Post choice satisfaction among international postgraduate students from Asia studying in Victorian universities

As a study destination Australian universities operate in a competitive international market for full fee paying international students. In order to be successful it is vital that universities, like any other business, address issues of customer satisfaction. Using the expectations/perceptions paradigm this study examines the gap between pre-choice expectations and post-choice perceptions and the resulting satisfaction levels of international postgraduate students from four Asian countries studying in Victorian universities. The study concludes that although the students, in general, appear to be relatively satisfied with the university as a study destination, students' perceptions remained far below expectations across all factors and variables investigated. The study also found that there were significant variances in the expectations and perceptions among students from different countries, suggesting that the impact of culture on the decision-making behaviour of students requires further investigation.

Blended learning in entrepreneurship education in the Asia-Pacific : a grounded theory approach to entrepreneurship pedagogy

Using a grounded theory approach, this pedagogical study explores “What are the key content areas and pedagogical interventions around which to build a blended learning method for Generation Y (also known as the Net Generation) entrepreneurship students (as opposed to other business students)?” The study uses a variety of “information-rich cases” and presents the argument that entrepreneurs learn
differently from other students. The author develops the Etappe Method of Training Entrepreneurs, a blended learning approach for the technology-savvy generation under the motto “Teaching is best done online and learning is best done in the classroom”. Drawing upon the theory of experiential learning as concretised by learning styles inventories, this learning method provides entrepreneurs, in their unique teachable moments, with active and concrete pedagogical interventions that can be enhanced through a blended learning environment of online and face-to-face modalities leading them step-by-step through deepening learning in the theory, process and practice of entrepreneurship. In conclusion, the author presents suggestions for further research that can verify this emerging theory in an empirical fashion.

Internet and competitive advantage in Australian professional sport organisations

The electronic revolution has proven to be a powerful stimulus for change in business practice. As a business tool however, the Internet must endure the same scrutiny under which other business activities are placed. If the use of the Internet in business is a sound strategy, then it must contribute toward competitive advantage. The sport business industry has not been isolated from the vagaries of Internet applications. Moreover, as the industry has become more competitive, forcing sporting organisations towards unprecedented levels of accountability and business practice, the Internet has been increasingly seen as a potential 'holy grail' for sport organisations struggling for revenue (Stewart & Smith, 1999). This research is a response to these pressures. It seeks to identify Internet based opportunities for competitive advantage, and to provide strategies and recommendations for the successful use of the Internet in Australian professional sport organisations. In realising this objective, a newly developed and integrated Business Activity Model has been constructed. The model assists in the identification of specific Internet based competitive advantage strategies, and provides a theoretical framework for this research. The Business Activity Model conceptualises, for the first time, the relationships between the value chain, constituents of electronically enabled competitive advantage, and the Internet. With Australia's limited group of fully professional sports capable of sustaining the human resources and budgets necessary to implement comprehensive e-commerce strategies, the organisations selected to participate in this research represent the pinnacle of Australian professional sport clubs. Specifically, the 55 clubs competing in the Australian Football League (A.F.L.), National Basketball League (N.B.L.), National Rugby League (N.R.L.), and National Soccer League (N.S.L.) constituted the research sample and population. In concert with the 87% participation rate, sampling approached a census. A telephone-administered survey, based primarily on the rigorously tested instrument developed by Sethi and King (1994), was employed for data collection. This research employs a comprehensive set of descriptive statistics, and is bolstered by a confirmatory and an exploratory factor analysis, undertaken on one component of the data. The outcome of this research was the identification of seven practical recommendations for Australian professional sport organisations seeking to improve competitive advantage via the Internet. These recommendations were based on an inventory of the 'gaps' between the strategies proposed by the literature, and the practices of the sample, and relate to both overall Internet strategy, and specific web site applications. The development of the new Business Activity Model and the identification of key online strategy themes support and complement these recommendations. An examination of variations in the practices of participating organisations, and some comparisons against United States sporting organisations, also provides depth and context to the findings. This research provides a platform for sport managers to effectively harness the potential of the Internet, through their web sites in particular, and realise significant competitive advantages. The Business Activity Model provides managers in all industries with a tool for the detection and understanding of potential elements of competitive advantage, and incorporates all activities critical to business in the new digital economy. Seven practical recommendations for improved online performance based on identified competitive advantage and strategies fulfils the primary objective of this research. E-commerce continues to grow at astronomical rates, and with the Internet poised to become the life-blood of 21st century sporting organisations, these recommendations will assist managers in their ongoing search for competitive advantage.

