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

{"title":"JMO volume 9 issue 3 Cover and Back matter","authors":"","doi":"10.1017/s1833367200004648","DOIUrl":"https://doi.org/10.1017/s1833367200004648","url":null,"abstract":"","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125347399","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":"Increasing Women's Participation in Agricultural Leadership: Strategies for Change","authors":"Barbara Pini","doi":"10.5172/jmo.2003.9.1.66","DOIUrl":"https://doi.org/10.5172/jmo.2003.9.1.66","url":null,"abstract":"ABSTRACT This paper uses data from a survey of women involved in the Australian sugar industry to present evidence of the strategies which could be introduced by agri-political groups to increase women's involvement in agricultural leadership. Of the 181 positions of elected leadership in the Australian sugar industry's agri-political group, CANEGROWERS, none is held by a woman. Factor analysis of the 233 returned survey responses revealed that there are five types of strategies that could be implemented to address this inequity. These are: organisational strategies, education and training strategies, remuneration strategies, support strategies and practical strategies. The paper concludes by drawing attention to the fact that few strategies have been adopted by agricultural organizations to address men's numerical dominance of positions of leadership.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"84 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125160208","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 9 issue 1 Cover and Front matter","authors":"","doi":"10.1017/s1833367200004843","DOIUrl":"https://doi.org/10.1017/s1833367200004843","url":null,"abstract":"","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"78 10","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120819585","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":"In the Consumer Interest: A Selected History of Consumer Affairs in Australia 1945-2000","authors":"D. Harker","doi":"10.5172/JMO.2003.9.1.80","DOIUrl":"https://doi.org/10.5172/JMO.2003.9.1.80","url":null,"abstract":"EDITED BY SMITH, SIMON (2000) In the Consumer Interest: A Selected History of Consumer Affairs in Australia 1945-2000 Society of Consumer Affairs Professionals in Business ISBN 0-646-40300-1 AUS $45 Someone once said that there is no such thing as the future or the present, we merely repeat the past again, and again. A depressing thought. However, this excellent review of the development of consumer affairs in Australia between the years of 1945 and 2000 clearly dispels that theory completely. This critical review provides serious readers with a review of the contents of the book and the value of the book for scholar, student or other interested readers. There has been much written and re-written about the state of consumer affairs in Australia, so one might be forgiven for wondering where this contribution fits. The final product is indeed a credit to the board of management at SOCAP for their vision, and to Simon Smith as the editor because, without the approach adopted, the book would be of less value to the reader and scholar. Smith briefed his authors well in the role they were to play in getting this history down on paper and the 'extra' inclusions to consider. To differentiate the work from other pieces, the authors were asked to write about their specialist areas and to consider three threshold moments of consumer advancement and identify three consumer champions who, in their opinion, have made the greatest contribution to the area. It will be no surprise to many readers to learn that Lionel Murphy is the most mentioned champion in the eyes of these authors. The book is structured in a compelling way with six broad chapters, containing a total of ten papers. Chapter one, The Organised Consumer Interest, has contributions from Robin Browne and Jane Panetta, and John Wood. This chapter is a logical place to start and provides a comprehensive overview that sets the scene for the rest of the book. Chapter two focuses the reader on the Financial Services sector, with papers from Kristie Dunn, Colin Neave and David Niven, and Simon Smith himself. Both papers are functional and convey large amounts of information for us to process but the placement of this chapter could be problematical for reader retention. Chapter three is the chapter that would draw many readers to the book as it considers the area of Communication, with contributions from Christina Spurgeon and Gerard Goggin. Spurgeon's work, however, falls a little short in terms of the regulation of the advertising industry, lacking a critique of the current scheme in any great detail, whereas in fact there have been dynamic changes since its inception in 1998. …","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"96 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121122407","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":"Academics as Agents of Change?","authors":"Pamela Mathews","doi":"10.5172/jmo.2003.9.1.42","DOIUrl":"https://doi.org/10.5172/jmo.2003.9.1.42","url":null,"abstract":"ABSTRACT Over the last twenty years management courses offered in Australia have undergone considerable change. Most notable is the number of different programmes available and the varied content of these. However, in an environment which is changing rapidly, management education and its provision are under continuous review. Data gathered recently to examine the perceptions of academics in relation to management education, has drawn attention to an issue that warrants consideration. Should management academics be agents of change or should they simply make changes in response to new demands? The answer to this question has significant implications for the future development of management education. This paper seeks to examine the role that the management academic has in a situation of continuous change.