Artykuły w czasopismach: „Telstra”

1

Richardson, Paul, i Peter Weill. "Telstra's National Telemarketing Centre". Journal of Information Technology 14, nr 3 (wrzesień 1999): 217–34. http://dx.doi.org/10.1177/026839629901400302.

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Telstra – until recently Australia's only telecommunications carrier – is internationally recognized within the industry for providing a world-class telecommunications service to a highly dispersed and isolated population under challenging environmental conditions. In 1990, the Australian Government announced that it would end Telstra's monopoly and move towards a deregulated telecommunications industry. The first step was a competitive duopoly and, in 1991–1992, a private carrier – Optus Communications – became Telstra's first competitor in the Australian market-place. On 1 July 1997 the industry was fully deregulated. Over this period, Telstra has undergone enormous changes – none of which is more dramatic than the shift from an engineering-driven organization, to one with a marketing focus. The shift in emphasis from engineering to marketing is clearly reflected by the establishment of Telstra's National Telemarketing Centre (NTC). Though originally created in response to deregulation and the threat of its first competitor, the NTC has grown to become a major national marketing channel for Telstra, as well as providing national customer and product support services. This case examines the function of the NTC within Telstra, the role of technology at the NTC and the way call centres affect organizational flexibility and change the relationship between Telstra and its customers.

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van Beelen, Jane. "Media Reforms: Telstra's Perspective". Media International Australia 122, nr 1 (luty 2007): 19–21. http://dx.doi.org/10.1177/1329878x0712200106.

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Jane van Beelen outlines Telstra's perspective on the media reforms in the context of convergence. Telstra has argued that allocation of an unassigned 700MHz channel for mobile TV is consistent with the government's policy objectives of harnessing the opportunities from convergence to achieve diversity in Australia's media sector, and will enable the efficient provision of mobile TV services. Telstra cautions that these benefits will only manifest if the regulatory settings are right. The regulatory framework for Channel B will need to provide for competitive neutrality, up-front clarity of rights and obligations, market-based outcomes and a ‘light-touch’ regulatory framework.

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3

Henderson, Ian. "Telstra Troubles". AQ: Australian Quarterly 74, nr 4 (2002): 5. http://dx.doi.org/10.2307/20638099.

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Moorhead, Simon. "The Telstra Research Laboratories". Australian Journal of Telecommunications and the Digital Economy 4, nr 4 (11.01.2017): 1. http://dx.doi.org/10.18080/ajtde.v4n4.71.

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Moorhead, Simon. "The Telstra Research Laboratories". Journal of Telecommunications and the Digital Economy 4, nr 4 (11.01.2017): 1–16. http://dx.doi.org/10.18080/jtde.v4n4.71.

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Brown, Allan. "Should Telstra be Privatised?" Economic Analysis and Policy 27, nr 2 (wrzesień 1997): 133–50. http://dx.doi.org/10.1016/s0313-5926(97)50016-6.

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Sonin, Debbie, i Dominique Horne. "Practitioners' experience in Telstra". Australian Social Work 49, nr 1 (marzec 1996): 31–36. http://dx.doi.org/10.1080/03124079608411161.

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Xin, Wei. "Telstra Financial Analysis Report Fy2009 – Fy2013". Journal of Finance and Accounting 3, nr 5 (2015): 150. http://dx.doi.org/10.11648/j.jfa.20150305.16.

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9

Rushdi, Ali Ahmed. "Total factor productivity measures for Telstra". Telecommunications Policy 24, nr 2 (marzec 2000): 143–54. http://dx.doi.org/10.1016/s0308-5961(99)00078-6.

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Roberts, John H., Charles J. Nelson i Pamela D. Morrison. "Defending the Beachhead: Telstra versus Optus". Business Strategy Review 12, nr 1 (marzec 2001): 19–24. http://dx.doi.org/10.1111/1467-8616.00162.

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Barton, Ruth, i Diane van den Broek. "Agency and the deunionisation of managers in an Australian telecommunications company". Journal of Management & Organization 17, nr 2 (marzec 2011): 210–25. http://dx.doi.org/10.1017/s1833367200001620.

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AbstractDiscussions about deunionisation usually focus on lower levels of the workforce with managers seen as the initiators of deunionisation strategies. Managers, however, occupy contradictory positions as agents of capital, employees and possibly trade unionists. This can place them in the position of being both recipients and conduits in deunionisation strategies. The focus of the study is on Telstra, the major telecommunications carrier in Australia. Using a range of sources such as interviews and company and union materials, this qualitative research shows how between 1992 and 2000 Telstra's senior management's concerns over middle management agency prompted them to reframe the concept of a manager by using a set of managerial practices from the mining company CRA and the provisions of the Workplace Relations Act (1996) to individualise and deunionise their managerial ranks as a precursor to the deunionisation of the wider workforce.

