.0276780.
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In the last decade, Australia has experienced an overall decline in red cell demand, but there has been an increased need for phenotyped matched red cells. Lifeblood and mathematicians from Queensland universities have developed a probabilistic model to determine the percentage of the donor panel that would need extended antigen typing to meet this increasing demand, and an estimated timeline to achieve the optimum required phenotyped (genotyped) panel. Mathematical modelling, based on Multinomial distributions, was used to provide guidance on the percentage of typed donor panel needed, based on recent historical blood request data and the current donor panel size. Only antigen combinations determined to be uncommon, but not rare, were considered. Simulations were run to attain at least 95% success percentage. Modelling predicted a target of 38% of the donor panel, or 205,000 donors, would need to be genotyped to meet the current demand. If 5% of weekly returning donors were genotyped, this target would be reached within 12 years. For phenotyping, 35% or 188,000 donors would need to be phenotyped to meet Lifeblood’s demand. With the current level of testing, this would take eight years but could be performed within three years if testing was increased to 9% of weekly returning donors. An additional 26,140 returning donors need to be phenotyped annually to maintain this panel. This mathematical model will inform business decisions and assist Lifeblood in determining the level of investment required to meet the desired timeline to achieve the optimum donor panel size.
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Missingham, Roxanne. "Get it write:The Australian Writer’s Marketplace: Every contact you will ever need to succeed in the writing business: 2007/08.Brisbane: Queensland Writers Centre, 2006. Available from bookshops and the Queensland Writers Centre (http://www.qwc.asn.au/shop/)." Australian Library Journal 56, no. 1 (February 2007): 60–61. http://dx.doi.org/10.1080/00049670.2007.10722353.
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Tiley, Steve. "Indigenous employment—it works." APPEA Journal 49, no. 2 (2009): 597. http://dx.doi.org/10.1071/aj08070.
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It is predicted that by 2020 the Northern Territory’s Aboriginal population will rise from 33% to 50% of the total population base. Parallel to this, business and government agencies will need to source thousands of new employees in anticipation of northern Australia’s economic growth forecast. In a wider context, if we struck an arc from Geraldton in Western Australia to Gladstone in Queensland, we know the resources sector is investing billions of dollars in new projects. In this same area of Australia we find thousands of Indigenous candidates seeking employment opportunities who are both willing and capable of operating and maintaining the assets. This paper will outline how Universal Engineering—a small fabrication and engineering contractor in the oil and gas industry—has approached its skill shortage problems. By encouraging non-traditional recruitment and retention strategies, various solutions and achievements are highlighted, showing how Universal Engineering has succeeded with recruiting, training and retaining Indigenous apprentices as part of its overall employment growth strategy. By engaging Indigenous employees over the past 10 years, Universal Engineering has refined its Indigenous training strategies and would like to share its knowledge with other employers in the oil and gas sectors. Our key success factors include the development of human resources systems, ensuring that parents—Mum, Auntie or Grandma—are willing to mentor their children through the initial training and employment phases and by adopting school based apprenticeships (taking place in years 11 and 12). These greatly assist with literacy and numeracy improvements and help the transition into the workplace. In the longer term, Universal is establishing role models and strong career planning to let our employees know they have stability and a future in the company, and indeed in the industry as a whole.
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Cooper, Steven, and Casey Meakins. "Process safety – learning the hard way." APPEA Journal 60, no. 2 (2020): 616. http://dx.doi.org/10.1071/aj19096.
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Did you hear about the leak at the gas plant last week in Tasmania? What about the high potential incident from the dropped object at the chemical plant in Queensland? What about the fuel depot that went up in flames in Victoria? And what about the tragic scaffolding accident in New South Wales? What do you mean you don’t have time and that you have a meeting to go to….? Learnings are everywhere, as is the pressure of business and operational expectations to have continued sharing of lessons learnt. When do you have the time, let alone your teams and operations have the time, to appreciate the lessons? We do many great things to manage hazards and solve others’ problems, yet how can we ensure that the lessons are actually being learnt? This paper shares the 25 years’ experience from a Process Safety Professional, highlighting learning successes and failures from operations and projects executed around the world as well as from direct teaching experiences concering the fundamentals of process safety. It touches on the responsibilities we all have as process safety professionals and what we can do to enhance learning opportunities for both engineering and non-engineering audiences alike.
