Готові списки джерел за темами / Corporate culture Australia

Добірка наукової літератури з теми "Corporate culture Australia"

Автор: Grafiati
Опубліковано: 4 червня 2021
Оновлено: 20 лютого 2023

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  3. Книги
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Статті в журналах з теми "Corporate culture Australia":

1

Backhouse, Kim, and Mark Wickham. "Corporate governance, boards of directors and corporate social responsibility: The Australian context." Corporate Ownership and Control 17, no. 4 (2020): 60–71. http://dx.doi.org/10.22495/cocv17i4art5.

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The challenge of corporate governance in Australian corporations is similar to those faced by the majority of corporations operating globally albeit the manner in which corporate governance is structured in Australia represents a strong reflection of the island continent’s people, egalitarian culture, and legislative framework. This article considers the legal framework in which Australian corporations operate within, which includes a discussion of corporate governance principles, the role of directors and ownership structures of companies in Australia. Australian board of director practices are discussed in detailed and this article outlines how these practices are heavily influenced by the Australian Commonwealth Corporations Law (which sets out mandatory legal requirements that all Australian companies must adhere to). The article continues to explore briefly directors’ remuneration practices, recent shareholder’s rights protection and activism, the importance of corporate governance and the link to firm performance, and finally the importance of corporate social responsibility in the Australian context.
2

Hermann, Enno. "‘Sale of the Millennium’: The 2000 Olympics and Australia's Corporate Identity." Media International Australia 94, no. 1 (February 2000): 173–81. http://dx.doi.org/10.1177/1329878x0009400116.

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This article argues that discourses of ‘the national’ in Australia have increasingly come to be treated in commodified terms — that is, in the language of advertising. It looks at the advertising campaign that accompanies the upcoming Sydney Olympic Games, where Australia features as a tourist spectacle of an idealised global culture. Images of natural beauty, multicultural harmony and particularly Indigenous culture are highlighted in this unprecedented opportunity for Australia to sell itself to the world. Treating the Sydney Olympics in this way, as a global media event, allows for some reconsideration of the processes and the images employed in Australia's national imagining.
3

Shilbury, David. "Determining the Problem of Order in the Australian Football League." Journal of Sport Management 7, no. 2 (May 1993): 122–31. http://dx.doi.org/10.1123/jsm.7.2.122.

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This paper examines the means available to management to establish order within organizations. Three variables, bureaucracy, industrial democracy, and corporate culture, are examined in relation to Australia's largest professional sporting organization, the Australian Football League. The paper traces how the organization of sport in Australia emanated from a pure form of democracy that in the early 1980s impeded the Australian Football League's progress toward a professional competition. Establishing order within the league is complicated by the trichotomy formed between the league, the clubs, and the players.
4

Ewart, Jacqui. "Changing Newsroom Culture by Putting Readers First: How Australian Journalists Reacted to a Corporate Change Program." Media International Australia 125, no. 1 (November 2007): 15–28. http://dx.doi.org/10.1177/1329878x0712500104.

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This article explores the attitudes of journalists towards the introduction of a corporate-change program in the newsrooms of 14 regional daily newspapers in Australia. It draws data from a survey of journalists working for one of Australia's largest regional media corporations, Australian Provincial Newspapers. The article examines the journalists' attitudes towards the change effort, a year and a half after its introduction. The program had two over-arching aims. The first was to bring about a change in the relationship between journalists and their communities; the second was to get the journalists to use more ‘real’ or ordinary people as news sources. The study found that support for the corporate-change program remained high in the 18-month period between its introduction and the survey.
5

Ewart, Jacqui. "Changing Newsroom Culture by Putting Readers First: How Australian Journalists Reacted to a Corporate Change Program." Media International Australia 125, no. 1 (November 2007): 15–28. http://dx.doi.org/10.1177/1329878x0812500104.

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This article explores the attitudes of journalists towards the introduction of a corporate-change program in the newsrooms of 14 regional daily newspapers in Australia. It draws data from a survey of journalists working for one of Australia's largest regional media corporations, Australian Provincial Newspapers. The article examines the journalists ‘attitudes towards the change effort, a year and a half after its introduction. The program had two over-arching aims. The first was to bring about a change in the relationship between journalists and their communities; the second was to get the journalists to use more ‘real’ or ordinary people as news sources. The study found that support for the corporate-change program remained high in the 18-month period between its introduction and the survey.
6

Avery, Gayle, and Narelle Hooper. "How David Cooke implemented corporate social responsibility at Konica Minolta Australia." Strategy & Leadership 45, no. 3 (May 15, 2017): 38–44. http://dx.doi.org/10.1108/sl-04-2017-0034.

