This quantitative study explores the perceptions of 379 nurses using a survey to assess awareness of, participation in, and effectiveness of 28 workforce retention strategies offered by Queensland Health. Perceptions of workforce retention strategies were also examined to determine if any aspects of the strategy (retention factors) had an influence on turnover intention. The major findings were that respondents were more aware and had participated to a greater extent in those strategies that were included in Queensland Health policy or were part of the nursing Enterprise Bargaining Agreement. Strategies ranked as most effective included those that provided a monetary advantage and to a lesser extent, a professional development opportunity. A positive relationship was found between retention factors and decreased turnover intention.

Previous research has primarily focused on the impact of basic psychological needs frustration on parenting styles and its effect on children. However, there is a lack of research on the impact of basic psychological needs frustration in mothers, particularly those who work full time. To fill the gap, this study explores how frustration of needs experienced by full-time working mothers in the family context relates to their experience of maternal stress and family-to-work conflict and the moderating role of financial motivation to work. In a three-wave study of 168 full-time working mothers, we discovered a positive correlation between basic psychological needs frustration and maternal stress, which in turn led to family-to-work conflict. These relationships were more pronounced among mothers with lower financial motivation to work, as opposed to those with higher. We conclude by discussing the implications of our research and suggesting areas for future study.

The resource-based view of the firm has drawn attention to the role of human resources in building innovative capacity within firms. In ‘high technology’ firms, scientific capability is a critical factor in achieving international competitiveness. Science, however, is a costly business and many firms are entering into cross-sector R&D partnerships in order to gain access to leading edge scientific capability. The Australian Cooperative Research Centres (CRC) program is typical of the ways many governments are seeking to promote such cross-sector R&D collaboration. Scientists are key resources in these organisational arrangements. However, there is only fragmentary information available about why and when scientists choose to work in these cross-sector organisations rather than others, or the impact of changing funding regimes on their career choices. Similarly, there has been little research into the impact of such partnerships and career choices on the organisations in which scientists work. This paper presents some findings from two new ARC funded studies in Australia designed to investigate the careers of scientists and the organisational and career implications of participation in cross-sector R&D collaboration. One of our findings is that CRCs may not endure as long term ‘hybrid’ organisational arrangements as some observers have suggested, but rather remain as transitional structure influencing the partners involved and the careers of scientists. This has important implications for the managers of CRCs as well as those responsible for partner organisations.

The tempered radical enjoys their work and is committed to their organisation. Yet, something important to them, like their values or identity, makes them feel different from their workplace's dominant culture. This sense of difference, and their tempered approach to radical change, allow them to work unnoticed in organisations as invisible champions of inclusion. This study examines how tempered radicals use their abilities as change agents to foster inclusion. It takes advantage of manufacturing industries' highly collaborative, richly diverse and rapidly changing employment environment. Drawing participants from all organisational levels demonstrates the broad influence of the tempered radical. Twenty-four qualitative interviews were conducted using a narrative inquiry methodology and interpreted through thematic analysis. This study builds on current theory and makes a valuable contribution by proposing a framework to illustrate the key characteristics of the tempered radical incorporating inclusion in the workplace.

Drawing on systems theory, this paper aims to search for a leverage point in a high-performance work system (HPWS) wherein a small change of a constituent part significantly enhances the effect of the whole system on organizational performance (OP). Based on meta-analysis of 59,207 firms and establishments from 240 sample studies up to December 2021, the paper examines the effect of HPWS composition, coupled with country of origin and industrial affiliation, on the HPWS–OP relationship. The paper finds that training and development serves as a leverage point to significantly strengthen the synergy of HPWS. However, this leverage point works in advanced countries rather than developing countries, and in service industries rather than manufacturing industries. The finding indicates that a leverage point is not omnipresent, but contingent on country of origin and industrial affiliation. This study has practical implications for managers, highlighting the importance of a leverage point to the HPWS–OP relationship and the contingency nature of the leverage point.

Mutiny is often regarded as a consequence of dire conditions and failed leadership. This reflection on Ken Parry's work suggests it is neither and much more the consequences of a socially constructed world.

Anne S. Huff has a reputation that goes before her for helping other academics, particularly in their endeavours to have their work published. I attended one of Anne's sessions on writing for scholarly publication and had my eyes opened to the traps a researcher can fall into; I was also made aware of ways to focus my effort to maximum effect In the workshop sessions that Anne conducts she shares her successes but also acknowledges she too had difficulties in getting her research accepted for publication. I trusted that her advice was sound because she has been there and done that.

Some time after the workshop I felt the need to bring the conversations that we had during that workshop to a wider audience. I asked Anne if she would consent to an interview that would take readers along one of her research journeys. To my surprise Anne was more than delighted to do the interview and she found the idea of having the focus of our conversation on the process or research journey she undertook rather than the outcomes that are usually reported in journals quite novel. We agreed to meet at the EURAM 2005 conference which she co-organised.

Research is reported in a different way than it was first conceived An interesting (but often undiscussed) aspect of research is the process or journey that is undertaken to reach the reported outcomes. Junior and senior staff alike can learn a great deal from understanding the research journey that eminent scholars have undertaken. In this conversation Professor Huff takes us along the research path she followed in several projects, especially work with Professor Louis Pondy between 1979 and 1986. Anne discusses how the research changed shape over time as well as detailing how and why the research came to an end. She gives us an insight into problems that resulted in deviations from an initial research plan. Through Anne's discussion of the research we discover how issues were handled and with the benefit of hindsight what aspects of the research she would change. Finally, Anne shares some general lessons for undertaking research.

