bluuebunny/crossref_metadata_2025_split huggingface dataset:
Hunting the Snark or Leading with Purpose? Managing the Enterprise University
Authors: Poole David , Robertson Bob 
Published: November 2010

ABSTRACTIn Lewis Carroll's classic poem, ‘The Hunting of the Snark’, there is little understanding about what a ‘Snark’ actually might be. There is similar disagreement about the ways in which contemporary universities should be led and managed, and few writers move beyond broad generalisations for action. This is particularly truc for writers analysing higher education from the perspectives of sociological analyses (eg. Meek & Wood 1997) political economy, and institutional theory perspectivcs (eg. Marginson & Considine 2000). Building on recent research by Poole (2000, 2001a), the paper charts current understandings of university governance and leadership, identifies research gaps, and begins to explore how apparently dichotomous managerial choices may be reconciled by university leaders confronting the complexities of managing the enterprise university.To seek it with thimbles, to seek it with careTo pursue it with forks and hopeTo threaten its life with a railway-shareTo charm it with smiles and soap!For the Snark's a peculiar creature that won'tBe caught in a commonplace way.Do all that you know, and try all that you don't:Not a chance must be wasted today!(Carroll 1973)
Careers and Organisations: A Figure–Ground Problem
Authors: Inkson Kerr 
Published: November 2010

ABSTRACTThis paper argues that people's careers have great personal significance for them and energise much organisational activity, but that in the context of organisations and management they often appear irrelevant. Contrasting career metaphors are used to show how careers develop through tensions between organisational and social structure, and individual agency. The findings of a New Zealand research study show how new flexibilities and ambiguities in economic and organisation structures result in people developing careers which, like the Australasian “Big O.E.” institution, are mobile, improvisational, and learning-based. A reflexive model is used to show how careers can create organisations as well as vice versa. The implications of new career theories for workers, managers and management educators are indicated. Greater appreciation of career dynamics results in the subversion of some traditional management ideas and the development of new models of self- and organisational management.
Trust: A Neglected Variable in Team Effectiveness Research
Authors: Kiffin-Petersen Sandra 
Published: November 2010

ABSTRACTTrust is frequently espoused as being critical to effective team processes and performance. Yet, few studies have investigated the relationship between trust and team processes, or team effectiveness. There is currently a need to locate propensity to trust (a personality composition variable) and intragroup trust (an emergent state) within mainstream team effectiveness models, not only to provide much-needed theoretical and empirical support for trust's central role in team effectiveness, but also to increase our understanding of how trust influences team effectiveness. This paper argues that trust is a neglected variable within team effectiveness research that requires further empirical investigation.
Power and Influence During Advertiser – Agency Creative Briefing & Response: Getting to ‘Yes!’
Authors: Hill Railton 
Published: November 2010

ABSTRACTExploratory research into the expectations of advertising managers concerning agency creative work was undertaken as the first stage of a grounded longitudinal study. A series of depth interviews revealed how major advertisers attempt to obtain desired creative work through an extensive agency briefing and response process. ‘Power and influence’ during this process emerged as a key issue for these managers. Analysis of depth interviews with managers with direct responsibility for the commissioning of creative work for major advertisers suggested a range of influence strategies were used in their pursuit of the desired work. Such strategies seemed to follow a pattern of rapid escalation similar to a pattern observed in the management of urgent change.
What Constitutes Successful Entrepreneurship? An Analysis of Recent Australasian Awards Experiences
Authors: Kearins Kate , Luke Belinda , Corner Patricia 
Published: November 2010

Theory about what constitutes entrepreneurial success is explored using case studies of the 2003 Ernst & Young Entrepreneur of the Year Award winners for Australia and New Zealand. Findings suggest the need to more equally emphasize what theory presents as elements of successful entrepreneurship, and importantly, incorporate ethics as a key dimension. Further, the analysis offers insight into how business awards processes in general might be conducted.Entrepreneurship has long been considered an important economic activity. The past twenty years has witnessed an explosion of research into entrepreneurs and their actions (Venkatarman 1997; Hannafey 2003) with considerable emphasis on the elements that constitute successful entrepreneurship. However, there has been little empirical work substantiating these elements or exploring the extent to which they appear to be considered when judgements are made about entrepreneurial success. Additionally, some entrepreneurs that are judged successful, such as Monty Fu who won an entrepreneur of the year award in the United States, are later shown to be unsuccessful along a number of elements. It may be that some elements are more emphasized when judging entrepreneurial endeavours, than are others. For these reasons, the current paper focuses on the construction of successful entrepreneurship. It addresses the following research questions: Are there some elements of entrepreneurship that appear to be more emphasized than are others when judgements are made about successful entrepreneurs? Would recourse to theory help decide successful entrepreneurship?
Power Dynamics and Learning in Collaborations
Authors: Lotia Nuzhat 
Published: November 2010