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Barton, Ruth, i Diane van den Broek. "Agency and the deunionisation of managers in an Australian telecommunications company". Journal of Management & Organization 17, nr 2 (marzec 2011): 210–25. http://dx.doi.org/10.5172/jmo.2011.17.2.210.

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AbstractDiscussions about deunionisation usually focus on lower levels of the workforce with managers seen as the initiators of deunionisation strategies. Managers, however, occupy contradictory positions as agents of capital, employees and possibly trade unionists. This can place them in the position of being both recipients and conduits in deunionisation strategies. The focus of the study is on Telstra, the major telecommunications carrier in Australia. Using a range of sources such as interviews and company and union materials, this qualitative research shows how between 1992 and 2000 Telstra's senior management's concerns over middle management agency prompted them to reframe the concept of a manager by using a set of managerial practices from the mining company CRA and the provisions of the Workplace Relations Act (1996) to individualise and deunionise their managerial ranks as a precursor to the deunionisation of the wider workforce.

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13

Gerrand, Peter. "Revisiting the structural separation of Telstra [2004]". Telecommunications Journal of Australia 60, nr 3 (sierpień 2010): 41.1–41.14. http://dx.doi.org/10.2104/tja10041.

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Easton, Steve, i Peter Howard. "Agency Costs at Telstra: A Case Study". Australian Economic Review 38, nr 2 (czerwiec 2005): 229–32. http://dx.doi.org/10.1111/j.1467-8462.2005.00370.x.

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Moorhead, Simon. "The Digital Radio Concentrator System". Journal of Telecommunications and the Digital Economy 7, nr 4 (31.12.2019): 65–88. http://dx.doi.org/10.18080/jtde.v7n4.242.

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A reprint of a technical paper from 1986 which details the design and development of the Digital Radio Concentrator System deployed by Telstra to provide automatic telephone services throughout outback Australia.

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16

Goot, Murray. "Public Opinion, Privatisation and the Electoral Politics of Telstra". Australian Journal of Politics and History 45, nr 2 (czerwiec 1999): 214–38. http://dx.doi.org/10.1111/1467-8497.00063.

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Bourk, Michael. "Scott V. Telstra: A Watershed in Australian Telecommunication Policy". Media International Australia 96, nr 1 (sierpień 2000): 69–81. http://dx.doi.org/10.1177/1329878x0009600110.

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In Australia, the Universal Service Obligation (USO) operates as a legislative mechanism that guarantees the right of all Australians to access a standard telephone service wherever they reside. In 1997, special provisions for people with severe hearing impairment were added to telecommunication legislation. The Telecommunications Act 1997 included a specific reference to teletypewriters (TTYs), including them as an addition to the definition of the Universal Service Obligation (USO) as the result of the outcome from a public inquiry held in 1995. The inquiry, subsequently referred to as Scott v. Telstra, is a case study illustrating the collision of two separate pieces of federal legislation and the paradigms that formed them. Furthermore, both the inquiry and subsequent revision of definitions of a standard telephone service illustrate the complexity of planning telecommunication policy for equitable social outcomes. Specifically, further questions are raised surrounding the role of universal service in changing technological and competitive environments.

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18

Cameron, Lucy. "Universal Service in Australia: A Mechanism Worth Keeping in an Open Telecommunications Environment". Media International Australia 121, nr 1 (listopad 2006): 24–28. http://dx.doi.org/10.1177/1329878x0612100106.

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This article revisits universal service in Australian telecommunications, a much-contested topic — not least with the looming Telstra full privatisation and the availability of broadband and mobile technologies. It discusses the main types of universal service strategies advanced in the contemporary debate, and develops a new proposal in which local and regional governments would play a central role.

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19

Moorhead, Simon. "eLaunceston Revisited – A Novel Regional Research Project from 1999". Journal of Telecommunications and the Digital Economy 9, nr 2 (29.06.2021): 128–34. http://dx.doi.org/10.18080/jtde.v9n2.419.

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An historical paper from 1999 is republished because of its relevance to using digital communications to boost regional communities and their digital economies. Telstra Research Laboratories created a community website for Launceston Tasmania, with local stakeholder oversight, to test whether locally oriented information can increase the value of the Internet to existing users and make digital access more attractive to non-users.

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20

Richardson, James, Robert Ayre i Peter Gerrand. "Gavan Edmund Rosman (1934–2022)". Journal of Telecommunications and the Digital Economy 10, nr 1 (30.03.2022): 101–6. http://dx.doi.org/10.18080/jtde.v10n1.560.

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Gavan Rosman was valued at the Telecom (later Telstra) Research Laboratories, Australia, for his expertise as a research engineer in radio and coaxial cable technologies and, in particular, for his pioneering work on optical fibre technologies. He was also valued for his wide-ranging intellect and gentle, satirical sense of humour. His fluency in speaking Japanese was appreciated by visiting Japanese researchers. In retirement from TRL, he worked at Optiscan Imaging in Melbourne on developing an optical endoscope.

