Weight management and weight loss strategies of professional jockeys

Jockeys are required to maintain very low body weight and precise weight control during competition. This study examined the weight loss and weight management strategies of professional horseracing jockeys in the state of Victoria, Australia. An anonymous, self-completed questionnaire was administered (55 % response rate, n = 116). Almost half (43 %) reported that maintaining riding weight was difficult or very difficult, with 75 % routinely skipping meals. In preparation for racing, 60 % reported that they typically required additional weight loss, with 81 % restricting food intake in the 24 hours prior to racing. Additionally, sauna-induced sweating (29 %) and diuretics (22 %) were frequently employed to further aid in weight loss prior to racing. These rapid weight loss methods did not differ between the 51 % of jockeys who followed a weight management plan compared to those who did not. The impact of these extreme weight loss practices on riding performance and health remains unknown.

On the edge: how well do fire mitigation strategies work on the urban fringe?

The reduction of loss of lives and assets during bushfire is one of the primary aims or lire management agencies. Traditional fire mitigation strategies include strategic fire hreaks, static water points, management of ignition sources, rapid detection and local response, air attack, and fuel reduction burning. There have been few quantitative studies that assess the success or these strategies. We need to promote 'new' strategies more focused on human hehaviour and community preparedness.
DeJcndable space provides our best strategy for reducing losses during major bushfires. The size or the defendable space depends on the type of house to be defended, who is defending it, and the spatial context of the property. In the urban fi'inge, remnant vegetation on private property often has
high conservation values, and application of traditional mitigation strategies, as well as the vegetation modification required to achieve defendable space, may have significant impacts on conservation and biodiversity values.

Mortality, malnutrition and the humanitarian response to the food crises in Lesotho

Background: At the height of the food crisis in southern Africa, the Government of Lesotho declared a state of famine and emergency in April 2002 and launched a Famine Relief Appeal for over $137 million. World Vision, in partnership with the World Food Program, became involved in December 2002 providing food aid to affected communities.
Objective: to document mortality rates, causes of death, malnutrition prevalence, and the proportion of lost pregnancies after almost three years of humanitarian response to the food crisis in Lesotho and to propose a way forward.
Design: A two-stage, 30 cluster household survey was undertaken in three districts from the 16th to the 26th of May 2005, with a sample size of 3610 people.
Results: The crude mortality rate (CMR) of 0.8/10,000/day (95%CI: 0.7-0.9). The reported CMR was significantly lower than the CMR emergency threshold (<1/10,000/day). Using 2000 as a pre-drought baseline, 38528 excess deaths occurred between 2000 and 2005. The under-five mortality rate (U5MR) of 3.2 deaths/10,000/day (95%CI: 2.8-3.6/10,000/day) was 4 times the reported CMR and 1.4 times higher the U5MR emergency threshold for sub-Saharan Africa (2.3/10,000/day). CMR was lower among food aid beneficiaries (0.68; 95%CI: 0.57-0.79) than non-beneficiaries (1.42; 95%CI: 1.13-1.70). This was also true for U5MR (2.94; 95%CI: 2.39-3.50 versus 6.44; 95%CI: 5.21-7.68). The prevalence of wasting increased from 5.4% to 12% while that of stunting declined from 45.4% to 36.2% between 2000 and 2005, but the nutritional status did not vary by beneficiary status.
Conclusion: Despite the alarming U5MR, findings suggest that the food aid program ensured survival mainly among adults. The situation could have been catastrophic in the absence of humanitarian assistance.

E-business security strategies for SMEs

The major barriers to the Implementation of electronic commerce by businesses globally arc well understood. These comprise security and pnvacy issues, the lack of established regulations governing commercial behaviour and liability, and the lack of universally accepted standards. In this article. we focus on the security concerns of Australian SMEs. Medium, and especially small, enterprises are hindered in the implementation of communications security technology by a lack of expertize and a poor understandmg of the services and resources available to them. As a response to this situation, we examme the facilities avallable to Australian SMEs which help them to make reasonable e- secunty decisions as part of an overall e-busmess strategy. We demonstrate that there are sufficient resources at appropnate levels of availability to enable small and medium Australian enterprises to implement communicatlons security effectively.

