Management and Marketing - Research Publications
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ItemShort-term and long-term stability in electronic communication networks(Academy of Management, 2013-01-01)Network researchers typically focus on patterns of stable relationships, where stability represents the unfolding of social processes over long time frames. By contrast, we argue and empirically demonstrate that social interactions exhibit regularities across different time frames (short and long-term), reflecting distinct social processes.
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ItemOrganizational and Epistemic Change: The Growth of the Art Investment Industry(Academy of Management, 2013-01)This case shows how an emergent knowledge community is necessary to support and legitimate the efforts of entrepreneurs in new areas of financial investment, due to strong, institutionalized expectations about the rational evaluation and monitoring of financial assets. Using the concept of epistemic cultures to complement an organizational field narrative, this paper examines the development of artwork as a recognizable financial investment category. Despite a long history of attention to art investment, the legitimacy of art as an asset is still emerging. Legitimacy questions have decreased since the 1960s due to the growth of an epistemic culture around art investing, facilitated by new market actors who met the need of professional investors for transparency and accountability. Technical knowledge about art investments came from economists, art price service providers, art market analysts, and others. We also see the development of a more practical knowledge about how best to structure the investment and to profit from art investment. The growth of knowledge – through a series of experiments and failures – around the properties and optimal structure of art investments was just as important for the emergence of the industry as having investors who were willing to enter the new area.
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ItemLevels of engagement: communication tactics for achieving consensus(EDUCAUSE Australasia, 2009)In the first half of 2008 the University of Melbourne developed and adopted a new 10-year strategy for its scholarly information environment, collections, services and technologies. The new strategy forms part of the University's broader direction, the Growing Esteem agenda, which also includes long-term strategies for the 'triple helix' of research, learning and teaching, and knowledge transfer. The Information Futures Commission faced two complex communication challenges. First, adding a new dimension to the Growing Esteem agenda required the support of researchers, academic staff, students, professional staff and other key 'influencers' in the University community. Each of these stakeholders held different assumptions and preferences about the nature and value of scholarly information. Second, the Scholarly Information Futures strategy would be a response to highly disruptive changes in the external social, business, technological and academic environments. The strategy therefore needed to be based on both a broad view of those external changes and a detailed, up-to-date understanding of how those changes were affecting individuals and practices within the University. This paper describes the approach taken by the Information Future Commission in designing, implementing and evaluating a communication and engagement plan. We provide a brief review of some possible tactics from the fields of organisational communication, public policy development and user-centred design. (For complete abstract open document)
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ItemThe Role of Social Capital Perceived by Subsidiary Executives in Inter-Subsidiary Knowledge Sharing(Monash University, 2009)
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ItemThe Company and the Chart: A Framework to Study Formal and Informal Structures(Academy of Management, 2008)
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ItemThe effect of organisational factors on the transfer of human resource management practices: European and US MNCs and their Greek subsidiaries(International Conference on International Human Resource Management, 2005)