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Cotter, John. "Projects and the community—coexistence in practice." APPEA Journal 54, no. 2 (2014): 478. http://dx.doi.org/10.1071/aj13051.
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Strong domestic and global demand for energy will continue to drive further gas exploration and development across Australia over coming years. From Queensland’s onshore gas industry experience the key foundation stones that have helped to build community trust have included: clear and unambiguous industry policy for resources and agriculture; science based approach to managing and monitoring groundwater; fair and balanced approach to land access; greater transparency on industry data and activities; investment in long term community infrastructure such as roads and telecommunications; and genuine opportunities for local businesses to grow and succeed. Queensland has this year also introduced a new regional planning framework that seeks to control what is appropriate development in areas of agricultural and environmental significance. The new approach gives landholders and communities a greater say upfront on how onshore gas and resource developments can occur. As other East Coast States grapple to establish their own onshore gas industry, there is still much more to be done in Queensland as the major CSG-LNG export projects move from construction to operation and ongoing gas well development programs are rolled out into new areas and communities. In addition, exploration by the emerging shale gas industry is bringing similar community engagement challenges to other parts of the Queensland. Formally established as an independent statutory body less than 12 months ago, the GasFields Commission Queensland seeks to manage and oversee the relationship between landholders, regional communities and the onshore gas industry in Queensland. It has and will continue to play an important role in helping identify and address community expectations about how the onshore gas industry develops and evolves.
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Mackinlay, Elizabeth, and Martin Nakata. "Editorial." Australian Journal of Indigenous Education 45, no. 1 (August 2016): iii. http://dx.doi.org/10.1017/jie.2016.19.
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We are very pleased to bring you Volume 45 of The Australian Journal of Indigenous Education. At this moment in time, we feel that the work of AJIE has perhaps never been more important, particularly as it relates to engaging Aboriginal and Torres Strait Islander children and communities in systems of schooling. In May this year we witnessed the evacuation of school teachers from the remote community of Aurukun, Queensland in fear of violence. A group of 15 disengaged young people had threatened the School Principal and as a consequence of the evacuation, 300 engaged children were subsequently disengaged from School for the remaining five weeks of term following the closure. There is no doubt that teacher safety is paramount, similarly, there should be no doubt that community consultation and engagement in a move like this one equally so. The questions which hang in the air relate to why such levels of disengagement exist. Why are Aboriginal and Torres Strait Islander young people disengaged from schooling in Aurukun? What makes it okay that a large number of engaged Indigenous children were forcibly made to disengage from school? Why is there such disengagement from government in engaging local people in the ways in which education business is carried out with and for Aboriginal and Torres Strait Islander children and communities? The papers in this volume of AJIE then, all speak strongly to issues of engagement – the kinds of pedagogy and curriculum that can and should be in place, the kinds of relationships that can and should be in place, and the kinds of outcomes made possible when such educational moves are made. A resounding message from all of the articles in this volume is that the on-going engagement of Aboriginal and Torres Strait Islander students, parents, and communities is key to defining and achieving what educational success might mean for each individual child, context and classroom. This is by no means a new message, but the recent events in Aurukun remind us that it is one we must keep returning to – the stakes for complacency and forgetting are too high.
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Forsyth, Anthony. "Industrial legislation in Australia in 2016." Journal of Industrial Relations 59, no. 3 (May 22, 2017): 323–39. http://dx.doi.org/10.1177/0022185617693876.
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After three years of trying, the Coalition Government finally succeeded in obtaining passage of several key workplace reform statutes in 2016. This followed the outcome of the federal election held on 2 July, delivering the Government a differently composed Senate and a new opportunity to secure support for its legislative program. This review article explains key aspects of the industrial legislation passed by federal Parliament in 2016, including statutes abolishing the specialist road transport industry tribunal, re-establishing the Howard-era regulator for the construction industry, and setting up a new agency to enforce enhanced governance and accountability standards for registered unions and employer organisations. Legislative amendments aimed at resolving the long-running bargaining dispute in Victoria’s Country Fire Authority are also considered, along with the Government’s muted response to the 2015 Productivity Commission review of the workplace relations framework. The article then examines developments at state level, including a major rewrite of Queensland’s industrial legislation, structural changes in New South Wales, and proposed changes to long service leave and the labour hire sector in Victoria. It concludes by noting the irony that just as the federal Government has tasted some success after a long legislative ‘dry spell’, its labour law reform agenda appears limited and piecemeal.