ABSTRACTThis paper examines the learning process within collaborations from a political perspective and explores the implications of power for the process of learning. The central argument is that the processes of collaboration and collaborative learning are inherently influenced by dynamics of power that occur at the organisational, collaboration and collaboration-environment levels. These power dynamics develop as a consequence of the interactions among collaborating organisations and their power bases. The paper presents a theoretical basis for considering the nature and impact of power dynamics at the various levels on the collaborative learning process and outcomes and sets forth some propositions that provide an agenda for future research.
Comparative Modelling of the Social Processes of Leadership in Work Units
Authors: Parry Ken 
Published: November 2010

ABSTRACTThis research tests the extent to which the social processes of leadership, as derived from the full grounded theory method, may be tapping constructs other than those measured by existing measures of transformational leadership. The impact on work unit outcomes of two measures of transformational leadership and the social processes of leadership scale (SPL) were tested. Comparative structural equation modelling was undertaken. It was found that, with one exception – ‘active management processes’, normally classified as transactional management – measures of transformational leadership are probably pre-existing measures of the social processes of leadership in organisations. The use of the grounded theory method to research leadership is supported. Hierarchy of Abstraction Modelling is useful as a training tool and as a representation of research findings.
Intrapreneurship in Australian Firms
Authors: Fitzsimmons Jason R. , Douglas Evan J. , Antoncic Bostjan , Hisrich Robert D. 
Published: November 2010

ABSTRACTThis 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.
The Fashionable Adoption of Online Learning Technologies in Australian Universities
Authors: Pratt Jonathan 
Published: November 2010

ABSTRACTDuring the 1990s, many Australian universities adopted innovative new online learning technologies without critical examination of their merit to those institutions, leading in some cases to wasted resources, unfulfilled expectations, program and organisational failure. Given that limited theoretical and empirical explanations have addressed this important research problem, this paper discusses and applies a management fashion framework to this research problem and argues that online learning technologies could be conceptualised as a management fashion, following the empirical work of Abrahamson and Fairchild (1999). The major contributions of this paper are to identify an important yet under-researched area in higher education research, demonstrate the utility of a management fashion framework in this context, and propose a number of recommendations for policy makers, university managers and academics confronted with educational innovations.
Using Performance Measures to Assess Performance of Indoor and Outdoor Aquatic Centres
Authors: Howat Gary , Crilley Gary , Murray Duncan 
Published: November 2010

ABSTRACTA 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.
Scientists, Career Choices and Organisational Change: Managing Human Resources in Cross Sector R&D Organisations
Authors: Turpin Tim , Garrett-Jones Sam , Diment Kieren 
Published: November 2010

ABSTRACTThe resource-based view of the firm has drawn attention to the role of human resources in building innovative capacity within firms. In ‘high technology’ firms, scientific capability is a critical factor in achieving international competitiveness. Science, however, is a costly business and many firms are entering into cross-sector R&D partnerships in order to gain access to leading edge scientific capability. The Australian Cooperative Research Centres (CRC) program is typical of the ways many governments are seeking to promote such cross-sector R&D collaboration. Scientists are key resources in these organisational arrangements. However, there is only fragmentary information available about why and when scientists choose to work in these cross-sector organisations rather than others, or the impact of changing funding regimes on their career choices. Similarly, there has been little research into the impact of such partnerships and career choices on the organisations in which scientists work. This paper presents some findings from two new ARC funded studies in Australia designed to investigate the careers of scientists and the organisational and career implications of participation in cross-sector R&D collaboration. One of our findings is that CRCs may not endure as long term ‘hybrid’ organisational arrangements as some observers have suggested, but rather remain as transitional structure influencing the partners involved and the careers of scientists. This has important implications for the managers of CRCs as well as those responsible for partner organisations.
The Influence of Company Rules, Ethical Climate, and Individual Characteristics on Sales Representative's Honesty
Authors: Grover Steven L. , Enz Cathy A. 
Published: November 2010

