Teaching the teachers Aboriginal studies : illuminating successful strategies

The study was commissioned by the Department of Education, Science and Training (DEST) under its Indigenous Education Strategic Initiatives Programme (IESIP). The project goals were supported by the New South Wales Aboriginal Education Consultative Group Inc.; New South Wales Teachers Federation, New South Wales Primary Principals' Association; New South Wales Department of Education and Training (NSW DET); the national Aboriginal Studies Association; and the Australian Council of Deans of Education. This paper reports on the qualitative component of the study (Craven, Halse, Marsh, Mooney & Wilson-Miller, in press a, in press b). The qualitative component of the project consists of in-depth interviews with Heads of Schools, Directors of Aboriginal Education Units and teacher educators and includes three Case Studies. Fifteen institutions in Australia offer Aboriginal Studies as a core, perspective or elective program in Primary Teacher Education Courses in Australia. Of these institutions seven institutions from four States responded to the invitation to participate in the study. From these institutions three were engage to submit a case study of their institution as they had demonstrated that they had successfully introduced core Aboriginal Studies teacher units in their course. This paper presents the findings and discusses teaching Aboriginal Studies, its inclusion in curriculum and its worth for fostering reconciliation between Aboriginal and non-Aboriginal Australians within universities, schools and the wider community.

The dance of trust in high risk multi-partner collaborations : an exploration of the antecedents of trust in cross-sector R&D projects

This paper explores the dance of trust in cross-sector R&D collaborations, and does so by drawing on a multi-method study (involving qualitative research, case studies and a survey of project leaders) of the Australian Cooperative Research Centre (CRC) Program. R&D collaborations formed under this Program involve two main types of risk, venture or performance-related and relational, and these are problematic given power, information and risk impact asymmetries among the partners. Within the CRCs these risks are addressed through formalisation, employing the “right people”, and through relationship building. Trust (theorised following Sako as a multi-dimensional construct) is central to these processes. Where trust is formed among CRC participants, and is reinforced over repeated interactions, then relational and performance risks cease to become a major concern for CRC managers. In the CRCs, trust is formed and sustained as a multi-level process. Engagement and relationship commitment is achieved at an organizational level, and partner reputation, credible commitments and the institutional context are important factors here. At the project level, trust, in conjunction with a task focus, leads to a positive collaboration experience and this is associated with positive project outcomes. Within CRC projects, capabilities for communication and cross-sector management are important for the formation and maintenance of trust. The paper concludes by discussing the managerial implications of the study’s findings and by identifying areas for further research and conceptual development.

Supporting knowledge strategy in consulting organizations : codification, personalization or both

This paper reports on results from an ongoing study of the information infrastructure support for organizational knowledge strategy. We assess the applicability and predictions of the widely cited model of Hansen, Nohria and Tierney’s on knowledge strategy and infrastructure support. We do so by means of two case studies that we conducted in the consulting sector. Our findings indicate support for the Hansen et al.’s model as each of the organizations has predominately pursued a knowledge strategy consistent with the model’s predictions. However, we also find that in so doing, organizations can incur significant opportunity costs if either a codification or a personalization knowledge strategy is allowed to predominate to such an extent that it crowds-out the alternative knowledge strategy.