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Boyer, Cheryl M. "Business Success." Journal of Continuing Education in Nursing 18, no. 4 (July 1987): 140. http://dx.doi.org/10.3928/0022-0124-19870701-11.
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Savic, Ljiljana, Vladimir Radovanovic, and Ljubinko Savic. "Business success management." Mining and Metallurgy Engineering Bor, no. 2 (2015): 161–80. http://dx.doi.org/10.5937/mmeb1502161s.
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Houghton, Martin G. "Small business success." European Management Journal 7, no. 2 (June 1989): 221–22. http://dx.doi.org/10.1016/0263-2373(89)90066-2.
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Fenner, Peter J., Simone L. Harrison, John A. Williamson, and Brett D. Williamson. "Success of surf lifesaving resuscitations in Queensland, 1973‐1992." Medical Journal of Australia 163, no. 11-12 (December 1995): 580–83. http://dx.doi.org/10.5694/j.1326-5377.1995.tb124757.x.
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De Klerk, S., and J. Kroon. "Business networking relationships for business success." South African Journal of Business Management 39, no. 2 (June 30, 2008): 25–35. http://dx.doi.org/10.4102/sajbm.v39i2.558.
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This study explored the context of business relationships in the networking practices of South African businesses. The objective of this study was to investigate the networking practices of Gauteng businesses and specific perceptions and experiences of business owners and managers on their business networking objectives. A multi-method design was used, which included qualitative research (focus groups) and quantitative research (structured questionnaire). Perceptions recorded amongst the participants indicated that business relationships are built for referrals and strategic networking connections. Different forms of business networking and different motivations behind the building of business networks were identified, such as profit, access to resources and improved efficiency. Different characteristics in terms of business relationships were identified and different age groups, group 1 (44 years and younger) and group 2 (older than 45 years of age) indicated that they felt differently about the number of connections in a network. This article can contribute to the business practice of networking and the awareness of business owners and managers in terms of the importance and influence of networking in their specific business.
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Festyana, Ferly. "Coolhouse.id Business Success Analysis." International Journal of Applied Business and International Management 7, no. 2 (August 20, 2022): 1–13. http://dx.doi.org/10.32535/ijabim.v7i2.1655.
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Knowledge of entrepreneurship is essential for business people who want to start or develop their business ventures. This study aims to analyze the success of Coolhouse.id's business in terms of internal factors, namely the entrepreneurial characteristics of the owner. This study used a qualitative approach with case study research. The data was collected using observation techniques, interviews, and documentation. The analysis results show that the characteristics of entrepreneurs have a significant role in the success of Coolhouse.id's business. Creative and innovative factors are the most important because they enable entrepreneurs to make products or ways that are different from other competitors allowing their originality attracts consumers and customers.
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Carmona-Márquez, Francisco J., Antonio G. Leal-Millán, Adolfo E. Vázquez-Sánchez, Antonio L. Leal-Rodríguez, and Stephen Eldridge. "TQM and business success." International Journal of Quality & Reliability Management 33, no. 3 (March 7, 2016): 361–79. http://dx.doi.org/10.1108/ijqrm-04-2014-0050.