ABSTRACTThis study examined the impact of situational and individual characteristics on sales representatives' propensity to lie or to tell the truth. The situational elements were the honesty of the organisation climate and its formal rules about lying to customers. The individual elements were the participants' degree of Machiavellianism and tolerance for ambiguity. The results indicated that more Machiavellian people were more likely to lie and that they were less guided by the rules than people who were low in this trait. In addition, rules and climate work together for people with a high tolerance for ambiguity in a complex manner.
The Outsourcing Debate: Theories and Findings
Authors: Clegg Stewart R. , Burdon Steve , Nikolova Natalia 
Published: November 2010

ABSTRACTThis paper addresses the issue of services outsourcing by looking at both theoretical and empirical arguments. Previous debates have often concentrated on the motives for adopting the practice rather than the outcomes. These various themes can be discussed under the twin concepts of the cost and efficiency argument and the fashion and isomorphism approach. Our research provides strong evidence to support the cost efficiency argument. On average, significant cost advantages were sought and delivered, as well as improvements in service levels and systems. Many organisations in the current environment in Australia look at outsourcing not only as a method of increasing efficiency but also as gaining competitive advantage through harnessing the superior specialist skills and experience of the outsourcing provider who takes someone's back office function and transforms them into their front office. A 10% net cost saving was considered necessary by an organisation before embarking on an organisational change that was disruptive and in some cases involved downside risks. Even if other efficiency gains such as service levels or systems improvements were required, so were 10%+ cost savings. A number of the organisations thought their skills in managing outsourcing had improved considerably such that they were in a position to move from a client/server relationship to a partnership model (i.e. an alliance).
A Conversation on Conversations: A Research Journey with Professor Anne Sigismund Hufe - Technische Universität München (TUM)
Authors: Kemp Sharon 
Published: November 2010

Anne S. Huff has a reputation that goes before her for helping other academics, particularly in their endeavours to have their work published. I attended one of Anne's sessions on writing for scholarly publication and had my eyes opened to the traps a researcher can fall into; I was also made aware of ways to focus my effort to maximum effect In the workshop sessions that Anne conducts she shares her successes but also acknowledges she too had difficulties in getting her research accepted for publication. I trusted that her advice was sound because she has been there and done that.Some time after the workshop I felt the need to bring the conversations that we had during that workshop to a wider audience. I asked Anne if she would consent to an interview that would take readers along one of her research journeys. To my surprise Anne was more than delighted to do the interview and she found the idea of having the focus of our conversation on the process or research journey she undertook rather than the outcomes that are usually reported in journals quite novel. We agreed to meet at the EURAM 2005 conference which she co-organised.Research is reported in a different way than it was first conceived An interesting (but often undiscussed) aspect of research is the process or journey that is undertaken to reach the reported outcomes. Junior and senior staff alike can learn a great deal from understanding the research journey that eminent scholars have undertaken. In this conversation Professor Huff takes us along the research path she followed in several projects, especially work with Professor Louis Pondy between 1979 and 1986. Anne discusses how the research changed shape over time as well as detailing how and why the research came to an end. She gives us an insight into problems that resulted in deviations from an initial research plan. Through Anne's discussion of the research we discover how issues were handled and with the benefit of hindsight what aspects of the research she would change. Finally, Anne shares some general lessons for undertaking research.
Leadership learning through lived experience: A process of apprenticeship?
Authors: Kempster Stephen 
Published: November 2010

ABSTRACTThis paper develops an understanding of underlying influences shaping leadership learning within a single organization. It is not an exploration of leadership but rather an explanation of how individuals learn how to lead. Through in-depth interviews with six directors of a UK multinational public limited company and, using critical realist grounded-theory, underlying causes have been identified that build upon existing research but then goes further to provide a systemic and integrated explanation of leadership learning. A model is suggested to illustrate how causal influences, operating in a particular context, influence how people develop their ability to lead. I argue that the metaphor of apprenticeship captures the essence of how underlying influences shape the long-term process of leadership learning: an apprenticeship perspective has significant implications to the efficacy and effectiveness of leadership development interventions.
Situational stress and restriction of stylistic repertoire in high potential managerial aspirants: Implications for the implementation of the ‘new organization’
Authors: McAdam Neil 
Published: November 2010

