Management and Marketing - Research Publications
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ItemRI Hub Rule 9: Managing Your Finances Wisely(Ruthven Institute Hub, University of Melbourne, 2021)This research note reviews claims that managing finances wisely will improve a firm's business performance.
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ItemRI Hub: How Should We Calculate Firm Profitability(Ruthven Institute Hub, University of Melbourne, 2020)This research note reviews the various ways we can measure a firm's business performance, and provides guidance for best practice.
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ItemRI Hub Rule 1: Focus On One Business At A Time(Ruthven Institute Hub, University of Melbourne, 2020)This research note reviews claims that focus (rather than diversification) will improve a firm's business performance.
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ItemRI Hub Rule 2: Know your Industry and its Life Cycle Phase(Ruthven Institute Hub, University of Melbourne, 2020)This research note reviews the role of understanding and responding to industry lifecycles in improving a firm's business performance.
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ItemRI Hub Rule 4: Be Forever Innovative(Ruthven Institute Hub, University of Melbourne, 2020)This research note reviews claims that innovativeness will improve a firm's business performance.
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ItemRI Hub Rule 5: Be The Master Of Your Own Destiny(Ruthven Institute Hub, University of Melbourne, 2021)This research note reviews claims that achieving particular market share levels will improve a firm's business performance.
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ItemRI Hub Rule 7: Outsource Non-Core Activities(Ruthven Institute Hub, University of Melbourne, 2021)This research note reviews claims that outsourcing non-core activities will improve a firm's business performance.
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ItemRI Hub Rule 8: Don't Own Hard Assets(Ruthven Institute Hub, University of Melbourne, 2021)This research note reviews claims that managing the asset mix, particularly reducing the level of hard asset ownership, will improve a firm's business performance.
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ItemLeading from the Frontline: Developing Leader Identity and Leadership Self-Efficacy among Frontline Managers.(Centre for Workplace Leadership, The University of Melbourne, 2016)Frontline managers are responsible for the supervision of non-managerial employees and overseeing day-to-day operations in general. They are often directly involved in employee recruitment, training, and performance management and are critical to implementing practices and innovations that enhance productivity (Ahmed, Shields, White, & Wilbert, 2010; Brewer, 2005; Kraut, Pedigo, McKenna, & Dunnette, 1989; Purcell & Hutchinson, 2007; Risher, 2010). Frontline managers in the service industry are no exception, and should receive more attention as the service industry expands. We therefore designed a research study based in a large organisation in the food service industry. Through this study, we sought to understand what factors relate to the important concepts of leader identity and leadership self-efficacy at the frontline. We first provide some background on these concepts, as well as a number of potential determinants. We then describe the methodology of our study, followed by the findings and their implications.
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ItemNew Approaches to Organizing Risk: Part Two( 2018-11-15)In this subsequent article, Maguire and Hardy offer a critique of how the dominant discourse of risk stands in the way of thinking critically about risk. They also show how some organizations have successfully resisted this discourse and adopted more innovative ways of organizing risk.