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21

Gerrand, Peter. "Historical paper: The 2004 Proposal for the Structural Separation of Telstra". Australian Journal of Telecommunications and the Digital Economy 5, nr 4 (25.12.2017): 70–86. http://dx.doi.org/10.18080/ajtde.v5n4.134.

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A comment by Australian Prime Minister Malcolm Turnbull on 23 October 2017 has re-awakened interest in the possibility that lay open in 2004 for the then Coalition government, of which Mr Turnbull was a member, to have preceded New Zealand in reaping the benefits of structural separation of the incumbent carrier. The paper “Revisiting the Stuctural Separation of Telstra”, published in the Spring 2004 issue of the Telecommunications Journal of Australia and republished below, provided not just the policy rationale for structural separation, but also detailed how it could have been achieved.

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Gerrand, Peter. "Historical paper: The 2004 Proposal for the Structural Separation of Telstra". Journal of Telecommunications and the Digital Economy 5, nr 4 (25.12.2017): 70–86. http://dx.doi.org/10.18080/jtde.v5n4.134.

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A comment by Australian Prime Minister Malcolm Turnbull on 23 October 2017 has re-awakened interest in the possibility that lay open in 2004 for the then Coalition government, of which Mr Turnbull was a member, to have preceded New Zealand in reaping the benefits of structural separation of the incumbent carrier. The paper “Revisiting the Stuctural Separation of Telstra”, published in the Spring 2004 issue of the Telecommunications Journal of Australia and republished below, provided not just the policy rationale for structural separation, but also detailed how it could have been achieved.

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23

Campbell, Ian. "Telstra's Future Mode of Operation - the transformation of the Telstra's Network - 1992/93". Australian Journal of Telecommunications and the Digital Economy 5, nr 4 (25.12.2017): 18–69. http://dx.doi.org/10.18080/ajtde.v5n4.123.

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The Australian & Overseas Telecommunications Corporation (AOTC), later Telstra, was established on 1st January, 1992, as a government owned corporation and as the national telecommunications carrier.At the same time the Australian telecommunications market was deregulated and network competition was expected to begin within several months.Studies had indicated that AOTC's inter-exchange network was perhaps five years behind similar networks in the USA and uncompetitive with the network to be built by the incoming competitor, Optus Communications (Optus).AOTC's first Chief Executive Officer, Frank Blount, was an experienced senior executive of A&T, one of the most respected telecommunications businesses in the world, which had been operating in the highly competitive telecommunications market in the USA over the previous eight years. Blount decided that one of his highest priorities, if not the highest, was a major transformation of the AOTC's inter-exchange network.Within seven months the AOTC board approved Plan D, an interim hybrid strategy which broadly achieved what was required for the network to be competitive. Within fourteen months the Board approved the Future Mode of Operation (FMO), a strategy to achieve a fully competitive, almost fully digital inter-exchange network which would approach world parity within five years. The FMO strategy would leap a gap close to ten years within five years.This is the story of the rationale and planning to launch Plan D and the FMO, the building of the first competitive telecommunications network strategy in the Postmaster General's Department (PMG), Telecom Australia (Telecom) and AOTC (Telstra) in over 90 years.

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Campbell, Ian. "Telstra's Future Mode of Operation - the transformation of the Telstra's Network - 1992/93". Journal of Telecommunications and the Digital Economy 5, nr 4 (25.12.2017): 18–69. http://dx.doi.org/10.18080/jtde.v5n4.123.

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The Australian & Overseas Telecommunications Corporation (AOTC), later Telstra, was established on 1st January, 1992, as a government owned corporation and as the national telecommunications carrier.At the same time the Australian telecommunications market was deregulated and network competition was expected to begin within several months.Studies had indicated that AOTC's inter-exchange network was perhaps five years behind similar networks in the USA and uncompetitive with the network to be built by the incoming competitor, Optus Communications (Optus).AOTC's first Chief Executive Officer, Frank Blount, was an experienced senior executive of A&T, one of the most respected telecommunications businesses in the world, which had been operating in the highly competitive telecommunications market in the USA over the previous eight years. Blount decided that one of his highest priorities, if not the highest, was a major transformation of the AOTC's inter-exchange network.Within seven months the AOTC board approved Plan D, an interim hybrid strategy which broadly achieved what was required for the network to be competitive. Within fourteen months the Board approved the Future Mode of Operation (FMO), a strategy to achieve a fully competitive, almost fully digital inter-exchange network which would approach world parity within five years. The FMO strategy would leap a gap close to ten years within five years.This is the story of the rationale and planning to launch Plan D and the FMO, the building of the first competitive telecommunications network strategy in the Postmaster General's Department (PMG), Telecom Australia (Telecom) and AOTC (Telstra) in over 90 years.

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Chu, Jou‐juo. "In response to globalization: what we can learn from the Telstra experience". International Journal of Manpower 22, nr 4 (czerwiec 2001): 366–79. http://dx.doi.org/10.1108/eum0000000005573.