ABSTRACTThe literature on new organizational forms commonly stresses the key role of ‘collaborative individuals’ in delivering the challenging balance of creativity and productivity, vision and focus, openness and decisiveness critical to achieving coherence and responsiveness in the turbulent environment of the 21st Century. This paper reports a recent study that considers these requirements as expressed by competing psychological types/brain styles and assesses the impact of stressors within the task environment on the breadth of stylistic repertoire of high-potential managerial aspirants. It finds that stress significantly shrinks stylistic repertoire and, more critically, moves the focus away from creative, collaborative and ambiguity-tolerant styles towards performance-driven, control-oriented, and grounded styles. The implications of this finding for building the strategically coherent but flexible and developmental cultures advocated in the ‘new organization’ literature are discussed.
The Tertiary Education Advisory Commission (TEAC) reforms
Authors: English Bill 
Published: November 2010

In this article Bill English, New Zealand's Shadow Minister for Education, tells the story of New Zealand's tertiary education policy development over the past several years. His perspective comes from time in government and from time in opposition. He concludes with the lessons to be learnt, and his prognosis of the main issues to be confronted by that tertiary sector, in the years to come. The lessons to be learnt are just as valuable for the Australian sector as they are for New Zealand academicians.In this article, Polytechnics are the equivalent of the old Colleges of Advanced Education in Australia, or roughly between the TAFE and university sectors. MMP (mixed member proportional) is the proportional system of electing the New Zealand Parliament. This system is similar to the method by which Australians elect their federal Senate. A Wananga is a tertiary institution set up by statute to focus on the educational needs of Maori.
Emotional labour and negative job outcomes: An evaluation of the mediating role of emotional dissonance
Authors: Dijk Pieter A Van , Brown Andrea Kirk 
Published: November 2010

ABSTRACTConflicting empirical findings in studies assessing the relationship between emotional labour and negative job outcomes are partly due to the lack of clarity regarding the conceptualisation and measurement of emotional dissonance. Emotional dissonance has been variously described and measured as an antecedent or as a consequence of the performance of emotional labour, as well as an inherent component of emotional labour. Recent conceptualisations of dissonance have proposed a mediator role for emotional dissonance between emotional labour and the outcome of emotional exhaustion. Concepts from cognitive dissonance theory support this conceptualisation and were used to empirically test this proposed relationship with a sample of 181 staff from two tourism based organisations providing a range of visitor/customer services. The results demonstrated a significant partial mediation role for emotional dissonance in the relationship between emotional labour and emotional exhaustion, supporting the use of a more theoretically and methodologically consistent measure of emotional dissonance.
The expression of suppression: Loss and emotional labour in narratives of organisational change
Authors: Bryant Melanie , Cox Julie Wolfram 
Published: November 2010

ABSTRACTThis paper focuses on themes of emotionality and emotional labour derived inductively from retrospective narratives constructed by employees who experienced rapid organisational change and specifically addresses the question: ‘How do people talk about the need to “dull down” their emotions during situations of organisational change?’ We highlight themes of loss associated with retrospective displays of emotion and argue that loss and emotion management are most typically associated with issues concerning transition from the past or resistance to the future. We show how emotional labour serves both to mute and, ironically, to heighten emotions in the talk of change and extend studies of emotional labour beyond the service encounter and into the realm of organisational change.
The impact of negative mood on team performance
Authors: Jordan Peter J , Lawrence Sandra A , Troth Ashlea C 
Published: November 2010

ABSTRACTAlthough organisations often implement team-based structures to improve performance, such restructuring does not automatically ameliorate poor performance. The study in this article explores the relationship between team members' negative mood and team processes (social cohesion, workload sharing, team conflict) to determine if negative mood has a detrimental effect on team performance via team processes. Two hundred and forty one participants completed surveys and were involved in an independently rated performance task that was completed over eight weeks. Negative mood was found to influence team processes and as a consequence, team performance. The results, however, were not uniformly negative. Implications for theory and practice are discussed.