This research is an attempt to explore the impact of an innovative case assessment technique on a deep versus surface approach to learning as adopted by a large cohort of undergraduate management students studying in a reputed University. Specifically, a case assessment incorporating peer assessment in the form of a Case Challenge was introduced by the researchers to enhance deep learning, as an innovation to compartmentalized approaches to case assessment that may foster surface-level approaches to learning. Data collected through structured interviews suggest that inclusion of a challenge component in case analyses, directed and led by a peer group, substantially increased the level of preparation and ownership assumed by both the presenting team and challenging team in their own learning as also learning for the rest of the class. Results are discussed in the context of contemporary literature on learning-oriented assessment in general and the impact of peer assessments on deep versus surface approaches to learning in particular.

This article reports an interview with Professors Tim Flannery and Dexter Dunphy conducted during the Australian and New Zealand Academy of Management (ANZAM) Conference in December 2009. Flannery and Dunphy share their thoughts about the meaning of sustainability and what is required of business, government and individuals in responding to global environmental problems. Both professors express their passion for sustainability and clearly articulate the vital role that business and management play in achieving a sustainable future. The interview is followed by a discussion of the major themes and implications for management educators, researchers and practitioners.

The paper examines the relationship between CEO career horizon and strategic novelty under boundary conditions of CEOs' temporal focus for firms in one of the emerging markets. Upper echelons theory predicts that CEOs' risk aggressiveness decreases with diminishing career horizons. Therefore, CEOs nearing retirement are less likely to make novel strategic investments. We assert that CEOs' career horizon influences strategic outcomes, especially risk aggressive strategic novelty outcomes contingent on the CEOs' temporal perspective, i.e., past and future temporal focus. We test the hypotheses using archival data from 285 listed firms in India. The findings support the hypotheses by showing that CEOs' carrier horizon positively influences strategic dynamism and distinctiveness, the two dimensions of strategic novelty. The results also suggest that past temporal focus enhances the negative influence of decreasing CEOs' career horizons on strategic dynamism and distinctiveness. Future temporal focus, on the contrary, diminishes the negative influence of decreasing CEOs' career horizons on strategic dynamism and distinctiveness. The findings contribute to understanding the joint role of the time static trait of CEOs, i.e., temporal focus, and time-varying trait, i.e., career horizon on strategic novelty.

Organizational restructuring in Western economies has proceeded along different trajectories during the latter part of the 1980s and early 1990s. Traditional theories of organizational restructuring have inherent limitations associated with a ‘growth bias’. Various new concepts have been put forward, both prescriptively in order to shape organizational change, and analytically in order to capture the nature of those changes. By contrast, these concepts are premised on organizational workforce reduction. This article considers four widely diffused concepts of organisational restructuring - downsizing, delayering, lean production and re-engineering - and argues that the trajectories of change require a broader understanding than has been provided by existing concepts. Towards this end, an integrated model is put forward.

This study has used a longitudinal, quantitative design to explore the expected increase in the reference to human resource management (HRM) strategic planning roles in Australian organisations between 1993 and 2004. The research also examined which of the organisational characteristics of ownership, sector and size best predicts strategic planning roles for HR managers in 2003-04. Data was collected from the content analysis of 315 job advertisements for senior Human Resources (HR) managers published in national newspapers and on the Internet. Results established a longitudinal increase in references to strategic HR roles and established that internationally-owned, larger, and public sector organisations placed greater emphasis on promoting strategic roles for HR managers. The strongest predictor of a strategic planning role however was the sector in which the organisation was placed. Specifically, in the public sector HR managers at the most senior level were given the same strategic role as counterparts in the private sector but HR managers at the next level down were significantly less likely than HR managers at the same level in the private sector to be given strategic roles. These findings have implications for the training and development opportunities for HR managers working in the public sector.

COVID-19 may not only pose threats but also provided opportunities for innovation and growth for many high-tech small- and medium-sized enterprises (SMEs). This study investigates the relationship between entrepreneurial passion (EP), dynamic capability (DC) for innovation and product innovation performance in SMEs during COVID-19. Hierarchical regression and bootstrapping methods were employed per the survey data of 195 Chinese SMEs. The results reveal that EP is an imperative antecedent of DC and product innovation. DC also positively mediates the relationship between SMEs’ product innovation performance and top managers’ EP. In addition, this mediation effect of DC becomes more pronounced when firms are facing more opportunities. These findings advance the existing literature by specifying the process top managers use to cultivate product innovation within SMEs in times of crisis.

This article contributes to the knowledge about diversity and inclusion by including a discussion of corporate social responsibility, communication strategies, social capital, and social identity. This article also includes archival data as use cases to demonstrate how two companies are implementing diversity and inclusion practices. I further discuss how the companies' current practices are aligned with human resource components including recruitment and selection; training and development; and compensation and rewards. I conclude by making recommendations to assist companies in building a culture of diversity and inclusion noting a multilevel approach including senior leaders, managers, and underrepresented groups.