Journal of the Australian and New Zealand Academy of Management最新文献

{"title":"Strategic Management: Formulation, Implementation, and Control in a Dynamic Environment","authors":"S. Hoe","doi":"10.5172/jmo.2005.11.1.74","DOIUrl":"https://doi.org/10.5172/jmo.2005.11.1.74","url":null,"abstract":"ABBASS ALKHAFAHI 2003 Strategic Management: Formulation, Implementation, and Control in a Dynamic Environment. Haworth Press ISBN 0-7890-1810-1 (paperback) The study of strategic management is typically designed as a capstone unit in business courses. The intent is for the unit to integrate other business subjects such as finance, marketing, and human resource management, and present a holistic overview of running an organisation. Many scholars have approached the teaching of strategic management advocating the application of models and frameworks. Adopting a similar approach, Alkhafahi has organized his thoughts around a generic strategic management framework when writing this textbook. This framework consists of four connected and dynamic elements: environmental analysis, strategy formulation, strategy implementation, and evaluation and control. This textbook is divided into two main sections. section One consists of ten chapters and provides an in-depth analysis of strategic management concepts and models. It covers formulation, implementation, and control of strategies for various types of domestic and global organisations. section Two offers various tips on writing cases and preparing for case analysis. It also makes many references to major corporations as case studies. Chapter One presents a broad overview of the field of strategic management such as its importance, definition, and history. Chapter Two elaborates on the key strategic management processes and explores important contemporary issues such as total quality management and reengineering in relation to strategic management. The various types of strategy, organisation hierarchy, and theme of the strategy are also addressed in this chapter. Analytical tools connected to assessing the environment are highlighted in Chapter Three. Both internal and external environments are covered. The book mentions that the internal environment consists of functional areas such as production, and research and development, while the external environment is dominated by forces which shape a particular industry. Furthermore, other macro-environmental factors such as economic, technological, political, and social forces also affect the organization's external environment. The next two chapters focus on the formulation of corporate, business, and functional strategies. Several types of corporate strategic alternatives are analyzed. These options include specialization, internal growth, diversification, and strategic alliance. Some popular management concepts such as Boston Consulting Group matrix, General Electric matrix, McKinsey's \"Seven S\" model, and Michael Porter's generic strategies are briefly described. …","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130537941","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Change of Personal Details Form","authors":"","doi":"10.1017/s1833367200006660","DOIUrl":"https://doi.org/10.1017/s1833367200006660","url":null,"abstract":"4. SUPPORTING DOCUMENTATION  Accepted Documentary Evidence – Change of Name/Title/Date of Birth 1. Documentation must be in the form of a certificate such as a marriage certificate, change of name certificate, passport, birth certificate, driver’s licence.  Accepted Documentary Evidence – Change of Gender You must attach documentation to support your change of gender. The Australian Government will recognise any of the following as evidence of sex and/or gender: a) A statement from a Registered Medical Practitioner or a Registered Psychologist; OR b) A valid Australian Government travel document, such as a valid passport which specifies preferred gender; OR c) An amended State or Territory birth certificate, which specifies preferred gender; OR d) A State or Territory Gender Recognition Certificate or recognised details certificate showing a State or Territory Registrar of Births, Deaths and Marriages has accepted a change in sex. 5. STUDENT DECLARATION I certify that the above information is correct and that all necessary documentation is attached.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"362 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125526705","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Management Theory. A Critical and Reflexive Reading","authors":"Viviane Morrigan","doi":"10.5172/jmo.2005.11.1.75","DOIUrl":"https://doi.org/10.5172/jmo.2005.11.1.75","url":null,"abstract":"NANETTE MONIN 2004 Management Theory. A Critical and Reflexive Reading In the Management, Organisations and Society Series Edited by Barbara Czarniawska & Martha Feldman Routledge London & New York One way to read Monin's text is as a 'methods' book, but one that is refreshingly out of the ordinary for the management discipline. In it the author describes the eclectic 'scriptive' method of text analysis that she developed for her PhD research project and is able to use in her current work in the Department of Management and Business at Massey University in New Zealand. Based on literary criticism, deconstruction, reader-response and rhetoric theories, the scriptive method involves a tripartite process of reading a text. Firstly, a 'dominant' reading focuses on the author, to provide a summary of (what the reader understands is) their argument(s). Monin chose this Derridean label in an effort to escape a realist mode of analysis-also calling it 'paraphrasis', defined as 'a rewording of the original text' (p.77). secondly, an in-depth 'critical' reading focuses on the text. The backbone of her method, this phase examines three more 'P's that are borrowed from rhetoric theory and practice-'performance', 'perspective' and 'persuasion'. Thirdly, a 'reflexive' reading focuses on the reader, exploring how they have constructed their individual interpretation. This final phase Monin calls 'perpension'-the fifth 1P'-which she defines as 'a process of apprehending, considering and evaluating and \"weighing up\" the outcomes of my reading to this point' (p. 80). Monin then applies her scriptive method to analyse selected parts of five classic management texts: Frederick Taylor's The Principles of Scientific Management, Mary Follett's Dynamic Administration: The Collected Papers of Mary Parker Follett, Peter Drucker's The Practice of Management, Henry Mintzberg's The Nature