Social and Behavioral Sciences Commons^™

Implementing A Sustainability Balanced Scorecard 'Dashboard' Approach To Assess Organisational Legitimacy, Tairan (Kevin) Huang, Matthew P. Pepper, Graham D. Bowrey

Faculty of Commerce - Papers (Archive)

Purpose: The purpose of this paper is to identify and determine the contributing factors which influence the contents of a firm‟s sustainability reporting through combined social and environmental accounting and management perspectives.

Design/methodology/approach: This paper analyzes the disclosed sustainability indicators of a major Australian financial institution, Westpac, through the application of the research method content analysis. The theoretical framework will be shaped by the consideration of legitimacy theory and the Balanced Scorecard approach.

Findings: The results indicate that the four perspectives of a traditional Balanced Scorecard are related to the main sources of influential inputs to Westpac‟s …

Implementing Systems In Complex Work Organisations, Wannapa Suratmethakul, Helen M. Hasan

Faculty of Commerce - Papers (Archive)

This paper describes research on a case of the introduction, into a large educational institution, of a complex timetabling system that was already well established in other similar organisations. The research has used a grounded theory approach to reveal details within complex phenomena in an organisation when a substantial new system was implemented. The study revealed three critical issues: Knowledge Transfer, System Capability, and Organisational Context that appeared to be related to the problems of implementing the new information system in the organisation. This research adds to the understanding of a common situation where management have an over simplified view …

The Politics Of Human Resource Management In Implementing Process Innovation, Michael Zanko, Richard Badham, Maren Schubert

Faculty of Commerce - Papers (Archive)

This paper analyses a longitudinal case study of organizational and human resource management (HRM) dimensions in the implementation of an approach to product development (concurrent engineering (CE)) in a multinational firm engaged in defence electronics. Most aspects of managing product development in CE are linked to people management. Yet in this case, other than project team structure, prescriptive HRM dimensions of CE received little attention in the implementation process. This failure to address the 'formal' prescribed HRM issues is explained by a multilayer analysis of the play of power and political lobbying among 'stakeholders' over time: the HRM function, key …