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Purpose – Prior studies by Salaheldin (2009) and Talib et al. (2011) have assessed the relationships between TQM critical success factors (CSF) and business results. The purpose of this paper is to build upon this research by considering the relationships between these CSFs and their sequencing during the implementation of TQM. Furthermore, the influence exerted by the maturity of TQM implementation on the link between instrumental drivers and performance is explored. Design/methodology/approach – The TQM drivers are clustered by means of three constructs: strategic enablers, tactical drivers and instrumental drivers and a model employed in which the strategic and tactical factors are treated as antecedents of the instrumental drivers. The direct effect of each cluster on business results and the indirect relationship of strategic and tactical factors via the mediating role of the instrumental drivers are assessed. These assessments use the partial least squares (PLS) approach which is a variance-based structural equation modeling technique using a sample of 113 Spanish organizations with experience of implementing a TQM program. Findings – The findings confirm the existing relationships among the CSFs and business performance identified by studies Salaheldin (2009) and Talib et al. (2011). However, the results reveal that instrumental drivers possess the highest variance explanation power over business performance outcomes and it is possible to identify a CSF implementation sequence that generates the greatest impact on business performance. Furthermore, the study was inconclusive with regard to the influence exerted by the number of years of TQM implementation on the link between the instrumental drivers and performance. Research limitations/implications – The first is related to organizational bias. It seems likely that those firms which are not satisfied with their TQM system performance would be less likely to be motivated to contribute to the development of this study. Therefore, the authors have included in the sample a higher proportion of “good” systems than is the case in the population at large. Second, although the authors provide evidence of causality, causality itself has not been proven. Third, this research relies mainly on perceptions and the authors only used a single method to elicit these perceptions. Finally, this research was carried out in a specific geographical setting (Spanish companies) and the authors must be cautious about generalizing these results in other contexts. Practical implications – This study offers a substantial number of practical implications. First firms’ managers should emphasize that continuous improvement, benchmarking and zero-defects mentality is a never-ending process. Especially, they should understand that reliable product/service design is critical to exceed the customers’ expectations, leading to improved business success. The results of this study should also lead managers to seeing a “return on investment” in their efforts to implement a TQM program by first, paying more attention on how to implement the instrumental factors, and second, avoiding the belief that the passage of time and experience-based learning will bring business performance enhancement and success on their own. Social implications – Although, the literature agrees that strategic factors are valuable assets and have a crucial role in the deployment of TQM systems, the study empirically validates this assertion. However, at the same time it shows that this impact on performance is stronger and much more significant by reconfiguring instrumental factors. This implies that strategic and tactical factors do have an effect on business success, but they do so indirectly, by reconfiguring and reinforcing instrumental factors that better fit the stakeholders’ needs and expectations. Originality/value – The results suggest the need to consider whether all the CSFs are equally relevant on the basis of their contribution to business success. For example, strategic enablers are generally considered to be of primary importance with tactical and instrumental drivers assuming a secondary position. The study challenges this view and highlights the role of instrumental drivers over strategic and tactical factors with the clear implication that managers should focus strongly on daily implementation tasks such as benchmarking, zero-defects mentality and continuous improvement processes in order to achieve good business performance outcomes.
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Doyle, Peter. "Marketing and business success." Journal of Brand Management 1, no. 4 (February 1994): 204–6. http://dx.doi.org/10.1057/bm.1994.1.
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Bishop FCCA, David, Tony Grundy MA ACA, and Peat Marwick McLintock. "Storming to Business Success." Education + Training 29, no. 2 (February 1987): 16–18. http://dx.doi.org/10.1108/eb017324.
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Teagarden, Mary B. "Institutions and Business Success." Thunderbird International Business Review 55, no. 2 (February 15, 2013): 121–22. http://dx.doi.org/10.1002/tie.21530.
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Guille, Howard. "Industrial Relations in Queensland." Journal of Industrial Relations 27, no. 3 (September 1985): 383–96. http://dx.doi.org/10.1177/002218568502700307.
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Knight, Tony. "Approaches to data-driven exploration in Queensland." APPEA Journal 59, no. 2 (2019): 896. http://dx.doi.org/10.1071/aj18077.
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Queensland has a very significant petroleum resource endowment within 27 hydrocarbon basins spread across the state. Three of those basins already host Australia’s largest onshore gas supply industry, leaving significant opportunity to develop additional gas resources. To optimise the development of new resources, the Geological Survey of Queensland (GSQ) is implementing an integrated approach to exploration and appraisal called ‘data driven exploration’. Working in collaboration with industry, the research sector and relevant government agencies, GSQ is promoting data-driven exploration in four ways: by (1) optimising the type and quality of geoscience data collected and reported by industry; (2) improving data curation practices in government data repositories; (3) creating value-added opportunities for the use of geoscience data; and (4) improving industry capability and capacity through skills enhancement, collaborative mechanisms, and access to an expert capability network. The overarching objective of ‘data-driven exploration’ is to enable industry exploration and appraisal success by making best use of geoscience data coupled with supporting mechanisms to improve competency and capability to derive, interpret and employ geoscience information. The expression of success will vary depending on individual circumstances, but is intended to encompass a range of outcomes including improvements in the rate, cost and efficiency of discovery and appraisal.