Engineering management studies as part of continuing engineering education

Engineering management is an important area of undergraduate preparation. With the introduction of engineering and technology degrees via flexible delivery, there are a growing number of mature age engineering students returning to study to upgrade their qualifications. These students offer a new and unique perspective on engineering management - they may have had significant practical experience as a manager/supervisor in an engineering environment. This paper reports on a survey undertaken to better understand the perceptions of mature age engineering students relating to engineering management. The engineering management competencies identified as most important by mature age engineering students are those that are practically orientated, most clearly associated with engineering and generic professional skills. Management competencies identified as less important by mature age students are those that are more theoretical and most clearly associated with other business functions or professional occupations.

Changes in higher education and valuing the job : the views of accounting academics in Australia

In a previous article (Bellamy et al., 2003), the authors reported on survey research that investigated reasons why academics from business disciplines enter and remain in academia, and the conditions they deem necessary to creating ideal work satisfaction. For both entering and remaining, as well as in achieving ideal work satisfaction, the most important factors were found to be autonomy and flexibility, with teaching and research the next most important factors. In a subsequent analysis of the data, reported in this article, the authors identify and explore significant differences between accounting academics and other business academics in the relative importance placed on these key factors. The findings may be used to inform policy makers and university administrators of the importance of discipline differences when identifying key factors for recruitment and retention of accounting academics specifically, and business academics generally.

An investigation into using SAP-PS as a multidimensional project control system (MPCS)

This paper investigates the effectiveness of using a corporate enterprise resource planning (ERP) system as a multi-dimensional project control system (MPCS) to monitor and control the work performed on projects, meet the needs and expectations of the project managers and support the requirements of other key stakeholders. A qualitative approach i.e. case study interviews and literature review accompanied by a quantitative computer system validation test approach was deployed. The results from this study suggest that the corporate ERP system is effective at monitoring and controlling the project stakeholder success criteria within a fully integrated environment. The system does however need to be setup and configured for the purpose of MPCS. This study contributes to the field by providing empirical evidence that corporate ERP systems are likely one of the only systems truly capable of solving the age old problem of how to expand the traditional singular dimensional approaches commonly used in project control, thus multiple control dimensions are integrated with each other and other business systems to form a multi-dimensional project control system.

Globalization, culture and e-business

This chapter argues that globalisation, culture and e-business exist in interesting ways that challenge accepted norms of interpretation about business practice in the new century. There appears to be a paradox of parallel business practice of defacto standards versus a culture of micro management. Discourse has been constructed that accepts the parallel existence and the co-existence of two layers operating within the business world. The international layer of standards, albeit defacto, co-existing with a layer of cultural difference supported by Guanxi and cultural values and cultural practice. This chapter argues that the one doesn't challenge the other. Rather, the one compliments the other. They co-exist and create economies of scale, deliver efficiency, deliver cost effectiveness, deliver productivity savings, solve currency trade problems, solve logistics problems, solve tracking problems, and deal with the imperfections in the marketplace. The two levels, it is argued, encourage collaboration and foster necessary cooperation along the supply chain. The end result is a world of e-business that benefits international business.

C-direct: a family business

A business is a multifaceted organism; made up of mutually dependent employees whose connection to each other is largely dependant on their role within the entity. Being in a family is a very similar experience. So when family and business interact, managing both can be a challenge. This case study focuses on issues that contribute to a successful family business infrastructure, and the issues and trends that they identify as significant - for example, the importance of a succession plan within the family business environment.

Generational and cultural indicators of technology and innovation in family business

The internet revolution has affected everybody in some way. Technologies used in business range from telephones to industry-specific machinery. Mostly though, business technology has come to mean the internet. In literature concerning innovation and the adoption of technology in business, research invariably centres on small to medium businesses (SI'v1Es), as these can be defined reasonably easily. Statistics on family businesses are limited, however, because family businesses are so difficult to categorize and define.

The Australian Family Business Survey of 1993 (Institute of Chartered Accountants) determined that family business is the largest form of business ownership in Australia and represents 83% of all business enterprises, although Basu (2004) believes that over two thirds of all world-wide businesses are owned or managed by families and around half of all businesses in Australia are family businesses. The Australian Institute of Management (AIM) (2004) states that the wealth of family and private businesses is estimated at $3.6 trillion and that family firms generate 50 per cent of Australia's employment growth, account for 40 per cent of Australia's private sector output, and are a seed bed for innovation and the information of large companies.

The difficulty in defining a family business is heightened because family businesses can take many forms ranging from sole traders to private companies to public companies. Hence, when talking about family business, you could be referring to the sole trader dealing with organic produce to an IT organisation employing hundreds of staff. Basu (2004) thinks that while ordinarily, in non-family businesses, the business and family domains remain separate, the key distinctive characteristic of family businesses is that family members work together for economic purposes. In other words, the family is not merely a social unit but also an economic unit. Craig and Lindsay (2002) believe that family involvement in the business is what makes the family business different... researchers, however, cannot seem to agree as to what constitutes 'family involvement' in a business so that it can be defined as a family business and that family business is ... a business that is governed and/or managed with the intention to shape and pursue the vision of the business held by a dominant coalition that is controlled by members of the same family or a small number of families in a manner that is potentially sustainable across generations of the family or families.