More dominant in their inactivity: consumer response and the adoption of digital TV in Australia

After much hesitation, discussion, and power brokering, Australia adopted digital TV for its Free-to air broadcasting on January 1, 2001. However, by December 2002, only a few thousand homes had adopted the technology. This paper examines the implementation and regulation of digital TV in Australia from the point of view of the ‘established base’ the new technology will replace, theories on diffusion and innovation of new technologies, and the Justification Model, which sees technology choice as social gambling. It then evaluates the various protectionist regulations and limitations imposed on the technology to safeguard the various stakeholders, the implementation strategies used, lack of digital content, marketing efforts, negative media coverage, and the economic realities of the technology, and argues that if consumers reject the technology altogether, it would lead to Australia missing the future applications of digital technology and the opportunity to address the issue of the ‘digital divide’ in the 21st century.

Response rates in telephone surveys: managing contactability

Telephone interviewing is the major data collection method for the market research industry. Although social trends such as mobile phones and call screening make it harder to contact people, better technology and contact regimes can assist companies to ameliorate the situation. A study of fieldwork managers responsible for over 75% of all phone interviews in Australia revealed limited use of contact enhancing strategies such as longer survey periods and more callbacks. Commercial imperatives for timely surveys and a lack of end-user concern for response rate issues, along with costs concerns, were believed to be responsible.

What determines Australia's response to emergency and natural disasters

This article examines the determinants of Australia's response to emergencies and natural disasters. It examines the response from the Australian public by examining contributions made to the appeals of the country's largest Non-Governmental Organisation: World Vision of Australia. It also examines the response of the Australian Government. The data include 43 emergencies and natural disasters since 1998. Results suggest that the responses from both the public and government are positively associated with the number of people affected, media coverage, and the level of political and civil freedom in the country where the event occurred. The type and location of the emergency or disaster are important for the public's response. Differences between public and government donations exist: support from the Australian Government is positively associated with smaller countries and there is some evidence that the public donates more to events occurring in larger and poorer countries.

Using knowledge management processes to develop and implement organisational training strategies for virtual teams : an action learning approach

This paper develops a conceptual model of a knowledge management system that could be used to develop and implement organizational training strategies for virtual teams. An action research-based case is presented to support and illustrate the contention that action-learning methods can be effectively used to enable and tap into the knowledge generated by virtual teams. Virtual teams are an increasingly common response to changing organizational needs. However, the use of virtual teams has outpaced our understanding of their dynamics and unique characteristics. Practitioners are now offering virtual team training, but few organizations are making the effort to offer in-house training. Moreover, they are missing out on the opportunity to systematically capture the knowledge produced by virtual teams and cycle it back into virtual team training and support systems.

Buyer-supplier relationships and brand strategy within commoditised industries : a suggested theoretical framework

Research into commodity markets has identified an increase in non-price based competition. In pursuit of sustainable bases for differentiation, many commodity industries including fresh produce, dairy and meat are introducing branded products. Using the Resource-Based View (RBV), this paper postulates that such branding is influenced by the nature of the buyer-supplier relationship. We suggest that the individual resources and capabilities of trade partners, in addition to the capabilities of that relationship, influence the brand strategies pursued. Moreover, we propose that by combining organisational resources and capabilities and brand strategy in an holistic framework, we may explain variations in buyer-supplier relationship performance.