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Gregory, Mark A. "5G and Wi-Fi 6 Milestones". Journal of Telecommunications and the Digital Economy 8, nr 1 (31.03.2020): ii—iv. http://dx.doi.org/10.18080/jtde.v8n1.256.

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Papers in the March 2020 issue of the Journal include discussion on the future of the $51 billion National Broadband Network (NBN), IoT device and system management and the mobile cellular networks in Indonesia. The Telecommunications Association is hosting public forums on the future of the NBN in 2020 at RMIT University in Melbourne. The Australian mobile network operators continue to rollout 5G and Telstra has announced a 5G milestone. In the U.S., the FCC has announced the allocation of 1,200 MHz in the 6 GHz band for unlicensed use including Wi-Fi 6. The Journal welcomes contributions on telecommunications and the digital economy.

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Li, Bingyan, i Chunyao Wang. "Corporate Social Responsibility and Contemporary Community Expectations". Asian Business Research 4, nr 3 (8.10.2019): 74. http://dx.doi.org/10.20849/abr.v4i3.688.

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This report evaluates the effectiveness of corporate social responsibility and contemporary community expectations. It analyses the definition of corporate social responsibility and the community expectations of CSR. The findings indicate that some company corporate social responsibility policy meet the community expectations. For instance, Westpac bank acts well in gender equality and scholar and Telstra has good performance in charity. However, there remain conflicts between CSR and community expectations. Optus collects customer information and leakage with careless conflicting legal element. Clean Tech provides the environmental service which is opposite of economic element in CSR. This report proposes some recommendations for company to keep balance for both CSR and community expectations.

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Campbell, Ian. "30 Years After Launch". Australian Journal of Telecommunications and the Digital Economy 5, nr 1 (5.03.2017): 4. http://dx.doi.org/10.18080/ajtde.v5n1.87.

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This year is the 30th anniversary of Telecom Australia's launch of the cellular mobile service in Australia. There has been a huge evolution in mobile services since then.The Postmaster-General's Department (PMG) introduced a manually (operator) connected mobile service in Australia in 1950. As this service approached full capacity, Telecom launched a Public Automatic Mobile Telephone Service (PAMTS) in 1981. The PAMTS service had no future technology evolution, a 12 year life, and reached a peak of 14,000 customers.By 1985 a small engineering team had developed a cellular mobile service concept based on the Analogue Mobile Phone Service (AMPS ) standard. Development was accelerated and refined and the service was launched in 1987, arguably two and perhaps three years late.This is the story of the development and launch of the service and the growth over the first four years to 1991.Noting the experience of cellular operators in the USA, Canada and the UK, Telecom's mobile service concept was a "gold standard" for cellular services around the world, and the service achieved one of the fastest growth rates in its early years.Within four years it was a cash flow powerhouse, and one of only three services within Telecom that were profitable; the others were the basic telephone service and directory publishing.When transferred to Telstra in 1992 it was a strategically strong, highly profitable business prepared to defend against competition being introduced into the Australian telecommunications market, and was a foundation of Telstra's financial strength for the next 30 years.

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Campbell, Ian. "30 Years After Launch". Journal of Telecommunications and the Digital Economy 5, nr 1 (5.03.2017): 4–40. http://dx.doi.org/10.18080/jtde.v5n1.87.

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This year is the 30th anniversary of Telecom Australia's launch of the cellular mobile service in Australia. There has been a huge evolution in mobile services since then.The Postmaster-General's Department (PMG) introduced a manually (operator) connected mobile service in Australia in 1950. As this service approached full capacity, Telecom launched a Public Automatic Mobile Telephone Service (PAMTS) in 1981. The PAMTS service had no future technology evolution, a 12 year life, and reached a peak of 14,000 customers.By 1985 a small engineering team had developed a cellular mobile service concept based on the Analogue Mobile Phone Service (AMPS ) standard. Development was accelerated and refined and the service was launched in 1987, arguably two and perhaps three years late.This is the story of the development and launch of the service and the growth over the first four years to 1991.Noting the experience of cellular operators in the USA, Canada and the UK, Telecom's mobile service concept was a "gold standard" for cellular services around the world, and the service achieved one of the fastest growth rates in its early years.Within four years it was a cash flow powerhouse, and one of only three services within Telecom that were profitable; the others were the basic telephone service and directory publishing.When transferred to Telstra in 1992 it was a strategically strong, highly profitable business prepared to defend against competition being introduced into the Australian telecommunications market, and was a foundation of Telstra's financial strength for the next 30 years.

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Gregory, Mark A. "How to Transition the National Broadband Network to Fibre To The Premises". Journal of Telecommunications and the Digital Economy 7, nr 1 (30.03.2019): 57–67. http://dx.doi.org/10.18080/jtde.v7n1.182.