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Purpose This interview demonstrates how CEOs can focus on CSR to engage the workforce and change the culture and performance of an organization. Design/methodology/approach This article reports on an interview with Dr David Cooke, Managing Director of Konica Minolta Australia. Findings By introducing CSR to the firm, and in particular pursuing the UN’s Sustainable Development Goal (SDG) #8 against human trafficking, the MD not only changed the management style and culture in the organization, but also enhanced commercial results. Performance improved across many measures: revenue, profit, market share in a declining marketplace, highest number of units placed into the Australian market, increasing prestige associated with the company’s brand, and becoming an employer of choice. Research limitations/implications The findings are consistent with the literature on corporate sustainable investment, but further studies are needed to fully understand the processes involved in changing culture and improving performance via CSR. Practical implications This interview clearly shows the steps that the new CEO took in radically changing the culture of his organization by adopting CSR extensively. Social implications The power of business is vital to pursuing societal goals, and the case of Konica Minolta Australia demonstrates that doing so also benefits the company. Originality/value This study clearly explains how a corporate culture was changed and performance enhanced through a strategy based on investment in social issues.
7

Tomasic, Roman, and Ping Xiong. "Mapping the Legal Landscape: Chinese State-Owned Companies in Australia." Victoria University of Wellington Law Review 48, no. 2 (October 2, 2017): 323. http://dx.doi.org/10.26686/vuwlr.v48i2.4737.

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Australia has always relied heavily upon foreign sources of investment and financing and has in the past tended to draw mainly upon British, American and Japanese investment. In recent decades, Chinese state-owned enterprises (SOEs) have played an increasingly important role in the Australian economy with a rising level of investment taking place. Chinese SOEs have been more heavily involved in investments into larger Australian investment projects, such as in mining and infrastructure. Australia has seen an increase in the number of Chinese state-owned companies acquiring substantial domestic assets; this may continue following the ratification of the China-Australia Free Trade Agreement in 2015. Although Chinese SOEs operating in foreign countries such as Australia are required to comply with local corporate governance laws and principles, they also retain their unique Chinese corporate governance values and culture which they have inherited through their parent companies and from China itself. In Australia, there has been an ongoing debate over Chinese investment, with the business community being particularly supportive of such investment. Driven largely by the business community, this debate has been relatively narrow and has not explored the likely impact of Chinese SOEs and their subsidiaries upon the shape of corporate governance in countries in which they invest. This article seeks to examine the legal contours of Chinese-controlled investment in Australia with a view to acquiring a more informed understanding of the impact of Chinese SOEs upon the Australian legal landscape.
8

Backhouse, Kim, and Mark Wickham. "Exploring the link between corporate governance and innovative capacity in the Australian superannuation industry." Corporate Ownership and Control 14, no. 4 (2017): 32–40. http://dx.doi.org/10.22495/cocv14i4art3.

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In a large-scale single industry case study, insights are provided into corporate governance factors affecting innovative capacity in the superannuation industry in Australia. Analysis of the data indicated that the major corporate governance factors driving innovation in the industry included: ‘possessing a progressive organisational culture’, ‘emphasis on marketing-orientation’, and ‘engaging in co-opetition’. Similarly, the data indicated that the major corporate governance factors inhibiting innovation included: ‘possessing a conservative/risk-averse organisational culture’, ‘unwillingness to deviate from a strict interpretation of regulation’, ‘emphasis on a profit-orientation’, and ‘the absence of any formalised innovation processes within the firm’. These findings are used to develop a ‘theory of innovation’ link between corporate governance approaches and innovative capacity in the Australian superannuation industry. Although this study is limited in its scope, it does represent an initial exploration of the critical relationship that exists between Board-level functions and the ability of a superannuation firm to innovate in the Australian context.
9

Pascoe, Janine, and Michelle Welsh. "Whistleblowing, Ethics and Corporate Culture: Theory and Practice in Australia." Common Law World Review 40, no. 2 (June 2011): 144–73. http://dx.doi.org/10.1350/clwr.2011.40.2.0213.