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Taylor, Pauline. "Doing it Differently. Link and Learn — the work of the Indigenous Education and Training Alliance." Australian Journal of Indigenous Education 30, no. 1 (2002): 43–52. http://dx.doi.org/10.1017/s1326011100001708.
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The Indigenous Education and Training Alliance (IETA) is a staff college of Education Queensland. Its primary focus is to broker and deliver professional development to educators around the policies contained within Partners for Success: strategy for the continuous improvement of education and employment outcomes for Aboriginal and Torres Strait Islander Peoples in Education Queensland (Education Queensland, 2000b). This paper describes how IETA's work to support one of the policies, Literacy for Aboriginal and Torres Strait Islander Students, has been theorised and enacted. It also discusses the organisation's successes and challenges in the significant area of language and literacy pedagogy for Indigenous students.
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Craik, Jennifer. "Queensland Business and Political Culture: On Q for Debate." Policy, Organisation and Society 1, no. 1 (December 1990): 59–62. http://dx.doi.org/10.1080/10349952.1990.11876737.
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Richardson, Phil, and Antony Wauchope. "Central Queensland hydrogen project." APPEA Journal 62, no. 2 (May 13, 2022): S169—S172. http://dx.doi.org/10.1071/aj21152.
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Renewable hydrogen is being heavily promoted around the world for energy storage, and to support the decarbonisation of energy systems. Queensland is well placed for hydrogen export to Asia and is actively working to make this a reality. Stanwell Corporation, together with its project partners Iwatani, APA Group, Kawasaki Heavy Industries, Marubeni and Kansai Electric Power Company, is working to develop a commercial world-scale project to produce and export hydrogen from Gladstone to Japan, supporting Japan’s Net Zero by 2050 commitment. The size of the hydrogen production system (3 GW) is significant and as a first of a kind in Queensland raises several technical, regulatory and social challenges. To highlight the scale of the project, the renewable power generation to be installed to support this project will have a capacity equivalent to the current Queensland daily power demand. There are several challenges, one being that solar and wind energy resources by their nature are variable. Identifying and defining the mix of renewable energy to achieve a reliable power supply, and integrating this with the electrolyser systems, will be key to the success of the project. The upgrades required to existing power transmission infrastructure are significant, while additional water supply in the Gladstone region will be required. Finally, recent developments in Gladstone have created a boom–bust cycle and the social acceptance of this development requires ongoing engagement to address community concerns.
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Egbert, Henrik. "Business Success Through Social Networks? A Comment on Social Networks and Business Success." American Journal of Economics and Sociology 68, no. 3 (July 2009): 665–77. http://dx.doi.org/10.1111/j.1536-7150.2009.00643.x.
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Wijokongko, Wijokongko. "STEM Learning in Queensland Australia." Ideguru: Jurnal Karya Ilmiah Guru 4, no. 1 (October 1, 2019): 95–102. http://dx.doi.org/10.51169/ideguru.v4i1.87.
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STEM learning in Australia has been well implemented and inspires Indonesian teachers to have great experiences. In Australia, STEM is considered as an learning approach and development that integrates the interrelated of science, technology, engineering, and mathematics. The aim of the paper is to give a brief description of the implementation of STEM in Australia, the condition of transportation, the characteristic of people, as the result of observation during a short course in Australia. The result of the observation shows that STEM has been well implemented. The school has implemented STEM for their frame work. The school collaborate with the universities and industries to support their students in doing research. STEM can use 5E (Engage, Explore, Elaborate, Explain, Evaluate). The transportation system and the social relationship provide the Indonesian teachers to get good ones. The way of thinking , the education system, and the development of technology in schools can be valuable and great possibilities to implement in Indonesia. Other advance countries has implemented STEM. Indonesia should implement STEM to support the success of the students among the 21th century and the revolution 4.0 era.
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Perrott, Bruce. "Retailing Tropical Plants in Queensland: A Family History." Queensland Review 10, no. 2 (November 2003): 59–63. http://dx.doi.org/10.1017/s1321816600003317.