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NBN Co, the government business enterprise rolling out the National Broadband Network (NBN) adopted the Coalition Government’s Multi-Technology Mix (MTM) plan upon receipt of a revised Statement of Expectations following the September 2013 Federal election. The MTM NBN plan included rolling out the outdated Fibre to the Node technology and remediating and upgrading the existing Telstra and Optus Hybrid Fibre Coaxial networks. This paper discusses the migration from the MTM NBN to a Fibre to the Curb or ubiquitous Fibre to the Premises (FTTP) NBN. The paper also discusses the MTM NBN cost blowout, delays and rationale for the MTM NBN to be immediately replaced with a future-proof FTTP NBN.

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Hannon, Michelle. "Indirect Discrimination and the Disability Discrimination Act 1992 (Cth): Scott v Telstra Corporation Limited". Australian Journal of Human Rights 3, nr 1 (grudzień 1996): 165–71. http://dx.doi.org/10.1080/1323238x.1996.11910974.

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Gregory, Mark A. "Regional Mobile Telecommunications Access, Competition and Public Benefits". Journal of Telecommunications and the Digital Economy 10, nr 2 (30.06.2022): 297–309. http://dx.doi.org/10.18080/jtde.v10n2.595.

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The Australian Competition and Consumer Commission (ACCC) received an application for merger approval from Telstra Corporation Limited and TPG Telecom Limited related to three interrelated agreements that would put in place a Multi-Operator Core Network (MOCN) arrangement. The three agreements include a MOCN Service Agreement, a Spectrum Authorisation Agreement, and a Mobile Site Transition Agreement. This paper considers the proposed arrangements, identifies that the ACCC’s failure to declare domestic mobile roaming in 2018 was, in some large part, responsible for the market environment that fostered the current proposal, and that the proposed arrangements are not a satisfactory mechanism to fundamentally improve the delivery of reasonably priced, open and competitive, reliable, and high-quality mobile telecommunications in regional and remote areas.

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Brigden, Cathy. "Unions and Collective Bargaining in 2009". Journal of Industrial Relations 52, nr 3 (czerwiec 2010): 321–34. http://dx.doi.org/10.1177/0022185610365634.

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With the global financial crisis posing an ongoing threat to job security, more positive experiences of trade unions were often overshadowed in 2009. The passage and commencement of the Fair Work Act finally brought Work Choices to an end, or so it seemed until leadership change in the federal Liberal Party revived debate over individual contracts at the end of the year. The still difficult relationship between the unions and the Rudd federal government was in evidence throughout the year, and was underlined at the ACTU Congress. The return of Telstra and the major banks to the bargaining table with unions demonstrated a significant shift in the collective bargaining and industrial relations landscape in 2009. Occupational health and safety issues confronting unions included further developments concerning James Hardie and asbestos, workplace fatalities in the Pilbara and harmonization of occupational health and safety laws.

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Ryan, Mark David, i Lindsay Tanner. "Developing the Alternative Communications Policy Framework". Media International Australia 110, nr 1 (luty 2004): 96–104. http://dx.doi.org/10.1177/1329878x0411000111.

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The findings of the ACCC report, Emerging Market Structures in the Communications Sector, in June 2003 painted a bleak future for the Australian communications and media industries unless some major policy and regulatory changes are implemented. This report, along with the very important recommendations it made, is paralleled by a number of equally important contemporary issues regarding the future of these industries, such as telecommunications regulation and the issue of Telstra, the media ownership debate, the government's digital television policy framework and the future of the ABC. With the next federal election expected in mid-2004, the objective of this interview was to gain a broad outline of the alternative communications policy framework. In so doing, it captures the thoughts, the ALP perspective and the policy positions and priorities of the Shadow Minister for Communications, Lindsay Tanner MP, on the above issues.

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Barbagallo, David. "Why FTTN is the Answer". Media International Australia 127, nr 1 (maj 2008): 17–20. http://dx.doi.org/10.1177/1329878x0812700105.

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The case for additional broadband capacity in Australia is compelling. Broadband allows and promotes the next order of magnitude change in the way we do business and live. It is no longer just about communications, if it ever was. FTTN is the only currently available working technology capable of delivering vastly greater capacity. Mobile can help with the last mile and in sparsely populated areas but cannot take the place of fibre in areas that require massively high throughput. FTTN will be seen in retrospect as the most fundamentally important piece of physical economic infrastructure built in Australia in the twenty-first century. We need a resolution of the policy, regulatory and business issues about FTTN yesterday. If the new government wants an agreement on building FTTN infrastructure before the next election, it will need to negotiate with Telstra.

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Boylan, Colin, Andrew Wallace i Wayne Richmond. "Remote Student Access to Education via Satellite Delivery". Australian and International Journal of Rural Education 10, nr 1 (1.03.2000): 2–12. http://dx.doi.org/10.47381/aijre.v10i1.447.