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10

Belcher, Alice. "Imagining How A Company Thinks: What is Corporate Culture?" Deakin Law Review 11, no. 2 (January 1, 2006): 1. http://dx.doi.org/10.21153/dlr2006vol11no2art234.

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<p>Corporate responsibility for crimes that require thought, or lack of thought, has been the subject of much debate both in the UK and worldwide. This article investigates the current position in the UK, where a Bill is currently (October 2006) before Parliament, and briefly in Australia, where the law has been reformed at Commonwealth level, but not yet implemented in individual States. In line with developments in Australian and the UK law a realist rather than nominalist position is taken that explicitly recognises genuine corporate fault. The article looks forward to the cases that are likely to be brought under the “corporate culture” provisions. It suggests that the practical methods of providing evidence of corporate ‘attitudes, policies, systems or accepted practices’ could very well include the records of meetings, very much in line with<br />the method attempted in the failed Transco prosecution in Scotland. It is<br />submitted that the conceptual foundation for the realist approach is sound and that there are practical ways of bringing the company before the court. However, there are also some conceptual and practical difficulties to be faced. Issues identified include the question of responsibility for sub-cultures and the practical problem of a proliferation of different sorts of evidence and expert opinions that could be put before the courts.</p>
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Статті в журналах Дисертації

Дисертації з теми "Corporate culture Australia":

1

Hall, Frederick Leonard. "Australians in a corporate culture the national characteristics, are they intrinsic? : a study of cultural behaviour of Australian employees in a multi national [sic] corporation : a measure of change of national culture over time and it's relevance to corporate culture in Australia /." Master's thesis, Australia : Macquarie Universityc, 1989. http://hdl.handle.net/1959.14/23256.

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Thesis (MA)--Macquarie University, Graduate School of Management, 1989.
Introduction -- Values and culture -- The four dimensions -- Australia survey 1984/85 -- Methodological debate -- Literature reviews -- Outcome in terms of our national culture -- Transition to corporate culture -- Results of survey 1984/85 -- Appendix.
Bibliography: final [7] leaves (Appendix 4).
Mode of access: World Wide Web.
49 leaves ill. +
2

Sakurai, Yuka. "Problems and prospects in cross-cultural interactions in Japanese multinational corporations in Australia." View thesis entry in Australian Digital Theses Program, 2001. http://thesis.anu.edu.au/public/adt-ANU20020122.092141/index.html.

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3

Tcha, Sooyoung Sul. "Exploring the relationship between organisational culture and planning processes in selected Western Australian sport associations." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2008. https://ro.ecu.edu.au/theses/1743.

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This study explored the effects of organisational culture on the planning processes of three state sport associations in Western Australia. Using the competing values framework of organisational culture and Chapman' s planning model, this study aimed to explore three research questions: (i) What are the demographic and organisational cultural profiles of the selected sport organisations? In particular, do professionals and volunteers share similar or different perceptions of the organisational cultures?; (ii) Wh~t are the development planning processes for each sport association? How does each association perceive the development planning processes?, and; (iii) How does organisational culture influence planning processes? To find answers to these research questions, this study used two kinds of data: a survey for quantitative analysis, and interviews with CEO/President and board members of each association for qualitative analysis. For all the associations, group culture was strongly emphasised. This may be a tradition in sport, especially as Australian sport has a strong reliance on volunteers, and is a quality that distinguishes sport organisations from other types of organisations. The slightly lower emphasis on rational and developmental culture may be indicative of the newer trends of professionalism in sport and the tension between especially group culture and rational culture as professional officers (paid staff) take over managing sport from the volunteers. All these sport associations exhibited low to very low emphasis on hierarchical culture, suggesting that these attributes are less evident and less valued, and perhaps the organisational structures are less hierarchical, although organisational charts for the associations were not investigated. In comparison, the interviewees recognised group, development and hierarchical cultures to be emphasised but not rational culture. This may indicate that the two facts were combined: first, organisations have moved from hierarchical to a more horizontal structure, and second, the interviewees, in general, had been with respective associations for a significantly longer duration than the average workers. It was found that the workers in the three associations had similar perceptions in regard to their planning processes. Regression analysis found that group cultural value was significantly related to the association's planning process. Hierarchical culture was also found to be related to some aspects of the planning process, such as the association's recognition of the importance of planning. It was also found that some demographic profiles of respondents affected the perception of planning processes. For example, a female worker was more likely to perceive that her association's planning processes were better developed. A worker with longer experience in the current occupation was more likely to perceive his/her association's planning processes as less developed. The status of the worker, whether she/he was a volunteer or paid employee, also seemed important in recognising the importance of planning. The findings from this study presented important suggestions and recommendations for sport organisations and national and state governments, as well as relevant academic disciplines, regarding the relationship between organisational culture and planning processes.
4

Ferraro, Lidia. "Measuring safety climate : the implications for safety performance /." Connect to thesis, 2002. http://repository.unimelb.edu.au/10187/965.

