Conflict management : the team New Zealand case

The primary subject matter of this case is the effectiveness of risk management strategies associated with the staging of a major international sporting event. A secondary issue examined in the case concerns the proprietary rights of employers to the intellectual capital and skills acquired by employees. The case requires an understanding of strategic risk management and good corporate governance principles.

This case has a difficulty level that makes it most suitable for senior level students in a Corporate Governance/Business Ethics course. The case is designed to be taught in three class hours and would require about eight hours of out-of-class time which includes reading the case material and the articles listed in the references.

Using a knowledge management evaluation framework for improving an ERP system - a Hong Kong construction industry case study

Organisations need to rely on leadership, information support and human capital in order to ensure a knowledge advantage over their competitors. Knowledge management (KM) provides organisations with sustainable competitive advantage, because it becomes extremely difficult for an organisation to cut expenditure and increase revenue by simply reengineering its business model. Project delivery and success has been traditionally viewed and measured as management of a three-legged stool, with the legs defined as cost, schedule and quality. However, KM can be linked to success by organisations becoming more effective as well as being more efficient.

This paper uses a KM framework, the Knowledge Advantage (K-Adv), developed initially for use by construction organisations. It assesses the impact of leadership and its supporting information communication technology infrastructure on the ability of people (by effectively creating, sharing, disseminating and using knowledge) to facilitate sustainable competitive advantage.

A case study that is presented is based upon the experience of a leading construction company using an Enterprise Resources Planning (ERP) system to demonstrate the effectiveness of KM from a cost management business unit perspective. Results are evaluated using a capability maturity model (CMM) - that forms the core of the K-Adv tool - to help improve processes that meet the needs of the organisation operating in a highly dynamic business environment. The case study is part of a broader doctoral research project that uses action learning to facilitate and measure ERP improvement.

Implementing climate change policies consistent with integrated coastal zone management : a case study of Victoria, Australia

Whilst the proliferation of publications on climate change science is remarkable and makes the updating of responses to impacts of climate change on coastal environments daunting, the area of policy responses is even more confusing and complex. This is because policy responses do not need to consider the science of climate change alone but also have to weigh up the social and economic implications of the impact of climate change on coastal communities. In a federated nation such as Australia this has the added complication of three tiers of Government (Federal, State and local) having to interact in order to co-ordinate any policy responses. These complications should be aided by the internationally accepted concept of Integrated Coastal Zone Management (ICZM) which has been prevalent in Australian coastal planning and management for several decades. This paper uses the State of Victoria, Australia as a case study of how Governments are responding to these challenges through using the principles of ICZM. The paper will review recent inquires and investigations in Australia and canvas the policy responses to these reviews, concentrating on the State of Victoria. The paper analyses how consistent these evolving policy responses are with ICZM and suggests lessons for other jurisdictions arising from the Victorian experience.

Integrating knowledge systems in local coastal management; the case of an estuary entrance management support system (EEMSS) in Australia

The management of social, economic, and ecological assets in coastal zones is fundamental to the maintenance and sustainability of coastal resources. A significant issue in this discussion is the role of governance structures. In Australia the governance of the coastal zone includes a range of institutional authorities, processes, and procedures that set the context for decision making about coastal management. As well as the formal institutional arrangements there is also a maze of other interests such as development commissions, NGOs, Indigenous Native Title holders and other stakeholders including recreational interests. A major issue for governance arrangements is the considerable gap that often exists between how those interests interpret and develop their positions especially when the knowledge is derived from different systems – scientific, managerial, lay and indigenous. This paper will explore the development of an Estuary Entrance Management Support System (EEMSS) in south west Victoria Australia. The EEMSS is a decision support tool to assist estuary managers in determining whether to artificially open a river mouth. A significant part of the process adopted was community participation which involved a ‘steps’ approach to engage local community groups and landholders. It is the process of engaging different knowledge systems in a meaningful conversation that has led to a system that now gains support from all of the stakeholders in the management of different estuaries. The paper will discuss the processes that surround the EEMSS and outline some lessons that arise in context of the ‘project state’.

Safety management on construction management : a case study review

Poor safety management in construction management may adversely affect cost, schedule and quality of a project. Heavy fines upon safety offence becomes a burden to the budget; losing working hours as a result of safety incident impacts on the schedule, and compromising quality is always an indirect consequence when workers perform duties in an unsafe site environment. Therefore, promotion of safety management becomes the top priority in any construction manager’s agenda. Working safely will benefit construction project and lead to a “real” success. This paper is a case study, based upon “Geller’s 10 principles for achieving a total safety culture”, reviewing how a Hong Kong leading construction company fosters the safety culture and possesses a pleasant safety record over years. Its safety performance is not only well ahead the local industry, but also ranges top within the Asia Pacific region and comparable to those mature Western industries. The review concluded that safety culture is one of the major components in construction management and collaboration is the essence to realize this positive culture within an organization. Safety management is not merely a “top down” approach, but requires the positive “bottom up” actions from the other end. The successful story of this company can demonstrate the contribution of safety management in construction management.

Social capital for knowledge management : the case of small and medium-sized enterprises in the Asia-Pacific Region

This article proposes a conceptual framework that explains that the social capital of a community shapes the innovation performance of small and medium-sized enterprises (SMEs) through knowledge management within the firm. The study's significance stems from the unprecedented effort in explaining how community social capital matters in the innovation performance of SMEs, a departure from previous studies that have typically examined market-related or hierarchical social capital in the form of formal networks and directly linked them to a firm's innovation performance without due regard for knowledge management within the firm as an antecedent of organisational innovation performance. The aim is to stimulate further thinking and empirical research on the subject of social capital of a community in the SME and/or entrepreneurial context.

Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

Researchers report that successful cultural change in an organization is difficult to achieve. This research contends that it is more likely to be successful when a systemic approach to strategic human resource management (SHRM) is used to facilitate the change. The contention was tested in an action research case study and longitudinal assessment of change in a large Australian public sector agency. A clear finding from this research is that the cultural change had been sustained through the systemic application of SHRM.

Innovative approaches to land acquisition and conservation management : the case of Fish River Station, Northern Territory

There has been a dramatic increase in the area that is within the National Reserve System since 2000 – from around 60 million hectares to around 100 million in 2008. This dramatic increase can be attributed to Indigenous Protected Areas and the acquisition of private or leasehold land for either addition to the public protected area estate or management as private protected areas. This growth has also been strategic, increasingly the reservation status of the most underreserved bioregions. However, the reality is the land acquisition has slowed since the global financial crisis of the late 2000s and this has led to new models with different partners coming to the fore. This chapter highlights one of those new models – the acquisition of Fish River Station in the Northern Territory for conservation.