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For many years, the New South Wales Department of Education and Training has been using radio technology to deliver lessons to children in remote rural areas. Due to the expense and inherent unreliability of radio, the Department commenced looking for a replacement amongst emerging communication technologies in 1997. This paper reports on a Trial which was conducted by the Open Training, and Education Network - Distance Education section of the Department of Education and Training using satellite technology developed by Gilat of Israel, delivered and managed by Telstra. The 'virtual classroom' enabled distance education teachers atBroken Hill School of the Air to deliver interactive lessons to primary students at remote sites across western New South Wales. This paper provides an overview of the technology, and outlines the processes proposed for evaluation of the teaching and learning supported by this satellite based system.

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Richardson, James K. "Percy Rollo Brett OBE (1923–2022)". Journal of Telecommunications and the Digital Economy 10, nr 3 (26.09.2022): 165–70. http://dx.doi.org/10.18080/jtde.v10n3.628.

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Percy Rollo Brett OBE (11 November 1923 to 8 August 2022) was a highly respected head of the PMG/APO (later Telecom Australia/Telstra) Research Laboratories between 1964 and 1975. He was promoted to Head of Planning for Telecom Australia in July 1975, and then State Manager, Victoria for that organization in 1980–1983. Rollo’s achievements as Director of the Research Laboratories included building links with Australian universities to strengthen the Laboratories’ expertise in longer term research, and masterminding the Laboratories’ move from six different sites in central Melbourne to a single site, in purpose-designed buildings in Clayton, opposite Monash University’s main campus. In the early 1970s, he used the expertise he gained as Chairman of the Telecommunications and Electronics Standards Committee of the Standards Association of Australia to lead the Australian Post Office’s conversion of all its standards to metric. Upon retirement in 1983 he was awarded the OBE.

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Campbell, Ian. "The Transformation of Telecom's "Ugly Duckling"". Australian Journal of Telecommunications and the Digital Economy 4, nr 3 (2.10.2016): 61. http://dx.doi.org/10.18080/ajtde.v4n3.61.

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Telecom's directory publishing business produced the White and Yellow Pages directories from 1975 to 1991. Prior to 1980, directory publishing was regarded within Telecom as a side show to the mainstream business – telecommunications. In 1976 the directory publishing business was in a crisis; it ranked in the top three of Telecom's public relations problems, was operating at a loss which would rapidly increase, and was becoming untenable. Over the next 15 years the publishing business was transformed to become the most profitable and innovative business in Telecom. This is the story of that transformation, which also illustrates the difficulty in innovating in a public service business at that time. A remarkable improvement in performance in the first five years failed to establish credibility within Telecom. What might have taken less than ten years to achieve in the private sector took more than 20 years in Telecom and Telstra.

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Campbell, Ian. "The Transformation of Telecom's "Ugly Duckling"". Journal of Telecommunications and the Digital Economy 4, nr 3 (2.10.2016): 61–95. http://dx.doi.org/10.18080/jtde.v4n3.61.

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Telecom's directory publishing business produced the White and Yellow Pages directories from 1975 to 1991. Prior to 1980, directory publishing was regarded within Telecom as a side show to the mainstream business – telecommunications. In 1976 the directory publishing business was in a crisis; it ranked in the top three of Telecom's public relations problems, was operating at a loss which would rapidly increase, and was becoming untenable. Over the next 15 years the publishing business was transformed to become the most profitable and innovative business in Telecom. This is the story of that transformation, which also illustrates the difficulty in innovating in a public service business at that time. A remarkable improvement in performance in the first five years failed to establish credibility within Telecom. What might have taken less than ten years to achieve in the private sector took more than 20 years in Telecom and Telstra.

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Brigden, Cathy. "Unions and Collective Bargaining in 2008". Journal of Industrial Relations 51, nr 3 (20.05.2009): 365–78. http://dx.doi.org/10.1177/0022185609104303.

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For Australian unions, 2008 was the first year with a federal labour government in office after more than a decade of conservative government. Attention focused on the promised dismantling of the Work Choices legislation and the introduction of a new legislative framework, although it took until late November for the Fair Work Bill to be introduced into federal parliament. Confronting a disappointing decline in union membership levels, a number of union campaigns focused on recollectivizing workplaces. For other unions, collective bargaining with employers was a frustrating experience, as was the case with Qantas and Telstra. Public sector unions faced lengthy and hard-fought disputes with state labour governments, while an extraordinary dispute over electricity privatization unfolded between unions and the New South Wales Labor government. By the end of the year, the impact of the global financial crisis, and the consequences for jobs was the prevailing concern for many unions.

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Campbell, L. H., i J. R. Holmes. "Regulating Service Providers' Access to an FTTN Network". Media International Australia 127, nr 1 (maj 2008): 21–26. http://dx.doi.org/10.1177/1329878x0812700106.