Relational capabilities and brand strategy within commoditised industries

In many traditionally commoditised industries, organisations are recognising that their product offering alone does not cultivate a competitive advantage. As commoditised products face greater price competition, many are looking for a more sustainable form of differentiation. Within the fresh fruit and vegetable, dairy and meat industries, organisations are increasingly value-adding and focusing on branded offerings to gain such advantage. Whilst this is witnessed within industry, there is little academic evidence that discusses the relationship between dyad partners and how this impacts their branding strategy. This paper conceptually discusses how relationships between buyer and supplier trade partners can impact the branding strategies that are ultimately pursued by dyad participants. The relationship between trade partners is conceptualised using the resource-based view. Consideration is given to relationship complexities, the external environment and performance measurement.

Rugby league: a game in crisis

This study examines the issue of crisis and reputation management strategies in Australian sporting clubs and finds that not only are individual clubs unaware of the potential impact of such crises on their organizations, but that they also have no training, contingency plans, or strategies to handle crises of any sort either at this or at the national league level. It uses the Australian Rugby League organization as a case study f()r examining these issues and concludes with several recommendations for improving crisis management and communications policies in Australian sporting organizations and for their stakeholders.

Many public and private organizations prefer to ignore the reality that "bad things" can happen, either through denial of their vulnerabilities or through myopia about their successes and strengths (Elliott, 2002). A crisis can be defined as any problem or disruption that triggers negative stakeholder reaction and extensive public scrutiny (Newman, 2003). Effective crisis management lies in continuous learning processes designed to equip managers with the capabilities, flexibility, and confidence to deal with sudden and unexpected problems or events (Robert & Lajtha, 2002). Good crisis leaders are those who can make fast decisions under pressure and who can keep the big picture consequences of actions and words in mind when making these decisions 030in & Lagadec, 20(0). In 2004, the Rugby league in Australia was both ill-prepared and ill-advised to effectively deal with a sex scandal involving a number of their players on an official club tour. In classic crisis escalation, what should have been a serious but easily dealt with problem became a major reputational and institutional crisis for the league, its sponsors, its players, and its fans.

France and the German refugee crisis of 1993

Initially liberal in its response to refugees from Nazism in 1933, France soon closed its borders to them. Thereafter, refugees encountered a regime of exclusion and antipathy. Historians confront the problem of explaining the reasons for exclusion. Anti-Semitism is often alleged to be motive-force, but this misleadingly imposes on an earlier period our understanding of the Vichy regime and its anti-Jewish legislation. This article investigates the nature of the French responses to those in flight from persecution in Nazi Germany in 1933, and questions whether it is proper to study this period in the context of events after 1940. It argues instead that French refugee policy in the 1930s emerged from the context of anti-foreign measures implemented in response to the economic stress of the late 1920s. Its study of the crisis in 1933 identifies the pressures that shaped France's exclusionary policies and its antipathy to the plight of the refugees.

Changing journalism for the likely present

Media convergence and newsroom integration have become industry buzzwords as the ideas spread through newsrooms around the world. In November 2007 Fairfax Media in Australia introduced the newsroom of the future model, as its flagship newspapers moved into a purpose-built newsroom in Sydney. News Ltd, the country’s next biggest media group, is also embracing multi-media forms of reporting. What are the implications of this development for journalism? This paper examines changes in the practice of journalism in Australia and around the world. It attempts to answer the question: How does the practice of journalism need to change to prepare not for the future, but for the likely present.

Early in November 2007 The Sydney Morning Herald, the Australian Financial Review and the Sun-Herald moved into a new building dubbed the ‘newsroom of the future’ at One Darling Island Road in Sydney’s Darling Harbour precinct. Phil McLean, at the time Fairfax Media’s group executive editor and the man in charge of the move, said three quarters of the entire process involved getting people to ‘think differently’ – that is, to modify their mindset so they could work with multi-media.