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Safety culture and safety climate are terms that are used often in the context of safety management but are not very well defined or differentiated. This research concentrates on safety climate, a summary concept of employee perceptions of safety management practices within their organisation. There is a common assumption that a positive safety climate results in better safety performance outcomes, yet there is little research evidence to support this notion.
Despite being defined as a summary concept, much of the research on safety climate has been empirically driven and has concentrated on identifying the number and content of the dimensions/factors that contribute to the safety climate. Due to a lack of theoretical input in the field, the use of proprietary instruments which are unavailable in the public domain and varied developmental histories of these tools, the findings of past research has been mixed.
This research addresses several of the limitations in the literature on safety climate by using the National Safety Council of Australia’s Safety Climate Survey. The research centres around two main issues; the dimensionality and factor structure of safety climate; and investigation of the applicability of a framework linking safety climate to safety performance.
The project was divided into two studies. Study I is based on archival data collected by the National Safety Council of Australia (NSCA) (N=215, N=127, N=90). Study II utilises data collected specifically for the purposes pf this research (N=226). The survey instrument was further developed for Study II to include scales that allow for a more complete investigation of a framework linking safety climate to safety performance.
A comprehensive validation of the NSCA safety climate survey was conducted. Structural Equation Modelling was utilised to examine various models of the factor structure of safety climate. It was found that safety climate is best understood as a second order concept comprised of several specific first order factors. The factor structure remained consistent across several samples however the strength of the individual factors varied in each sample.
Structural Equation Modelling was also used to investigate the framework of the relationship between safety climate and safety performance. Evidence in support of his model was obtained however some variations to the model were necessary to achieve this support. Reinforcement for the influence of general organisational climate in providing a context for safety climate was revealed. Given that it was not possible to include all aspects of the framework within the statistical model these findings provide a good impetus for further research in this field.
5

Boaks, William John. "Problem solving policing in the police service of Western Australia: the impact of organizational structure and culture." Thesis, Boaks, William John (2006) Problem solving policing in the police service of Western Australia: the impact of organizational structure and culture. PhD thesis, Murdoch University, 2006. https://researchrepository.murdoch.edu.au/id/eprint/379/.

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In 1996 the Police Service of Western Australia embarked on a major and ongoing period of change regarding all aspects of local policing. Part of this program involved the adoption of a number of practices that included an undertaking to pay increased attention to issues such as a customer focus, problem solving, a commitment to developing and motivating personnel, a localised delivery of policing services and improved management practices. This research was conducted for the purpose of uncovering the factors that create the unique environment of the Police Service of Western Australia and exploring how these might impact upon the manner in which officers conduct their daily duties. More specifically the purpose was to determine if there existed any aspects of organizational culture or structure that have an influence on the ability and/or willingness of officers to carry out their duties according to the processes and procedures of either the problem solving or the problem-oriented policing philosophy. The research methodology was guided by the grounded theory approach. Twenty-eight interviews were conducted with constables, sergeants, inspectors and superintendents as it was considered that these ranks best represented the views of the members of the organization in terms of numbers and those most affected by day-to-day events. The data analysis revealed the existence of 13 factors that all exhibit negative aspects and collectively create a Basic Social Problem that has been termed 'Feeling Vulnerable'. Although all of these factors have been well known for many years, the current research integrates these in a new way in order to produce a model of the organization that demonstrates how they combine to create an environment that is counter-productive to the implementation of a problem-solving or problem-oriented approach to policing by members of The Police Service of Western Australia at many levels. The Basic Social Process disclosed by the current research has been termed 'Controlling By Avoidance'. It is based on four tactics used by officers to control their working environment. The employment of one or more of these tactics by officers is designed to give the impression of engaging with issues while simultaneously exerting control over events in order to prevent the occurrence of outcomes that experience tells them are likely to have undesirable personal consequences. The intention is to create an environment where they hope to be safe from the consequences of problems that will inevitably occur at some time. As well as providing an explanation for the conduct of officers under the problem solving model the analysis also provides an insight into why the organization has apparently avoided coming to grips with the implementation of the full Goldstein model of problem-oriented policing. This appears to be due to concerns on the part of senior management about the likelihood of a loss of control over subordinate ranks and the personal problems that this would generate for them. Recommendations are made about the need to adopt the Goldstein model and the steps required to successfully implement this approach are listed.
6

