Melbourne Business School - Research Publications
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ItemHR managers as toxin handlers: The buffering effect of formalizing toxin handling responsibilities (vol 48, pg 695, 2009)(JOHN WILEY & SONS INC, 2009-01-01)
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ItemMeanings on multiple levels: The influence of field-level and organizational-level meaning systems on diffusion(WILEY, 2008-03)abstract This study considers how organization‐level and field‐level meaning systems affect when firms adopt administrative innovations. We use a sample of over 1200 manufacturing sites to test hypotheses regarding the timing of adoption of Manufacturing Best Practice programmes. The results indicate that compatibility of the diffusing practice with the organization's internal meaning system is an important predictor of when firms adopt such programmes. However, the influence of such compatibility declines for later adopters – consistent with institutional pressures in the form of field‐level meaning systems playing an increasing role over time. We also find that this decline occurs for sites with high exposure to institutional pressures, but not for sites with lower exposure. The findings suggest that internal meaning systems and differential exposure moderate the role of institutional pressures in the diffusion of administrative innovations. We discuss implications for theory and research on institutionalization and the diffusion of innovations.
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ItemTRUST REPAIR AFTER AN ORGANIZATION-LEVEL FAILURE(ACAD MANAGEMENT, 2009-01)
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ItemA bargaining perspective on strategic outsourcing and supply competition(John Wiley & Sons, 2008-08-01)This article considers the outsourcing choice of a downstream firm with its own upstream production resources or assets. The novelty of the approach is to consider the outsourced function as involving resources consistent with the resource-based view of the firm. From a bargaining perspective, we characterize a downstream firm’s decision whether to outsource to an independent or to an established upstream firm. In so doing, the downstream firm faces a trade-off between lower input costs afforded by independent competition, and higher resource value associated with those who can consolidate upstream capabilities. We show that this tradeoff is resolved in favor of outsourcing to an established firm.
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ItemConcentration-based merger tests and vertical market structure(UNIV CHICAGO PRESS, 2007-11)
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ItemThe separation/specification dilemma in contracting: The local government experience in Victoria(BLACKWELL PUBLISHING, 2008)This article draws on evidence from case studies of local government contracting in the Australian state of Victoria. It argues that one of the key elements of competitive tendering – the separation of purchasers from providers – undermines another of its essential mechanisms – the specification of services – at the point where previously in‐house services are exposed to competition. The managers who are to become purchasers lack the requisite knowledge of services, which instead resides in the minds of the service delivery staff whose work is to be subjected to competitive processes. Separating purchasing from service‐provision ‘distances’ the staff from the managers, impairing employees’ willingness to share the relevant information. At the same time, the introduction of competition increases the probability that staff will withhold that knowledge, and makes it harder on probity grounds to maintain the type of collaborative relationship which might overcome their reluctance to share it.
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ItemBorn on the first of July: An (un)natural experiment in birth timing(ELSEVIER SCIENCE SA, 2009-02)
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ItemPublic value pragmatism as the next phase of public management(SAGE PUBLICATIONS INC, 2008-06)New Public Management has now been “new” for more than 15 years, and public administration scholars are calling for new approaches, such as networked governance or collaboration. However, these approaches share with their predecessors the problem that they tend toward a one-best-way orientation. Instead, the authors argue, the next phase should be what they call “public value pragmatism.” In other words, the best management approach to adopt depends on the circumstances, such as the value being produced, the context, or the nature of the task. They illustrate a decision framework for determining the most appropriate approach for different types of circumstances. The emerging literature also tends to be unclear about the level of the public sector to which it applies. The authors distinguish three levels—programs, organizations, and whole public sectors—and put forward some propositions about how public value pragmatism might apply at each level.
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ItemSimulations, learning and real world capabilities(Emerald, 2009-06-26)