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114062529","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 9 issue 1 Cover and Back matter","authors":"","doi":"10.1017/s1833367200004855","DOIUrl":"https://doi.org/10.1017/s1833367200004855","url":null,"abstract":"","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127695495","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":"Strategic Decision-Making in Japanese Trading Companies: Case Studies of Information Search Activities","authors":"D. Gilbert","doi":"10.5172/jmo.2003.9.1.27","DOIUrl":"https://doi.org/10.5172/jmo.2003.9.1.27","url":null,"abstract":"ABSTRACT The paper describes an investigation into the information search activities of senior Japanese executives involved in strategic decision-making in Japanese trading companies. The research task was conducted over a twelve-month period between 2000-2001, at five well-known Japanese kaisha (see Appendix 1 for a list of Japanese expressions used in this paper) headquartered in Tokyo. This paper identifies sources of information that are dev-eloped and used by executive decision-makers in evaluating strategic alternatives. As well modes of access to the identified sources are highlighted and analysed. Results from the study indicate the prominence of distinctive Japanese managerial practices such as nemawashi and settai, in developing information sources. As well it was found that these practices strongly influence how information sources are accessed. Executive decision-makers from the Presidential level to Divisional Manager level who participated in this study were emphatic in their belief that strategic decision-making in most situations is reliant upon the network of information sources cultivated by decision-makers as well as their skill in accessing the various sources.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"66 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121926193","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 Competencies: An Australian Assessment of Tourism and Hospitality Students","authors":"Kay Dimmock, H. Breen, Maree Walo","doi":"10.5172/jmo.2003.9.1.12","DOIUrl":"https://doi.org/10.5172/jmo.2003.9.1.12","url":null,"abstract":"ABSTRACT Management education has the responsibility to provide industry with graduates equipped with relevant management competencies (Christou 2002). This paper agrees with this view and reports on the first and second stages of a longitudinal study that explores tourism and hospitality students' perceptions of their competency development in the first and final year of the Bachelor of Business in Tourism program. A self-assessment instrument that measures perceived competence in management competencies and roles within the Competing Values Framework (CVF) (Quinn, Thompson, Faerman & McGrath 1996) was used. Results from this investigation indicate that since the outset of their tertiary studies, students perceive they have begun to develop a majority of the competencies and roles tested. Students' perception of improving skills and competencies in these roles indicates they are taking steps towards mastery of management (Quinn et al. 1996), and thereby acquiring competence in areas important to their careers in industry. The outcomes of this research contribute to development of appropriate educational experiences, which in turn assist competency development that enhances student career opportunities and experiences.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"98 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129198773","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":"Organisational Change Stories and Management Research: Facts or Fiction","authors":"P. Dawson","doi":"10.5172/jmo.2003.9.3.37","DOIUrl":"https://doi.org/10.5172/jmo.2003.9.3.37","url":null,"abstract":"ABSTRACT Organisational change stories are often constructed around a linear series of ‘successful’ events that serve to show the company in a positive light to any interested external party. These stories of company success sanitize complex change processes and offer data for change experts to formulate neat linear prescriptions on how to best manage change. This article criticizes this position and argues that change is a far more dynamic political process consisting of competing histories and ongoing multiple change narratives which may vie for dominance in seeking to be the change story. A central aim is to identify and unpack narratives of change in order to highlight a number of theoretical and methodological implications for management research. It is argued that post-hoc rationalized stories should not be used as a knowledge base for prescriptive lessons or theoretical developments, nor should research data simply be presented as a single authentic story of change. The need to study change overtime and to accommodate multiple stories that may be reshaped, replaced and modified raise critical issues of data collection and data analysis, as well as important questions on the place of the conventional case study as a conveyor of research findings. As such, the article calls for the more widespread use of the concept of ‘competing histories’ and ‘multiple change narratives’ in longitudinal studies that seek to explain processes of organisational change.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129285151","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 Institutionalisation of Business Ethics: Are New Zealand Organisations Doing Enough?","authors":"K. Pajo, P. McGhee","doi":"10.1017/S1833367200004922","DOIUrl":"https://doi.org/10.1017/S1833367200004922","url":null,"abstract":"ABSTRACT This paper reports the results of a survey investigating the institutionalisation of business ethics among New Zealand's top 200 organisations. A majority of the respondents indicated that steps were being taken by their organisation to incorporate ethical values into daily operations. However, fewer than a quarter of those surveyed indicated that resources were being set aside to accomplish the objective. The most popular tech-nique for institutionalising ethics was the development of a code of ethics. Training in ethics, ethics officers, and ethics committees were not in common use amongst the companies surveyed. Furthermore, very few organisations indicated that ethical behaviour was specifically rewarded. In contrast, a clear majority indicated that they punished unethical actions and made use of disciplinary processes to regulate employee behaviour. Follow-up interviews with a sample of managers from the organisations surveyed high-lighted a preference for the use of informal processes for the institutionalisation of business ethics.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124947300","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}