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To date, the major deployments of FTTN or its fibre-rich cousin, Fibre to the Premises, have been driven by clear government policy (Republic of Korea, Japan) or competitive pressure from cable television companies (US, Netherlands — planned). Without these pressures, the business case for deploying FTTN is uncertain. The additional revenues from higher-speed internet access are likely to be slight, and new revenues from pay television are uncertain and likely to develop only over the medium term. The business case for investing perhaps A$9 billion or more for an extensive FTTN deployment in Australia is therefore weak. National governments, however, see many benefits in widespread deployment of high internet access speeds and may provide incentives for FTTN deployments if competitive pressures are absent. This article explains some of these incentives in the Australian context, especially the steps taken so far to regulate access to the fibre networks proposed by Telstra and the so-called G9 consortium.

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Molloy, Simon. "Why a Single National FTTN Network is No Answer (but Competition is)". Media International Australia 127, nr 1 (maj 2008): 27–30. http://dx.doi.org/10.1177/1329878x0812700107.

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The government's conviction that there is a ‘broadband emergency’ has persuaded it to look for a single, national solution, a Broadband Big Bang. No one can provide that kind of solution more easily than Telstra. There are several problems with this. The rapid growth in broadband adoption over the past three years means it is far from clear there is a ‘broadband emergency’. Mandating a single technology is overly prescriptive and the particular characteristics of FTTN make it difficult to regulate an incumbent's technology. A single national roll-out risks a significant reduction in competition, whoever wins. This jeopardises the gains consumers have made where competition has emerged in the telecommunications industry. Ultimately, competition will probably only be embedded into the Australian industry by structural change, perhaps along the lines of the extensive facilities-based competition that exists in the United States between telcos and cable companies. Perhaps, eventually, someone will have to bite the structural separation bullet.

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Zhu, Chen Wei. "Adjudicating sartorial elegance from the court – the sumptuary impulse in the law of modern sports sponsorship against ambush marketing". Queen Mary Journal of Intellectual Property 10, nr 1 (19.02.2020): 62–86. http://dx.doi.org/10.4337/qmjip.2020.01.03.

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Ambush marketing, sometimes also known as guerrilla marketing, comprises attempts to create an unauthorized association with mega-sporting events (such as the Olympic Games and the FIFA World Cup) without obtaining official sponsorship agreements. This article contends that the contemporary law of sports sponsorships against ambush marketing harbours a palpable but much-neglected sumptuary impulse, which has never before been adequately scrutinized. It shows that pre-modern sumptuary law strangely resonates with modern anti-ambush law's sumptuary obsession with the visual order of symbols and images as prestige signifiers. It also reveals an ongoing ‘intellectual property’ turn in the recent development of sumptuary anti-ambush law-making, whose ambition is to reify sports-derived sumptuary distinction into a thing-in-itself for nearly absolute ‘property’ protection. My argument is illustrated by a carefully selected number of ambush disputes including Australian Olympic Committee (AOC) v Telstra, which represents the latest development in this field of law.

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Reynolds, Rocque. "The Police Logic of Balancing the Interests in Copyright Law". Public Space: The Journal of Law and Social Justice 5 (9.12.2010): 21. http://dx.doi.org/10.5130/psjlsj.v5i0.1874.

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This article examines the use of the phrase ‘balancing the interests’ in political debate relating to copyright law. I argue that this phrase no longer leads to broad debate on the proper balance to be struck between private, public and social interests in copyright law. Rather, today the phrase has come to represent a type of police logic which reflects the private interests of copyright owners and users as they already exist. Drawing on the work of Jacques Rancière I suggest that this balance of private interests may be upset by a strategy of ‘subjectivisation’ which challenges the existing distribution of social bodies by making new subjects appear. I conclude that the recent cases of Telstra Corporation v Phone Directories Company Pty Ltd1 and IceTV Pty Ltd v Nine Network Australia Pty Ltd2 represent a surprising and effective use of this strategy by reintroducing the ‘artist’ and the ‘maker’ into copyright law in such a way as to upset and displace the prior claims of copyright owners and users.

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SAMUEL, GRAEME. "CARTELS, MEDIA AND TELECOMMUNICATIONS - THE RAPIDLY CHANGING FACE OF AUSTRALIAN COMPETITION REGULATION". Deakin Law Review 10, nr 2 (1.07.2005): 512. http://dx.doi.org/10.21153/dlr2005vol10no2art290.

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<div class="page" title="Page 1"><div class="layoutArea"><div class="column"><p><span>[</span><span>Australia’s </span><span>Trade Practices Act </span><span>is a piece of legislation that is constantly evolving to deal with the constantly evolving processes and practices of business – good and bad. Regardless of whether the country’s main tele- communications company, Telstra is privatised, or whether we get one or a hundred new TV channels or even abandon our TV sets for computer screens, the </span><span>Trade Practices Act </span><span>will continue, as it has done now for 30 years, to evolve with the economy to continue to protect and promote com- petition for the good of the Australian people</span><span>.] </span></p></div></div></div>

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Western, Liz, i Alan Pilgrim. "Learning as We Go: Catchment Management in the Urban Rural Fringe". Australian Journal of Environmental Education 17 (2001): 143–48. http://dx.doi.org/10.1017/s0814062600002524.

