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Articoli di riviste sul tema "Organizational change Australia Management"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 31 gennaio 2023

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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 th

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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 analy

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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 air

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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-takin

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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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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

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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

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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 proper

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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 tr

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10

Thompson, Herb. "The APPM Dispute: The Dinosaur and Turtles vs the ACTU." Economic and Labour Relations Review 3, no. 2 (December 1992): 148–64. http://dx.doi.org/10.1177/103530469200300208.

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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 cr

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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,

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Lim, Fion Choon Boey, and Mahsood Shah. "An examination on the growth and sustainability of Australian transnational education." International Journal of Educational Management 31, no. 3 (April 10, 2017): 254–64. http://dx.doi.org/10.1108/ijem-02-2016-0024.

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Purpose The purpose of this paper is to analyze the dynamics facing transnational education (TNE) in Australia through literature review in three major areas: policy changes in Australia and major importing countries of Australian TNE, and recent development in online learning and the impact of the prevailing TNE models. The paper concludes by shedding some light on how these changes could affect the sustainability of the growth of Australian TNE in the future. Design/methodology/approach The paper is based on review of literature and use of secondary data on TNE in Australia. The paper analyz

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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 consequen

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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 ‘attitud

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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 co

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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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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’ orientat

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Littler, Craig R., and Peter Innes. "The Paradox of Managerial Downsizing." Organization Studies 25, no. 7 (September 2004): 1159–84. http://dx.doi.org/10.1177/0170840604046314.

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Delayering and the flattening of organizational hierarchies was a widespread trend through the 1990s. Peters (1992) in the USA promoted .attening as an organizational strategy and Keuning and Opheij (1994) promoted the prescriptions in Europe. Despite these strategies and apparent structural changes, the number and ratio of managers appears to have grown. This paradox of managerial downsizing has not been adequately probed in the literature. The predominant explanation, that there has been a ‘myth of managerial downsizing’, is associated with Gordon (1996). However, this debate has been shaped

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Mastio, Emmanuel, and Kenneth Dovey. "Power dynamics in organizational change: an Australian case." International Journal of Sociology and Social Policy 39, no. 9/10 (September 9, 2019): 796–811. http://dx.doi.org/10.1108/ijssp-07-2019-0142.

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Purpose The purpose of this paper is to contribute to the understanding of the role of abstract forms of power in organizational change by exploring the role of such forms of power in the recent structural transformation of an iconic Australian Intellectual Property law firm. The research literature reflects relatively few studies on the increasing complexity of power dynamics in organizational and institutional arrangements. Design/methodology/approach The complexity of the investigated phenomena led to the adoption of three qualitative methods in order to access the specific forms of data th

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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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Almazrouei, Hanan Saber, and Robert Zacca. "The impact of Covid-19 on management decision-making: The case within Australian organizations." Journal of General Management 48, no. 1 (October 2022): 32–45. http://dx.doi.org/10.1177/03063070211042158.

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The Covid-19 pandemic has significantly altered the way leaders in organizations manage their employees, requiring them to adopt a more supportive stance to facilitate employee wellbeing and at the same time maintain productivity. The pandemic has precipitated changes to how organizations manage and communicate with their staff. Because the situation has changed due to the infectious disease of COVID-19, managerial decisions are expected to change, commensurate with the situation. It is within this context that this study investigates the impact of the COVID-19 pandemic on Australian managers’

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Ryan, Neal, Trevor Williams, Michael Charles, and Jennifer Waterhouse. "Top‐down organizational change in an Australian Government agency." International Journal of Public Sector Management 21, no. 1 (January 25, 2008): 26–44. http://dx.doi.org/10.1108/09513550810846096.

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Griffiths, Andrew. "Sociotechnical Interventions and Teams in Australia: 1970s-1990s." Economic and Labour Relations Review 6, no. 1 (June 1995): 73–93. http://dx.doi.org/10.1177/103530469500600106.

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This paper sets out to highlight some of the major sociotechnical and team interventions in Australia from the seventies through to the nineties. The review notes that teamwork interventions have changed over the last two decades and argues that this may be attributed partly to the popularity and influence of Japanese management approaches during the eighties along with changes to the industrial relations institutions. Team interventions associated with earlier sociotechnical and participant design approaches, undertaken in the seventies, concentrated on changing work and jobs as a way to addr

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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

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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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Wynen, Jan, Jan Boon, Bjorn Kleizen, and Koen Verhoest. "How Multiple Organizational Changes Shape Managerial Support for Innovative Work Behavior: Evidence From the Australian Public Service." Review of Public Personnel Administration 40, no. 3 (February 10, 2019): 491–515. http://dx.doi.org/10.1177/0734371x18824388.