Boaks, William John. "Problem solving policing in the police service of Western Australia : the impact of organizational structure and culture /." Boaks, William John (2006) Problem solving policing in the police service of Western Australia: the impact of organizational structure and culture. PhD thesis, Murdoch University, 2006. http://researchrepository.murdoch.edu.au/379/.

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In 1996 the Police Service of Western Australia embarked on a major and ongoing period of change regarding all aspects of local policing. Part of this program involved the adoption of a number of practices that included an undertaking to pay increased attention to issues such as a customer focus, problem solving, a commitment to developing and motivating personnel, a localised delivery of policing services and improved management practices. This research was conducted for the purpose of uncovering the factors that create the unique environment of the Police Service of Western Australia and exploring how these might impact upon the manner in which officers conduct their daily duties. More specifically the purpose was to determine if there existed any aspects of organizational culture or structure that have an influence on the ability and/or willingness of officers to carry out their duties according to the processes and procedures of either the problem solving or the problem-oriented policing philosophy. The research methodology was guided by the grounded theory approach. Twenty-eight interviews were conducted with constables, sergeants, inspectors and superintendents as it was considered that these ranks best represented the views of the members of the organization in terms of numbers and those most affected by day-to-day events. The data analysis revealed the existence of 13 factors that all exhibit negative aspects and collectively create a Basic Social Problem that has been termed 'Feeling Vulnerable'. Although all of these factors have been well known for many years, the current research integrates these in a new way in order to produce a model of the organization that demonstrates how they combine to create an environment that is counter-productive to the implementation of a problem-solving or problem-oriented approach to policing by members of The Police Service of Western Australia at many levels. The Basic Social Process disclosed by the current research has been termed 'Controlling By Avoidance'. It is based on four tactics used by officers to control their working environment. The employment of one or more of these tactics by officers is designed to give the impression of engaging with issues while simultaneously exerting control over events in order to prevent the occurrence of outcomes that experience tells them are likely to have undesirable personal consequences. The intention is to create an environment where they hope to be safe from the consequences of problems that will inevitably occur at some time. As well as providing an explanation for the conduct of officers under the problem solving model the analysis also provides an insight into why the organization has apparently avoided coming to grips with the implementation of the full Goldstein model of problem-oriented policing. This appears to be due to concerns on the part of senior management about the likelihood of a loss of control over subordinate ranks and the personal problems that this would generate for them. Recommendations are made about the need to adopt the Goldstein model and the steps required to successfully implement this approach are listed.
7

Lukmanjaya, Billy. "The role of corporate culture as a contributor to fraud and corruption in Australia: Perceptions of forensic accountants and industry professionals." Thesis, Queensland University of Technology, 2019. https://eprints.qut.edu.au/127052/1/Billy_Lukmanjaya_Thesis.pdf.

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The role organisational culture plays as a contributor to incidents of fraud and corruption is examined through semi-structured interviews with forensic accountants and senior management who have worked in multiple fraud and corruption investigations. Based on the findings, common characteristics around firm culture that impact incident rates are identified. Findings lend support to prior literature evidencing shared values within an organisation can influence employees' perceptions of what is acceptable, that employee conduct will mirror that of management, and that a combination of ethical culture, ethical education and ethical climate can serve as preventative measures with proactive risk assessments minimising risk of event occurrence.
8

Wood, Glenice. "Perception : a contributing factor in the different career advancement outcomes of female managers." Monash University, Dept. of Management, 2001. http://arrow.monash.edu.au/hdl/1959.1/7558.

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9

Armstrong, Douglas Bruce, University of Western Sydney, of Science Technology and Environment College, and School of Environment and Agriculture. "CEO characteristics, organisation characteristics, decision making and CBIS success in regional small business." THESIS_CSTE_EAG_Armstrong_D.xml, 2003. http://handle.uws.edu.au:8081/1959.7/773.