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I am connected to a family nursery business that has been running for four generations. My links go back to the early 1890s when my great grandfather had a nursery at Upper Mt Gravatt. He then shifted to South Brisbane where he moved into floristry. The business, however, was destroyed in the flood of 1893. His daughter, my grandmother, married Tom Perrott who had started in a nursery business with a well known nurseryman in Brisbane called T. H. Woods. They established the shop in George Street. They were also in the florist business and, in 1919, they decided to buy a nursery at Herston, near Ballymore Park and the Royal Brisbane Hospital, which ran until 1963. In the meantime, they had bought another nursery at Enoggera in 1936 (which I now own), and ran the two nurseries simultaneously. At that time, the main part of the business was still floristry and they did quite well in the depression years. The nursery at Enoggera was a 20 acre dairy farm that had been purchased mainly for the purpose of growing flowers for the floral trade. We used to grow rows and rows of different annuals and creepers and anything we could plant to flower, including many camellias which are still there today. A team of women would arrive at 6 o'clock every morning to pick these flowers and prepare them for packaging and transporting to the floral room at Herston.
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Amoroso, Nicola, Loredana Bellantuono, Alfonso Monaco, Francesco De Nicolò, Ernesto Somma, and Roberto Bellotti. "Economic Interplay Forecasting Business Success." Complexity 2021 (March 19, 2021): 1–12. http://dx.doi.org/10.1155/2021/8861267.
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A startup ecosystem is a dynamic environment in which several actors, such as investors, venture capitalists, angels, and facilitators, are the protagonists of a complex interplay. Most of these interactions involve the flow of capital whose size and direction help to map the intricate system of relationships. This quantity is also considered a good proxy of economic success. Given the complexity of such systems, it would be more desirable to supplement this information with other informative features, and a natural choice is to adopt mathematical measures. In this work, we will specifically consider network centrality measures, borrowed by network theory. In particular, using the largest publicly available dataset for startups, the Crunchbase dataset, we show how centrality measures highlight the importance of particular players, such as angels and accelerators, whose role could be underestimated by focusing on collected funds only. We also provide a quantitative criterion to establish which firms should be considered strategic and rank them. Finally, as funding is a widespread measure for success in economic settings, we investigate to which extent this measure is in agreement with network metrics; the model accurately forecasts which firms will receive the highest funding in future years.
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Maltsev, Yu G., D. A. Trukhanov, L. R. Danilov, and N. I. Pavlov. "METHODS OF ASSESSING BUSINESS SUCCESS." Вестник Алтайской академии экономики и права, no. 12 2019 (2019): 89–94. http://dx.doi.org/10.17513/vaael.852.
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N. Montero, Javier, and Mary L. Lind. "Determining Business Intelligence Usage Success." International Journal of Computer Science and Information Technology 12, no. 6 (December 30, 2020): 45–67. http://dx.doi.org/10.5121/ijcsit.2020.12604.
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Business intelligence systems are highly complex systems that senior executives use to process vast amounts of information when making decisions. Business intelligence systems are rarely used to their full potential due to a poor understanding of the factors that contribute to system success. Organizations using business intelligence systems frequently find that it is not easy to evaluate the effectiveness of these systems, and researchers have noted that there is limited scholarly and practical understanding of how quality factors affect information use within these systems. This quantitative post positivist research used the information system (IS) success model to analyze how information quality and system quality influence information use in business intelligence systems. This study was also designed to investigate the moderating effects of maturity constructs (i.e., data sources and analytical capabilities) on the relationships between quality factors and information use.
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Kaniški, Ivica, and Ivan Vincek. "Success measurement of business processes." Tehnički glasnik 12, no. 2 (June 28, 2018): 113–19. http://dx.doi.org/10.31803/tg-20170809204554.
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A business process is an activity or set of activities that accomplish a specific goal of an organization. In almost every organization there are three important pillars that keep the whole organization together - people, processes and technology. All three are linked and if one of them does not work well, others can easily collapse. Success Measurement is a complex activity that includes at least four disciplines: economics, IT, management and accounting, implying the process of quantifying the effectiveness and effectiveness of an action. Success Measurement is a dynamic system that supports the decision-making process by collecting and analyzing information.