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Public organizations were once seen as the epitome of stability and implacability. More recently, however, public organizations have been subject to fast-paced environmental change. One common response to the challenges posed by these volatile environments has been the adoption of various organizational changes to make public organizations more adaptable. However, following threat-rigidity theory, this study argues that as employees perceive multiple organizational changes, managerial support for innovative work behavior (IWB) of employees decreases. Analyses on the Australian Public Service (

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Kenny, Graham K., Phillip Morgan, and Bob Hinings. "The protection of interests: Organizational change in the Australian services canteens organization." Asia Pacific Journal of Management 4, no. 1 (September 1986): 11–23. http://dx.doi.org/10.1007/bf01733496.

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Smith, Andrew, Edward Oczkowski, Robert Macklin, and Charles Noble. "Organisational change and the management of training in Australian enterprises." International Journal of Training and Development 7, no. 1 (March 2003): 2–15. http://dx.doi.org/10.1111/1468-2419.00167.

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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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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 despit

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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 ar

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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

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Buranatrakul, Thanita, and Fredric William Swierczek. "Climate Change Strategic Actions in the International Banking Industry." Global Business Review 19, no. 1 (September 20, 2017): 32–47. http://dx.doi.org/10.1177/0972150917713371.

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This article investigates the actions of international banks related to climate change adaptation. A theoretical framework was developed to assess bank climate change strategic actions based on five categories: management commitment, emissions reduction, product development, organizational involvement and external relationship development. A sample of international banks from 15 countries in four regions was analysed. Significant differences were found in the level of climate change strategic actions by banks across regions. North American banks had the highest scores on management commitment

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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 ser

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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.

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Hoe, Siu Loon. "What makes a competent change manager? The importance of developing the “right” attitudes." Development and Learning in Organizations: An International Journal 31, no. 5 (September 4, 2017): 14–16. http://dx.doi.org/10.1108/dlo-01-2017-0002.

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Purpose The purpose of this paper is to highlight the importance of developing the “right” attitudes toward change. Design/methodology/approach The viewpoint is based on more than 20 years of experience gained and insights developed through consulting projects and training conducted for numerous multinational companies and public sector organizations across Asia. An overview of international and national competency frameworks that include change management from Australia, United Kingdom, and Singapore is also presented. Findings A competent change manager requires a combination of knowledge, s

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McGrath‐Champ, Susan, and Stuart Rosewarne. "Organizational change in Australian building and construction: rethinking a unilinear ‘leaning’ discourse." Construction Management and Economics 27, no. 11 (November 2009): 1111–28. http://dx.doi.org/10.1080/01446190903236361.

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Campbell, Jesse W. "Workgroup accord and change-oriented behavior in public service organizations: Mediating and contextual factors." Journal of Management & Organization 26, no. 5 (September 19, 2018): 719–35. http://dx.doi.org/10.1017/jmo.2018.42.

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AbstractWorkgroup relationships are characterized by interdependence and intensity and can produce powerful norms that shape how work is performed. This study focuses on the effect of workgroup accord, defined as positive exchange, cooperation, and consensus among workgroup members, on change-oriented behavior in public service organizations. Change-oriented behavior denotes discretionary corrective or creative initiatives on the part of employees, and workgroup accord is hypothesized to increase change-oriented behavior both directly and indirectly via organizational commitment. The theoretic

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Nuhu, Nuraddeen Abubakar, Kevin Baird, and Ranjith Appuhami. "The impact of management control systems on organisational change and performance in the public sector." Journal of Accounting & Organizational Change 15, no. 3 (September 2, 2019): 473–95. http://dx.doi.org/10.1108/jaoc-08-2018-0084.

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Purpose This study aims to examine the role of organisational dynamic capabilities (strategic flexibility and employee empowerment) in mediating the relationship between management control systems (MCSs), in particular the interactive and diagnostic approaches to using controls, with organisational change and performance. Design/methodology/approach Data were collected based on a mail survey of public sector organisations in Australia and analysed using structural equation modelling (SEM). Findings The findings indicate that strategic flexibility and employee empowerment mediate the associatio

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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 infrast

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Podger, Andrew. "Enduring Challenges and New Developments in Public Human Resource Management." Review of Public Personnel Administration 37, no. 1 (February 16, 2017): 108–28. http://dx.doi.org/10.1177/0734371x17693057.