of Managerial Work, and Rosabeth Moss Kanter's The Change Masters: Corporate Entrepreneurs at Work. Monin concludes that four of the texts contain a long-held and institutionalized Utopian metanarrative and root metaphor that provides ten 'precepts', or rules of moral conduct for guiding the practice of management and its theories over much of the 20th century. This is a heroic story of progress in the form of a journey that instructs managers to discard old incorrect theories and practices in favour of the map that is offered, which will ensure that the hero discovers the right question and its answer. When he (the hero is strongly gendered as male) reaches this Utopian future place, the manager will enjoy many powerful roles that will enable him to control his employees, with whom to fight others different from them, but who are, nevertheless, resources for meeting the primary financial needs of both himself and his organisation (pp. 189-191). Follett's is the exception-and noticeably so, as her text contradicts nine of the ten precepts (her only similarity is in her criticisms of the pas","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"192 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116143153","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Using Performance Measures to Assess Performance of Indoor and Outdoor Aquatic Centres","authors":"G. Howat, G. Crilley, D. Murray","doi":"10.5172/jmo.2005.11.1.6","DOIUrl":"https://doi.org/10.5172/jmo.2005.11.1.6","url":null,"abstract":"ABSTRACT A recent trend throughout Australia has been to develop multi-purpose indoor public aquatic centres in favour of outdoor pools. Such major policy and planning decisions often rely on consultants' feasibility studies, yet there is limited comprehensive industry-wide data available on which to base such decisions. The industry-wide performance measures discussed in this paper help fill this void by providing objective data to support the contention that multi-purpose indoor aquatic centres tend to outperform centres with solely outdoor pools. The key indicators of performance are based on financial viability and community participation data for a sample of Australian public aquatic centres.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"401 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122786672","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Special Edition on “Australasian Entrepreneurship”","authors":"T. Corner, K. Pavlovich","doi":"10.1017/S1833367200004247","DOIUrl":"https://doi.org/10.1017/S1833367200004247","url":null,"abstract":"","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127724411","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Special Edition “on the Service Sector”","authors":"N. Timo, P. Haynes","doi":"10.1017/S183336720000660X","DOIUrl":"https://doi.org/10.1017/S183336720000660X","url":null,"abstract":"","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115171602","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Contribution to Janzam","authors":"","doi":"10.1017/s1833367200006647","DOIUrl":"https://doi.org/10.1017/s1833367200006647","url":null,"abstract":"The Editor of JANZAM invites papers and articles for publication consideration, especially if conceptually original and innovative. JANZAM does not ordinarily publish more than one article per author per volume, unless multiple authorship is involved. All contributors are encouraged to submit manuscripts directly to the Editor, in accordance with the guidelines stipulated in the \"Notes for Contributors\" section below.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114581361","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Intrapreneurship in Australian Firms","authors":"Jason R. Fitzsimmons, E. Douglas, B. Antoncic, R. Hisrich","doi":"10.5172/jmo.2005.11.1.17","DOIUrl":"https://doi.org/10.5172/jmo.2005.11.1.17","url":null,"abstract":"ABSTRACT This paper reports on the nature and extent of intrapreneurship (or corporate entrepreneurship) practiced by Australian businesses. We examined the relationship between measures of corporate entrepreneurship and finn growth and profitability. and utilised measures devised by earlier researchers attempting to assess corporate entrepreneurship, viz: new business venturing, innovativeness, self-renewal, and proactiveness. Control variables included industry, finn age, and finn size. Interestingly, we found that the items measuring corporate entrepreneurship loaded onto not four but five factors, effectively splitting the self-renewal measure into two distinct elements, Profitability was significantly correlated with self-renewal (negative) and organisational support (positive) while growth was found to be significantly and positively related to both new business venturing and environmental munificence.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"50 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126649008","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"JMO volume 11 issue 1 Cover and Front matter","authors":"","doi":"10.1017/s1833367200004338","DOIUrl":"https://doi.org/10.1017/s1833367200004338","url":null,"abstract":"","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"131 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122903884","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Intangible Economy and Firm Superior Performance: Evidence from Australia","authors":"J. Galbreath","doi":"10.5172/jmo.2005.11.1.28","DOIUrl":"https://doi.org/10.5172/jmo.2005.11.1.28","url":null,"abstract":"ABSTRACT Scholars suggest that in the ‘intangible’ economy, firms need to exploit intangible, rather than tangible resources to generate superior performance. In this study, we theoretically developed the proposition that intangible assets and capabilities would be linked to superior performance while tangible assets would be linked to low performance. Drawing upon a broad sample of manufacturing and services firms in Australia and by segmenting out the central cluster of firms, we found that tangible resources were linked to low performance while as hypothesised, intangible assets and capabilities were linked to superior performance. Studies such as the present one offer some support for resource-based theory which argues that in today's economy, resources that are intangible in nature are more likely to be sources of competitive advantage than resources that are tangible in nature.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126530532","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}