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The research conducted for this thesis had two broad aims. The first was to provide descriptive information about the use of computer-based information systems (CBIS) in regional small business. The second of the aims was to examine the relationships among key constructs identified from the literature and to explore how they contributed to predicting CBIS success in regional small business.In the second phase of the analysis, Exploratory Factor Analysis (EFA) was used to examine the factorial constructs underlying the data. Constructs were identified that measured CEO characteristics, two measuring organisational characteristics, four measuring aspects of decision-making, and five measuring perceived CBIS success. Correlations among the constructs were examined prior to relationships among the constructs being explored using hierarchical regression analysis. The constructs were also examined in a single measurement model to determine their collective effect and relationships with the constructs measuring CBIS success based on structural equation modelling. Notwithstanding the limitations of the research, it resulted in the identification of relationships among key variables that predict CBIS success. The identification of items associated with decision-making processes, and the identification of the factorial constructs underlying the data is a major contribution to a portion of the literature that was non-existent. The final measurement model is also a significant contribution in identifying and specifying the relationships constructs measuring CEO characteristics, organisational characteristics, decision-making and CBIS success in regional small business.
Doctor of Philosphy (PhD)
10

Ismail, Jumiati. "Challenges in international business communication : a study of language, culture and inter-cultural issues in Malaysian-Australian business discourse." University of Western Australia. Graduate School of Education, 2009. http://theses.library.uwa.edu.au/adt-WU2009.0107.

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This study aims to explore communication deviances and strategies in the negotiation discourse of Malaysian-Australian business encounters, from both a linguistic and nonlinguistic perspective. Specifically, it sees miscommunications/deviances as factors that may hinder the business communication process and prevent the negotiators from achieving their objectives. The study also focuses on strategies, or those discourse skills which promote successful business negotiation. The research method is based on the analysis of discourse generated from initial 'perception' interviews, business meetings, and post-meeting 'follow-up' interviews. The research involved a cross-section of Malaysian and Australian business people from various industries; such as tourism, information technology, hospitality and financial services. The initial 'perception' interviews were intended to gather data on the prior experiences of Malaysian and Australian businesspeople, both in terms of the reported difficulties and strengths in their business interactions and dealings in Western Australia. In the second stage of the analysis, the deviances which signalled miscommunication in the negotiation were identified in the recorded meeting data. Also identified were the strategies which were used by the negotiators to increase the likelihood that their goals will be achieved. The objective of the research was then to interpret why these strategies were being used, and their influence on the negotiation process. From the data a pattern emerged in the way that deviance occurred, and the way that strategies were being performed. This has made it possible to group deviance and strategies and present the findings thematically. Altogether, five themes identified, these were: Management of topics, Building rapport; Ethical business conduct; Building recognition; Styles in business practice. The study has shown that business communication discourse reflects the embedded culture of its speakers. Topic management was also found to play an important role in the business meetings as it enabled the participants to more effectively lead their discussion towards its intended goal. Both the deviance and strategies have been managed by the business negotiators in the way they select the appropriate topic categories in order to effectively maintain the discussion throughout the meeting.
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Книги з теми "Corporate culture Australia":

1

McCabe, Bill. Doing business in Australia, Japan and the South Pacific. East Roseville, NSW: Simon & Schuster Australia, 1991.

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2

Whiteley, Alma M. Managing change: A core values approach. Melbourne: Macmillan Education Australia, 1995.

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3

National Centre for Language Training., ed. Doing business in China: A guide for Australians. Sydney, Australia: University of New South Wales Press, 2008.

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4

Merrett, David. Business Institutions and Behaviour in Australia. Taylor & Francis Group, 2013.

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5

Merrett, David. Business Institutions and Behaviour in Australia. Taylor & Francis Group, 2013.

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6

Merrett, David. Business Institutions and Behaviour in Australia. Taylor & Francis Group, 2013.

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7

Merrett, David. Business Institutions and Behaviour in Australia. Taylor & Francis Group, 2013.

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Merrett, David. Business Institutions and Behaviour in Australia. RoutledgeCurzon, 2000.

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9

Merrett, David. Business Institutions and Behaviour in Australia. RoutledgeCurzon, 2000.

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10

Whiteley, Alma M. Managing Change: A Core Value Approach : Theory and Cases. National Library of Australia, 1994.