The new newsroom symbolised the culmination of a series of major changes at Fairfax. In August 2006 the traditional newspaper company, John Fairfax Ltd, changed its name to Fairfax Media to reflect its multi-platform future. In March 2007 Fairfax launched Australia’s first online-only daily publication in Queensland, brisbanetimes.com.au. In May 2007 Fairfax completed its merger with Rural Press to become the biggest media company in Australasia, with annual revenues of about $2.5 billion and market capitalisation of about $7 billion. Two months later Fairfax got even bigger when it acquired at least one radio station in all Australian capital cities plus television studios when it bought Southern Cross Broadcasting. Fairfax is expected to bid for one of the two digital television licences made available by the changes to media ownership laws promulgated in May 2007.

The aim in moving Fairfax from a print to a multi-platform company was to reach as large an audience as possible. ‘We have a total readership in print of over 4 million per day and online of over 5 million per month’, CEO David Kirk said at the time of the Rural Press merger. ‘Our brand of quality, independent, balanced journalism will serve and support more communities than ever’ (Kirk 2007). A few months earlier chairman Ron Walker had written in the company’s annual report: ‘Fairfax is evolving into a truly digital media company’ (2006: 2). Within five years Fairfax would be a significantly bigger Internet company that distributed its content ‘over more media’, Kirk wrote in the same report (2006: 5).

Kirk developed a three-pronged strategy. The first part of the strategy involved the need to ‘defend and grow our newspaper publishing businesses’ – that is, to consolidate and develop the existing newspapers, whose circulations were holding steady during the week and improving on Saturdays. The second part involved plans to ‘accelerate the revenue and earnings of our digital business’. The third part was ‘to build a digital media company for the twenty-first century’ (Fairfax annual report 2006: 3). In June 2007 Kirk appointed Tim Mannes project leader for the Fairfax Media-Rural Press integration. ‘The purpose of the integration work is to bring the two companies together and build what is truly Australasia’s leading media company’, Mannes wrote in a memo to all staff on 7 June 2007. ‘It’s vital throughout this process that we maintain continuity and momentum and protect the interests and needs of our customers’ (2007: 1).

The business model appears attractive. Kirk said Fairfax’s increased scale and diversity would mean it relied less on classified lineage advertising in major metropolitan newspapers, so it could ‘rapidly develop the best online response to changing media advertising patterns’. In the two years to 2006, online’s contribution to Fairfax’s profits had grown from 1 per cent to 14 per cent with ‘much more to come’. Online’s share of the national advertising pie had grown from 2 per cent in 2002 to 10 per cent in 2006 (Beverley 2007: 6) and had jumped to 14 per cent in 2007. Analysts said they were happy with Fairfax’s move ‘from a newspaper company to a media company’ and banks such as Credit Suisse upgraded their profits forecast (AFR 19 September 2007: 37).

Planning for the move to One Darling Island Road in Sydney’s Darling Harbour started early in 2006. Fairfax CEO David Kirk took personal responsibility. He and chairman Ron Walker visited integrated sites around the world, along with a group of editorial bosses. The favoured site was The Daily Telegraph in London, which embraced convergence from June 2006. CEO Murdoch McLennan hired a consultant from Ifra, Dr Dietmar Schantin, director of the Newsplex, to facilitate the move from mono-media to multi-media at The Telegraph. Schantin said change was less about new technologies and more about altering the established mindset. The focus must be on the audience: ‘The whole idea of audience orientation seems to be quite new for some newspapers. In the past it was more “we know what is good for our readers and so we distribute the content”.’ Newspapers were a service industry whose service was information and news, he said. Newspapers had to learn to ‘serve’ its audience with the things the audience wanted to know, on any appropriate platform. ‘We start from the audience. What they want is a very important point. That does not mean that a newspaper should just do what the audience wants. The newspaper [also] needs to stick
to its core values’ (Luft 2006, Coleman 2007: 5).

Tom Curley, CEO of the world’s biggest newsgathering organisation, Associated Press, gave an important speech to the annual Knight-Bagehot dinner in New York in November 2007. The news industry had come to a fork in the road and needed to take bold steps to secure the audiences and funding to support journalism’s essential role for both the economy and democracy, he said. Otherwise the media industry would find itself ‘on an ugly path to obscurity’. He similarly emphasised the need to serve the audience: ‘Our focus must be on becoming the very best at filling people’s 24-hour news needs. That’s a huge shift from the we-know-best, gatekeeper thinking. Sourcing, fact gathering, researching, storytelling, editing [and] packaging aren’t going away’
(Curley 2007).