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The Swan Mundaring Community Catchment Project (SMCCP) was a three year Natural Heritage Trust (NHT) funded partnership project between the Wooroloo Brook Land Conservation District Committee, the Eastern Metropolitan Regional Council, the City of Swan, the Shire of Mundaring and Agriculture WA. The project was established in 1997 in response to a clear community demand for catchment-based coordination for existing initiatives and the recognised advantages of a strategic approach to future catchment management activities.The SMCCP was one of the key Landcare initiatives of the Shire of Mundaring's Environmental Management Strategy. The success of the catchment project and a broad range of other Landcare and environmental initiatives within the shire was recognised in September 1999, when the Shire of Mundaring was awarded the biennial Telstra Local Government State Landcare Award. In addition a local community group, the Hovea-Parkerville Community Conservation Group was equal winner of the State Living Streams Award, sponsored by the Water and Rivers Commission. These awards are testimony to the ongoing commitment of the community and the Shire of Mundaring to valuing and protecting the environment.

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Barr, Trevor. "Broadband Bottleneck: History Revisited". Media International Australia 129, nr 1 (listopad 2008): 129–39. http://dx.doi.org/10.1177/1329878x0812900113.

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The vexed issues currently surrounding broadband policy in Australia remind us that the public sector has a great track record in building valuable telecommunications infrastructure. One lesson from the past 150 years is the constructive role played by the public sector by providing the vision and seeding capital for the creation of three major communications platforms: Australia's overland telegraph in the 1870s, communications satellites funded by the National Aeronautics and Space Administration (NASA) from the 1950s, and the early internet, funded by the US government from the 1960s to the 1990s. But times have changed and new policy models have emerged. Australia's telecommunications public policy decisions during the past decade have locked us into having few choices for broadband. The sad irony to date is that the introduction of the open competition model in July 1997, its associated regulatory framework and the full privatisation of Telstra have actually made us less efficient in investment and impeded the development of the broadband networks we need. We might just benefit from revisiting some lessons from history.

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Colombi, Davide, Paramananda Joshi, Bo Xu, Fatemeh Ghasemifard, Vignesh Narasaraju i Christer Törnevik. "Analysis of the Actual Power and EMF Exposure from Base Stations in a Commercial 5G Network". Applied Sciences 10, nr 15 (30.07.2020): 5280. http://dx.doi.org/10.3390/app10155280.

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In this work, monitoring of the transmit power for several base stations operating in a live 5G network (Telstra, Australia) was conducted with the purpose of analyzing the radio frequency (RF) electromagnetic field (EMF) exposure levels. The base stations made use of state-of-the-art massive MIMO antennas utilizing beamforming in order to optimize the signal strength at the user’s device. In order to characterize the actual EMF exposure from 5G base stations, knowledge of the amount of power dynamically allocated to each beam is therefore of importance. Experimental data on the spatial distribution of the base stations’ transmit power were gathered directly from the network by extracting information on the radio and baseband operations. Out of more than 13 million samples collected over 24 h, the maximum time-averaged power per beam direction was found to be well-below the theoretical maximum and lower than what was predicted by the existing statistical models. The results show that assuming constant peak power transmission in a fixed beam direction leads to an unrealistic EMF exposure assessment. This work provides insights relevant for the standardization of EMF compliance assessment methodologies applicable for 5G base stations.

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Shields, John, i Arlene Harvey. "Succumbing to the Burden of Foreignness: A Social Constructionist Analysis of Australian Print Media Representations of Telstra CEO Sol Trujillo". Management Communication Quarterly 24, nr 2 (16.04.2010): 288–321. http://dx.doi.org/10.1177/0893318909358724.

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Crowe, B. L., i I. G. Mcdonald. "Telemedicine in Australia. Recent developments". Journal of Telemedicine and Telecare 3, nr 4 (1.12.1997): 188–93. http://dx.doi.org/10.1258/1357633971931147.

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There have been a number of important developments in Australia in the area of telemedicine. At the national level, the House of Representatives' Standing Committee on Family and Community Affairs has been conducting the Inquiry into Health Information Management and Telemedicine. The Australian Health Ministers' Advisory Council has supported the establishment of a working party convened by the South Australian Health Commission to prepare a detailed report on issues relating to telemedicine. State governments have begun a number of telemedicine projects, including major initiatives in New South Wales and Victoria and the extensive development of telepsychiatry services in Queensland. Research activities in high-speed image transmission have been undertaken by the Australian Computing and Communications Institute and Telstra, and by the Australian Navy. The matter of the funding of both capital and recurrent costs of telemedicine services has not been resolved, and issues of security and privacy of medical information are subject to discussion. The use of the Internet as a universal communications medium may provide opportunities for the expansion of telemedicine services, particularly in the area of continuing medical education. A need has been recognized for the coordinated evaluation of telemedicine services as cost-benefit considerations are seen to be very important.

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