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Australia has its own unique institutional arrangements within which its civil services operate, yet its experience in public sector human resource management over the last 40 years or so has much in common with that of many other Western democracies, including the United States. It faces enduring challenges such as the relationship between politics and administration while its approach to public management has evolved from traditional Weberian administration through new public management to a much more complex, open and networked system. While the role of government in society has not radical

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Steane, Peter, Yvon Dufour, and Donald Gates. "Assessing impediments to NPM change." Journal of Organizational Change Management 28, no. 2 (April 13, 2015): 263–70. http://dx.doi.org/10.1108/jocm-03-2014-0068.

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Purpose – When new public management (NPM) emerged in the mid-1980s, most governments such as New Zealand, Australia and Canada embraced it as a better way to provide public services. A more recent assessment of NPM would conclude that its appeal has faded. The purpose of this paper is to assess the serious impediments to NPM-inspired change. Design/methodology/approach – The literature is diffuse, and therefore its insights have been limited by the lack of synthesis. In this paper the authors set out to synthesize the main work already available. Findings – Change, such as breaking up large p

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Martin, Bill, and Xuemei Tian. "Digitization and Publishing in Australia: A Recent Snapshot." Logos 21, no. 1-2 (2010): 59–75. http://dx.doi.org/10.1163/095796510x546922.

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AbstractIn a government-funded research project into the implications of digitization for book publishing in Australia, the researchers tested for the presence of global issues and trends. With a focus specifically upon book publishing to the exclusion of newspaper and journal publishing these included: revenue trends; competition; outsourcing; potential benefits of digital publishing; critical success factors for digital publishing; supply chain issues; value chain issues, business models and expectations for the future. An online survey and follow-up interviews found that technologies such t

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Nevile, Ann. "Financial Deregulation in Australia in the 1980s." Economic and Labour Relations Review 8, no. 2 (December 1997): 273–92. http://dx.doi.org/10.1177/103530469700800206.

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This article examines the process of financial deregulation in Australia during the decade when Australia's financial system changed from a highly regulated system to a system with few quantitative or qualitative controls, a freely floating exchange rate and a deficit fully financed by the market. While existing accounts have tended to focus on a single explanatory variable (such as an ideological shift or economic pressures), this article argues that policy outcomes were the result of a more complex interaction of ideology, economic forces, institutional structures and political interests. In

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Buick, Fiona, Deborah Ann Blackman, Michael Edward O'Donnell, Janine Louise O'Flynn, and Damian West. "Can enhanced performance management support public sector change?" Journal of Organizational Change Management 28, no. 2 (April 13, 2015): 271–89. http://dx.doi.org/10.1108/jocm-12-2013-0249.

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Purpose – The purpose of this paper is to focus on the potential role that performance management could play in enabling employees’ adaptability to change and, therefore, successful change implementation. Design/methodology/approach – This research adopted a qualitative case study research design, focussed on seven case studies within the Australian Public Service (APS). This study utilized documentary analysis, semi-structured individual and group interviews. Findings – The findings of this research demonstrate that adaptability to change is integral for high performance; however, the constan

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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 lab

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Gahan, Peter. "Book Review: The Employment Relationship in Australia, Employer Associations and Industrial Relations Change: Catalysts or Captives." Economic and Labour Relations Review 11, no. 1 (June 2000): 174–76. http://dx.doi.org/10.1177/103530460001100108.

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Chen, Chen, and Daniel S. Mason. "Making Settler Colonialism Visible in Sport Management." Journal of Sport Management 33, no. 5 (September 1, 2019): 379–92. http://dx.doi.org/10.1123/jsm.2018-0243.

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This study discusses how an epistemological shift—explicitly acknowledging the embedded position of the sport management field in settler colonial societies and its effect on knowledge production therein—is necessary for the field to mobilize social change that problematizes and challenges ongoing settler colonialism. Reviewing previous research examining social change in sport management, the authors then argue that settler colonialism, a condition that underlies some nation-states that produce leading sport management knowledge—the United States, Canada, Australia, and New Zealand—should no

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Abbott, Malcolm. "The Long-Term Regulation of Safety Standards: The Case of the Electricity Industry in Australia and New Zealand." Competition and Regulation in Network Industries 13, no. 4 (December 2012): 312–32. http://dx.doi.org/10.1177/178359171201300401.

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Throughout much of the history of the electricity industry in Australia and New Zealand the industry has been the subject of safety regulations. Although this regulation has been a constant throughout the life of the industry the organizational approach to regulation has changed over the years. Periodically in Australia and New Zealand history these questions have been raised in a political context, although notably the structure of safety regulators does not get much attention in the standard histories of the industry. The purpose of this paper, therefore, is to discuss some of the general is

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Saunders, Peter. "Examining Recent Changes in Income Distribution in Australia." Economic and Labour Relations Review 15, no. 1 (June 2004): 51–73. http://dx.doi.org/10.1177/103530460401500103.

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