Kirk appointed a ‘newsroom of the future’ committee from editorial (reporters and photographers), IT and HR. The committee initiated a study tour by editorial executives of leading integrated and converged newsrooms in the UK and the US in April 2007. This became known as the ‘Tier 1’ course and involved the editor and deputy editor of The Age, and the news editor of The Sydney Morning Herald. The Herald’s editor went to the annual conference of the World Association of Newspapers in Cape Town, South Africa in June 2007 because that event featured convergence as one of its main themes (PANPA Bulletin June 2007: 6). The committee designed a two-day awareness course for senior editorial managers, known as ‘Tier 2’, that was run in Sydney in July 2007. The ‘Tier 3’ program for all editorial staff started in August 2007 and this ‘multi-media awareness program’ continued until the end of the year. A ‘Tier 4’ course for about 10 per cent of editorial staff (about 40 journalists), where they learned a range of multi-media skills, was scheduled to start after the Beijing Olympics in 2008. The author facilitated most of the Tier 2 and 3 courses.

The Tier 3 and 4 courses have profound implications for journalism education in Australia because they represent the start of major changes to how journalists work in Australia. The process reflects evolution in newsroom practices around the world. In November 2006 Ifra, the international media research company, asked newspaper executives worldwide about their priorities for 2007. The survey attracted 240 responses from 43 countries and results appeared in January 2007. Integration, editorial convergence and cross-media strategies attracted the most attention. Four in five executives rated it one of their top priorities, and half made it their main priority in terms of allocating ‘significant’ funds (Ifra 2007: 34). Ifra repeated the survey in November 2007 and published the results in January 2008. Expanding web strategies was first on the list for 2008, just ahead of editorial convergence strategies, which topped the list in 2007. Improving video and audio content jumped 14 places, and mobile phone strategies leapt 9 places between 2007 and 2008 to be near the top of the list (Ifra 2008: 8).

Ethical issues in the recruitment and retention of graduate nurses : a national concern

Australia like other countries is facing a crisis in the recruitment and retention of nurses. Adding to this crisis is the insufficient supply of new graduate nurses to meet current and future workforce demands. Unless changes are implemented that will bring likely demand and supply into balance, it is predicted that by the year 2010 (just seven year away) there will be a shortage of 40,000 nurses in Australia. Significantly, the current shortage of nurses is seeing hospitals, regions, States and countries compete fiercely with each other as they strive to recruit and retain sufficient numbers of nurses to meet their work force needs. The recruitment and retention strategies used by some prospective employers, however, have been highly questionable and raise serious questions about the ethics of nurse recruitment. In response to the issues raised, it is a key recommendation of this paper that mechanisms, including a national code of practice, need urgently to be put in place to ensure the effective, equitable and ethical regulation and monitoring of nurse recruitment and retention in Australia.

Firm survival through a crisis : the influence of market orientation, marketing innovation and business strategy

As an outcome of the economic crisis, the global manufacturing sector is collapsing. Focusing on Chinese manufacturing small and medium enterprises (SMEs), this study investigates whether marketing innovation, defined as improvements in the marketing mix, can assist in withstanding the challenges of operating under the current economic conditions. A conceptual model linking market orientation, marketing innovation, competitive advantage and firm survival is tested using structural equation modelling. Three key findings are derived. First, the examined Chinese manufacturing SMEs had a greater perceived likelihood of survival had they developed and sustained a competitive advantage. Second, marketing innovation assisted in developing and sustaining competitive advantages based on differentiation and cost leadership strategies. Third, marketing innovation capabilities improved when the examined manufacturing SMEs were competitor oriented and had good inter-functional capabilities.