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Частини книг з теми "Corporate culture Australia":

1

Tomasic, Roman. "Corporate Crime and Corporate Culture in Financial Institutions: An Australian Perspective." In White Collar Crime and Risk, 283–315. London: Palgrave Macmillan UK, 2017. http://dx.doi.org/10.1057/978-1-137-47384-4_11.

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Su, Yu. "A Genre-based Contrastive Analysis of Chinese and Australian Corporate Apologies." In Proceedings of the 2022 4th International Conference on Economic Management and Cultural Industry (ICEMCI 2022), 1341–50. Dordrecht: Atlantis Press International BV, 2023. http://dx.doi.org/10.2991/978-94-6463-098-5_152.

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Hume, Craig, and Margee Hume. "Key Enablers for Knowledge Management for Australian Not-for-Profit Organizations." In ICT Management in Non-Profit Organizations, 17–35. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-5974-2.ch002.

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Not-for-Profit (NFPs) organizations operate in an increasingly competitive marketplace for funding, staff and volunteers, and donations. Further, NFPs, both in Australia and internationally, are growing rapidly in number in response to increasing needs for humanitarian services and environmental sustainability that local and national governments and established international aid organizations cannot or struggle to provide effectively. Many NFPs are being driven to adopt more commercial practices in order to improve their donor appeal, government grant applications, staff/volunteer retention, and service delivery. Knowledge Management (KM) is one such “corporate” practice being explored to address the increasingly competitive environment. Although the concept of knowledge management may be basically understood in NFPs, researchers and NFP managers are yet to explore and fully understand the complex inter-relationships of organizational culture, ICT, internal marketing, employee engagement, and performance management as collective enablers on the capture, coordination, diffusion, and renewal of knowledge in a NFP environment. This chapter presents research into the relationship of KM with those enabling elements and presents an implementation model to assist NFPs to better understand how to plan and sustain KM activity from integrated organisational and knowledge worker perspectives. The model emphasises an enduring integrated approach to KM to drive and sustain the knowledge capture and renewal continuum. The model provides an important contribution on “how to” do KM.
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Trebeck, Katherine. "Corporate responsibility and social sustainability: Is there any connection?" In Power, Culture, Economy: Indigenous Australians and Mining. ANU Press, 2009. http://dx.doi.org/10.22459/caepr30.08.2009.06.

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Baird, Melissa F. "Landscapes of Extraction." In Critical Theory and the Anthropology of Heritage Landscapes. University Press of Florida, 2017. http://dx.doi.org/10.5744/florida/9780813056562.003.0006.

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This chapter presents ongoing research on the resource frontiers of Western Australia. Resource frontiers conceptually mark the space of enactment around people and resources, and engender revitalization and renewal as much as inequality, exploitation, and displacement. As spaces of connection, frontiers engage action: investment, extraction, negotiation, development, and divestment. They have engendered new paths and access to resources, and repositioned stakeholders as key negotiators in courts, public forums, and cultural heritage initiatives. This chapter asks: how have notions of landscapes come to be redefined in this process? Drawing from research along the Pilbara Coast of Western Australia, the chapter examines how this region represents a true resource frontier, with infrastructure (physical, political, and social) being built to support Australia’s expanding extractive operations. It shows how industry is mobilizing the language of heritage, Indigenous rights, and sustainability in their conceptions of heritage and through their corporate and social responsibility campaigns. The chapter argues that it is urgent to clarify the competing claims and trace the varied agendas of global institutions, corporations, the nation-state, and stakeholders. It examines how corporate conceptions of heritage intersect with ideas and issues surrounding land and access, indigeneity, sustainable development, and the rights of Indigenous peoples.
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Manca, Elena. "Verbal Techniques of the Language of Tourism Across Cultures." In Innovative Perspectives on Tourism Discourse, 91–110. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-2930-9.ch006.

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This paper aims to analyse the verbal techniques which are more frequently used in tourism discourse, that is to say comparison, key words and keying, testimony, languaging, and ego-targeting (Dann, 1996). In order to do that, five official websites have been chosen for analysis, namely the websites which promote the USA, Canada, Australia, Great Britain, and Italy as tourist destinations. The linguistic content available on these websites has been downloaded and five comparable corpora have been assembled and analysed through WordSmith Tool 6.0 software for linguistic analysis (Scott, 2012). The methodological approach adopted combines the Corpus Linguistics approach with Cross-cultural studies models, in order to extract quantitative data and to interpret them from a linguistic and cultural perspective (Manca, 2016a). The aim of these analyses is to show that, although these techniques are all peculiar of tourism discourse, they are employed with different frequencies by the five languages/cultures with relevant implications for cross-cultural tourist communication.
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Nolan, Melanie. "Using Lives: The Australian Dictionary of Biography and Its Related Corpora." In ‘True Biographies of Nations?’: The Cultural Journeys of Dictionaries of National Biography, 79–97. ANU Press, 2019. http://dx.doi.org/10.22459/tbn.2019.05.