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Ziegel, Eric R., A. Elfe, J. Lahey, and R. Launsby. "Process Validation for Business Success." Technometrics 39, no. 1 (February 1997): 111. http://dx.doi.org/10.2307/1270798.
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Gunawan, Addinil. "Factors that Influence Business Success." Journal of Islamic Economic Scholar 2, no. 1 (December 23, 2021): 43. http://dx.doi.org/10.14421/jies.2021.2.1.43-51.
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Business today seems to be something that must be owned by someone. Because in business we can arrange for themselves what is in it, unlike the case with work or become employees with many attachments in it. In running a business, it is very necessary for a leader who is wise in making decisions and can arrange for his subordinates to be able to bring the company led to success. A leader must be able to solve every problem that threatens the company. Various attempts were made so that the problem can be solved appropriately without bringing negative influence. Someone who founded a business must have an initial goal to be achieved, because with the goals can increase the enthusiasm for leaders and subordinates in achieving that goal so they will always work hard to achieve that goal. This discussion is intended to broaden the reader's insight so that he can run his business, especially in dealing with various obstacles or problems that come. This study uses the literature review method which requires some literature derived from journals as a reference. This research shows that there are many success factors in doing business, not just mere activities, but there are others that are important to know.
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Gunawan, Addinil. "Factors that Influence Business Success." Journal of Islamic Economic Scholar 2, no. 1 (December 23, 2021): 43. http://dx.doi.org/10.14421/jies.2021.2.1.1432.
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Business today seems to be something that must be owned by someone. Because in business we can arrange for themselves what is in it, unlike the case with work or become employees with many attachments in it. In running a business, it is very necessary for a leader who is wise in making decisions and can arrange for his subordinates to be able to bring the company led to success. A leader must be able to solve every problem that threatens the company. Various attempts were made so that the problem can be solved appropriately without bringing negative influence. Someone who founded a business must have an initial goal to be achieved, because with the goals can increase the enthusiasm for leaders and subordinates in achieving that goal so they will always work hard to achieve that goal. This discussion is intended to broaden the reader's insight so that he can run his business, especially in dealing with various obstacles or problems that come. This study uses the literature review method which requires some literature derived from journals as a reference. This research shows that there are many success factors in doing business, not just mere activities, but there are others that are important to know.
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Chandragiriwar, Dr Pravin M. "MANAGE YOUR SUCCESS OF BUSINESS." YMER Digital 21, no. 03 (March 5, 2022): 64–67. http://dx.doi.org/10.37896/ymer21.03/08.
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The success of any business starts with how well you are able to manage yourself. Some useful tips for self management. Before you have even started your business, start developing a leadership vision. The responsibility for the growth you wish to achieve in your businesses, squarely lies on your shoulder. The benefit that is likely to accrue by implementing the decision and come out a winner. When you start a business, failure can be an important part of learning and growing. Unnecessary meetings, interruptions and inefficiency may sap you of your energy, leaving a little for the important aspects of business. Create an environment where people have the opportunity to increase their skills and are rewarded for doing so that. To be succeeding in business today, you have need of to be flexible and have good planning and organizational skills. Many people start a business thinking that they turn on their are computers or open the doors and start making money, One and only to find that making money in a business is much more difficult than they are thinking. You can continue away from this in your business ventures by taking your time and planning out all the necessary stepladder you need to achieve success. Anything type of business you want to start, using the following nine strategy can help you be successful in your project.
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Fleetham, Charles, and Stacey K. Griesmer. "Leveraging Personality for Business Success." Leadership and Management in Engineering 6, no. 4 (October 2006): 160–63. http://dx.doi.org/10.1061/(asce)1532-6748(2006)6:4(160).
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Fairtlough, Gerard. "Biological Models and Business Success." Business Strategy Review 6, no. 3 (September 1995): 27–40. http://dx.doi.org/10.1111/j.1467-8616.1995.tb00097.x.
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Poon Teng Fatt, James. "Nonverbal communication and business success." Management Research News 21, no. 4/5 (May 1998): 1–10. http://dx.doi.org/10.1108/01409179810781464.
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Birdsall, Connie, and Neil Johnston. "Achieving Brand-Driven Business Success." Design Management Review 19, no. 2 (June 10, 2010): 67–74. http://dx.doi.org/10.1111/j.1948-7169.2008.tb00120.x.
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