Impact of the new business tax system (alienation of personal services income) Act 2000

The implications of categorising income as "personal services income" and the actual meaning of this term have been marked with uncertainty. The Commissioner of Taxation has long asserted that "personal services income" inherently may not be derived by an entity other than the person whose exertions produce the income. In Liedig v FCT (1994) 28 ATR 141, however, Hill J held that in the absence of a specific legislative provision, there was no basis for the Commissioner's doctrine. The specific legislative measures Hill J required were put in place through the New Business Tax System (Alienation of Personal Services Income) Act 2000. In certain circumstances this Act prevents interposed entities from deriving personal services income. Such payments are attributed instead to the individual who performs the services.

It will also be seen, however, that these provisions do not apply to entities that are conducting a "personal services business". It is submitted that the combined effect of, inter alia, the Act's definition of "personal services income" and "personal services business" is to give the Act a narrower scope than the Commissioner's personal services doctrine. Moreover, it will be submitted that the statutory definition of personal services income also suffers from the same flaws that Hill J identified as relevant to the Commissioner's personal services doctrine.

The advantages of a proactive business response to human rights reporting

In a globalizing world, with shifting production, labor and consumer markets and increased competitiveness, human rights are gaining new practical relevance. The UN Global Compact presented by UN Secretary-General Kofi Annan to the World Economic Forum at Davos in 1999, sought to create a voluntary international corporate citizenship network to bring together private-sector and other social actors. Its central aim is to advance responsible corporate citizenship and universal social and environmental principles to meet the challenges of globalization. The business (and ethical) case for corporate engagement in human rights reporting is strengthening, although much still needs to be done. The Danish Human Rights and Business Project launched its 2006 educational project on company codes of conduct aimed at developing models for business in the pharmaceutical, steel, agricultural, logging, lumber, paper and cardboard, and apparel and textile industries, assessing company codes against international human rights standards.

Implications in e-commerce research in small business

It is believed that the recent emergence of electronic commerce (eCommerce) in the early 90s could provide different opportunities to small and medium-sized enterprises (SMEs) in overcoming part of their technological. environmental, organizational, and managerial inadequacies. However, recent research portrays a gloomy picture about eCommerce uptake and use in SMEs. Therefore. the implication here is twofold. Initially. there is a need to generate more eCommerce research that could penetrate much deeper into main impending issues pertaining to the SMEs in their potential uptake and use of eCommerce. On the other hand. eCommerce is characterized of being embryonic but growing very fast and fragmented across the different disciplines. which makes the task of capturing its different perspectives a very complex task. The preceding two implications represent the greatest challenge for researchers and professionals interested in undertaking eCommerce research in SMEs. In line with the above implications. the first objective of this research aims at capturing the different eCommerce perspectives from the SMEs point of view and the second objective aims at capturing the eCommerce perspective from the theoretical and the methodological point of view. Addressing the preceding implications in this research could shed some light into some of the grey areas in the eCommerce research in SMEs.

The relationship between business unit strategy and the use of market research

A study of 42 Australian marketing managers was conducted linking strategy to the use of market research, with a measure known as USER. It was expected that the Miles and Snow strategic typology with its greater emphasis on internal organisational culture, practices and structure would be more powerful than the Porter strategic dimensions in determining the motivation and actual use of market research. The findings showed that neither strategic typology was superior in predicting market research practice. In the study, the USER characteristics most linked to strategy were “the misuse of market research for political purposes” and “internal improvements based on market research.” Two other USER factors “rational use of market research findings” and “use of market research to confirm decisionmaking” were not found to be related to marketing strategy.

E-business security management for Australian micro SMEs - a case study

Small and Medium Business Enterprises (SMEs) make a significant contribution to the economic viability of the Australian economy. The benefits of performing business in an on-line environment has been realised by Australian SMEs as the use of the Internet for performing business activities both with consumers and other businesses continues to increase. The findings of an empirical study and other evidence available indicate the uptake and advancement of performing e-business activities shall be dependent on two key complementary elements: first, the ability of Australian SMEs to secure their e-business systems; and second, the availability of an approach to recommend a practical e-business security management strategy. This paper presents the results of a case study which applied a previously developed methodology to a micro SME e-business system. The purpose was to validate the ability of the Australian Small to Medium Enterprise E-business Security Methodology (ASME-EBSM) to provide an effective security management strategy for Australian SMEs. The outcome demonstrated that this approach was both feasible and realistic for providing recommendations to secure the e-business activities performed and to protect the micro SME e-business system.