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"Max Ramsay is the cardboard cutout Ozzie clod who warns his son, Shane, against dating Daphne because she works as a stag-night stripper. His main fear seems to be the effect the newly arrived Daphne might have on the price of his property. (Smurthwaite 1986) As Grahame Griffin notes, “the closing credit sequence . . . is a series of static shots of suburban houses singled out for display in a manner reminiscent of real estate advertisements” (Griffin 1991: 175). Small business abounds in Neighbours: a bar, a boutique, an engineering company, with no corporate sector and no public servants or bureaucrats apart from a headmistress. 10 Writing skills must be acknowledged. It is very hard to make the mundane interesting, and indeed to score multiple short plot lines across a small number of characters (twelve to fifteen), as is appropriate to representing the local, the everyday, the suburban. As Moira Petty remarks, Neighbours is successful because “it’s very simple. The characters are two dimensional and the plots come thick and fast. The storylines don’t last long, so if you don’t like one, another will come along in a few days” (quoted by Harris 1988). These ten textual reasons doubtless contribute, differentially across different export markets, to Neighbours’s success in many countries of the world. Its wholesome neighborliness, its cosy everyday ethos would appear to be eminently exportable. However, lest it be imagined that Neighbours has universal popularity or even comprehensibility, there remain some 150 countries to which it has not been exported, and many in which its notions of kinship systems, gender relations, and cultural spaces would appear most odd. The non-universality of western kinship relations, for example, is clearly evidenced in Elihu Katz and Tamar Liebes’s comparison of Israeli and Arab readings of Dallas (Katz and Leibes 1986). And, indeed, there are two familiar territories to be considered later – the USA and France – in which it has been screened and failed. Significantly, the countries screening Neighbours are mostly anglophone and well familiar with British, if not also with Australian soaps. But why does Neighbours appeal so forcibly in the UK? In the UK market, I suggest, five institutional and cultural preconditions enabled Neighbours’s phenomenal success. Some of these considerations are, of course, the sine qua non of Neighbours even being seen on UK television. The first precondition was its price, reportedly A$54,000 per show for two screenings; with EastEnders costing A$80,000 per episode, Neighbours was well worth a gamble (Kingsley 1989: 241). Scheduling, too, was vital to Neighbours’s success. This has two dimensions. Neighbours was the first program on UK television ever to be stripped over five weekdays (Patterson 1992). BBC Daytime Television, taking off under Roger Loughton in 1986, while Michael Grade was Programme Controller, was so bold in this as to incur the chagrin of commercial." In To Be Continued..., 112. Routledge, 2002. http://dx.doi.org/10.4324/9780203131855-14.

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Тези доповідей конференцій з теми "Corporate culture Australia":

1

Clarke, Andrew. "Firm ‘culture’ and Corporate Governance in Australia: A New Paradigm?" In 7th Annual International Conference on Law, Regulations and Public Policy – LRPP 2018. GSTF, 2018. http://dx.doi.org/10.5176/2251-3809_lrpp18.50.

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Van Der Vyver, Glen, and Michael Lane. "Are Universities to Blame for the IT Careers Crisis?" In InSITE 2006: Informing Science + IT Education Conference. Informing Science Institute, 2006. http://dx.doi.org/10.28945/2990.

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At a time when the IT industry in general and the IT academy in particular face major challenges, some accuse universities of producing graduates with poor or inappropriate skills. This qualitative study, based on interviews with fifteen senior IT executives and managers in the Australian financial services industry, examines what employers seek when they recruit new graduates. We find that employers now expect much more from IT graduates. They require a blend of technical, business and people skills combined with the right attitude. Furthermore, requirements are highly mediated by contextual factors such as company size and corporate culture. We also find that universities are not perceived as negatively as some would have it. Universities face a significant challenge in producing graduates with much wider skill sets. Although this study was conducted in Australia, we are of the opinion that the issues discussed are relevant in the wider international context.

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