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Articles 1 - 7 of 7
Full-Text Articles in Business
Is Leadership The Key To Public Sector Retention In Regional Western Australia? An Exploratory Study, Damian Lambert
Is Leadership The Key To Public Sector Retention In Regional Western Australia? An Exploratory Study, Damian Lambert
Theses: Doctorates and Masters
This research reviewed retention factors affecting the West Australian public sector (WAPS) in regional areas seeking to determine whether a leadership development program (LDP) could provide a strategic HRM solution. Using a mixed methods approach views of 9 leaders and 156 regional WAPS employees provided insights on retention issues and how a LDP might be designed and delivered to regional employees. Despite the attraction and retention factors impacting the WAPS, it was found that a LDP designed specifically for the regions can assist to attract talented staff and to a lesser extent improve retention in the regions.
Managing Organizational Learning Ambidexterity: An Exploratory Study Of Australian Large Service Organizations, Agung N. L. I. Fahrudi
Managing Organizational Learning Ambidexterity: An Exploratory Study Of Australian Large Service Organizations, Agung N. L. I. Fahrudi
Theses: Doctorates and Masters
Organizational ambidexterity is about developing necessary organizational capabilities to compete in new and changing markets that enable organizations to survive in the face of dynamic external environments. It is about finding a balance between exploring new knowledge and exploiting existing knowledge or capabilities. The research on ambidexterity has offered different mechanisms for pursuing ambidexterity, and has highlighted the pivotal role of organizations’ senior teams and leadership behaviors in balancing the conflicting demands of exploration and exploitation. Research has also shown that no universal best practices should be sought to resolve the dilemma but instead leaders need to understand the situational …
Workplace Bullying: An Exploratory Study In Australian Academia, Manish Sharma
Workplace Bullying: An Exploratory Study In Australian Academia, Manish Sharma
Theses: Doctorates and Masters
Workplace bullying is a behaviour which adversely affects individuals, organisations and the community at large. While substantial research has been conducted on workplace bullying in different work settings, limited research exists on this behaviour at universities; no comprehensive studies have to date been conducted in the context of Australian academia. This study therefore contributes through breaking new ground by exploring bullying within the increasingly corporatised and competitive Australian higher education sector. New Public Management (NPM) practices, diminished government funding, and limited resources risk transforming this sector into a full-fledged industry focused on corporate objectives to achieve operational profitability. Universities’ primary …
The Effect Of Shared Leadership On Workgroup Creativity, Simon Guive Minaee
The Effect Of Shared Leadership On Workgroup Creativity, Simon Guive Minaee
Theses: Doctorates and Masters
Research on leadership typically assumes a single leader who has managerial authority over the group, unit or organisation. Shared leadership is an emerging concept of leadership as a group-level phenomenon. It builds on antecedents such as democratic leadership, semi-autonomous and self-managed work groups, participative decision-making and co-leadership that are typically studied as variations of leadership by a single leader. Shared leadership is seen as more distributed, informal and emergent than these. Recent empirical research shows shared leadership can have beneficial effects on a variety of group process and outcome variables. However, so far its effects on creativity have not been …
Harnessing Social Capital : An Exploratory Investigation Of Stakeholder Disposition In Boundary Spanning Networks, Brett Martin-Smith
Harnessing Social Capital : An Exploratory Investigation Of Stakeholder Disposition In Boundary Spanning Networks, Brett Martin-Smith
Theses: Doctorates and Masters
This thesis confronts existing bilateral models of stakeholder management. It is based upon the premise that existing models place insufficient value upon the mediating power of individuals and small groups imbued with social capital within an organisational stakeholder environment. Initially, this study explores and maps the complex theoretical relations between organisations, stakeholders and social capital to construct an argument for addressing stakeholder management from a more plural and holistic perspective. The thesis suggests that rapid advances in social media and social interconnection now enables the sentiment of individual stakeholders to aggregate and rapidly form issue-specific interest groups that harness social …
What Causes An Organisation To Be What It Is And To Become What It Could Be: A Philosophical Expedition, Alan Byrne
What Causes An Organisation To Be What It Is And To Become What It Could Be: A Philosophical Expedition, Alan Byrne
Theses: Doctorates and Masters
This work represents the evolution of a thesis asking the question what causes an organisation to be what it is and to become what it could be. The author ' s thought development is integral to the project and is highlighted throughout. Conversation and relationship become privileged as the transformative cause of change; of being. This study faithfully reproduces how a thesis actually happens, with all the inherent uncertainty and messiness. The life experiences of the author are brought to bear in this autoethnographic study of the business world.
To What Extent Can Knowledge Management Systems Build And Reinforce Consensus Around Initiatives For Change?: A Self-Reflective Analysis Of Professional Practice, Guy A. Duczynski
To What Extent Can Knowledge Management Systems Build And Reinforce Consensus Around Initiatives For Change?: A Self-Reflective Analysis Of Professional Practice, Guy A. Duczynski
Theses: Doctorates and Masters
This thesis reports on my attempts to 're-align' the purpose, behaviour and underlying culture of a large military organisation through heuristic, self reflective enquiry - to 'find its future' - with and through its people. I use the word re-align with great care as I recognised that change would have been too ambitious and would (probably have) result(ed) in failure. Whilst I cannot claim total success, I have made new and valuable discoveries in knowledge elicitation and methods of integrating the views of a large number of people to 'build and reinforce consensus around initiatives for change'. In the process …