{"title":"Corporate Collapse - Regulatory, Accounting and Ethical Failure","authors":"P. Whalley","doi":"10.5172/jmo.1998.4.2.44b","DOIUrl":"https://doi.org/10.5172/jmo.1998.4.2.44b","url":null,"abstract":"Some people may be laughing when looking at you reading in your spare time. Some may be admired of you. And some may want be like you who have reading hobby. What about your own feel? Have you felt right? Reading is a need and a hobby at once. This condition is the on that will make you feel that you must read. If you know are looking for the book enPDFd corporate collapse regulatory accounting and ethical failure as the choice of reading, you can find here.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130185279","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":"Australian Management Research: Prospects for the New Millennium","authors":"G. Elliott","doi":"10.5172/jmo.1998.4.2.18","DOIUrl":"https://doi.org/10.5172/jmo.1998.4.2.18","url":null,"abstract":"Abstract This paper is an abridged and revised version of a report that was originally published in the Australian Research Council (ARC) report ‘Management Research in Australia’, jointly funded by the ARC and the Australian and New Zealand Academy of Management (ANZAM). It documents the results of a Delphi study into the future of management research in Australia over the coming decade. An important finding was that there might be a ‘shortfall’ between the likely and desirable level and character of Australian management research. A dominant view of the panel was that management research will become more relevant to the needs of its important client groups, including students, government and business. Significant divergence within the respondent panel is also identified.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124793815","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":"Locus of Control and the Assessment of Managerial Skills","authors":"L. Spillane, R. Spillane","doi":"10.5172/jmo.1998.4.2.37","DOIUrl":"https://doi.org/10.5172/jmo.1998.4.2.37","url":null,"abstract":"Abstract There are considerable differences in perception of one's behaviour as externally controlled or as the result of personal choice (ie external or internal locus of control). This study assesses the influence of the external/internal locus of control on subordinates' perceptions of their managers' technical and people skills. Internal subordinates were found to criticise external managers for their technical skills, while external subordinates criticised their internal managers' people skills. The implications of these outcomes for the assessment of work performance are also discussed.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"54 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131658915","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":"A Handbook of Cross-Cultural Marketing","authors":"D. Corkindale","doi":"10.5172/JMO.1998.4.2.44A","DOIUrl":"https://doi.org/10.5172/JMO.1998.4.2.44A","url":null,"abstract":"","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"60 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129615648","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":"Human Resources on the Waterfront: Managing History","authors":"A. Whiteley, M. McCabe, L. Savery","doi":"10.5172/jmo.1998.4.1.37","DOIUrl":"https://doi.org/10.5172/jmo.1998.4.1.37","url":null,"abstract":"Abstract The present paper examines the introduction of the Conaust (Fremantle) 1991 Enterprise Based Agreement (EBA). It is more about impressions than about ‘facts’, presenting an interpretive view of the likelihood that the environment at Conaust was conducive to the deep change required by the EBA. The paper describes the nature of waterfront workers' (wharfie) work, the employee relations context within which the waterfront culture developed, the history of Conaust in Fremantle and the Conaust EBA. A central focus of the paper is the contradistinction between behaviours that were a part of the strong waterfront history and those that were accepted as part of the future.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129668564","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":"Technology Policy, Task Uncertainty and Organisational Performance","authors":"A. Dunk, Saeed J. Roohani","doi":"10.5172/jmo.1998.4.1.1","DOIUrl":"https://doi.org/10.5172/jmo.1998.4.1.1","url":null,"abstract":"Abstract Factors influencing organisational performance have attracted attention, both in the literature and in practice, as a means of responding to increasing market competition. One factor that may enhance performance is a technology policy and a number of organisations have implemented such policies. Technology policy proponents argue that a society's capacity for sustained technological innovation is crucial to its economic well being. The primary purpose of the present paper is to investigate the extent to which organisational performance is influenced by the use of a technology policy. Since the literature suggests that task difficulty and task variability may influence this relationship, the paper also examines these relationships. The results suggest there is an association between technology policy and performance and that this relation is influenced by task difficulty, but not task variability. The relationship between technology policy and performance seems to greater when task difficulty is high than it is when task difficulty is low.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125134357","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 realities of work","authors":"P. Standen","doi":"10.5172/JMO.1998.4.1.51","DOIUrl":"https://doi.org/10.5172/JMO.1998.4.1.51","url":null,"abstract":"","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"269 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123018762","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":"Work Organisations: A Critical Introduction","authors":"R. Spillane","doi":"10.5172/JMO.1998.4.1.53","DOIUrl":"https://doi.org/10.5172/JMO.1998.4.1.53","url":null,"abstract":"","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127462981","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":"Hong Kong Employees' Organisational Commitment before the 1997 Transition: Its Trend, Dimensionality and Relationships with other Human Resource Variables","authors":"Chi-Sum Wong","doi":"10.5172/jmo.1998.4.1.26","DOIUrl":"https://doi.org/10.5172/jmo.1998.4.1.26","url":null,"abstract":"Abstract The present study replicates previous surveys in examining Hong Kong employees' organisational commitment, intention to leave, job satisfaction, self-perceived performance, and motivational job characteristics. The results suggest few changes over the four year period examined, despite the 1997 transition to China approaching. Structural equation modelling was used to examine the dimensionality of the organisational commitment scale used and the impacts of aspects of organisational commitment on various human resource outcomes were examined. The results confirmed the three commitment dimensions proposed by the scale's developers and suggested that continuance commitment has the strongest relationship with people's intention to leave, value commitment has the strongest relationship with job satisfaction and also has a positive impact on performance.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127242450","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 Dynamics of Diversity and Change in Management Education: Fragment from a Case","authors":"J. Newton","doi":"10.5172/jmo.1998.4.1.14","DOIUrl":"https://doi.org/10.5172/jmo.1998.4.1.14","url":null,"abstract":"Abstract The present paper takes an ‘unintentional’ look at the issue of diversity as it presents itself in a study of management education. The inquiry is unintentional in that the author had not conceptualised diversity as an artefact of the research, yet found himself struggling to work with his own experience of difference as he engaged with the subject of the research. The concept of diversity came to be thought of in terms of ‘requisite variety’ and its challenge to management education is conceptualised as a search for a ‘holding environment.’ These ideas are grounded in the case material of a part time, postgraduate student of business administration who works as a financial manager in an Australian corporation, is female and is ethnically a Malaysian Chinese.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129451895","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}