An exploration of the staffing choices, recruitment, skills shortages and retention issues of Australian based multinational corporations in China

The purpose of this paper is to explore the staffing choices, recruitment, skills shortages and retention issues that Australian based multinational corporations (MNCs) in China face. A qualitative research methodology was utilised, where 20 case study organisations were investigated. The firms investigated were all Australian owned and headquartered, and utilised Foreign Direct Investment and Joint Venture modes. It was found that Australian MNCs used an ethnocentric staffing model; they had issues with recruiting willing expatriate staff, and difficulties in finding skilled, qualified local nationals. They experienced significant skills shortages problems, and also reported retention issues. A number of strategies to improve these issues were articulated throughout the paper.

The original bailout of US corporations : the public relations bailout

More than a trillion of taxpayer dollars are currently being used to bail out the US banking, mortgage and car industries. This invokes an interesting connection to public relations the last time drastic US government involvement with corporations was contemplated. This pre-First World War crisis of the free enterprise system involved a deficit not of money but of favourable public opinion. The requirement was for vast amounts of public opinion and public policy work by a reported at least 1200 – what were at that time called – press agents. This was the period when public relations emerged as a fundamental plank of US and ultimately of global culture. The thesis of this article is that many aspects of the world we live in cannot be properly understood without a better analysis of the first bailout of US corporations—the public relations bailout.

Family generation, leadership and performance : the role of outside directors in Indian family firms

This paper addresses the presence of outside directors in family firms in India examining the generation of the firm and years of operation. Aspects of corporate leadership such as family member as CEO, as well as the CEO's role in a founding family firm, are considered in relation to financial performance. The findings show that outside directors do not significantly increase firm performance of family firms demonstrating their ineffective monitoring role. Contrary to studies from developed economies, more established family businesses in India outperform founding firms. Overall the study demonstrates that corporate governance issues related to Indian family firms differ from the findings from more developed economies. This finding has implications for further governance reforms in emerging economies.

The Australian Broadcasting Corporation’s multiplatform projects : industrial logics of children’s content provision in the digital television era

This paper traces the development of children’s multiplatform commissioning at the Australian Broadcasting Corporation (ABC) in the context of the digitalisation of Australian television. Whilst recent scholarship has focussed on ‘post-broadcast’ or ‘second-shift’ industrial practices, designed to engage view(s)ers with proprietary media brands, less attention has been focussed on children’s and young adults’ television in a public service context. Further, although multiplatform projects in the United States and Britain have been the subject of considerable analysis, less work has attempted to contextualise cultural production in smaller media markets. The paper explores two recent multiplatform projects through textual analysis, empirical research (consisting of interviews with key industry personnel) and an investigation of recent policy documents. The authors argue that the ABC’s mixed diet of children’s programming, featuring an educative or social developmental agenda, is complemented by its appeals to audience ‘participation’, with the Corporation maintaining public service values alongside the need to expand audience reach and the legitimacy of its brand. It finds that the ABC’s historical platform infrastructure, across radio, television and online, have allowed it to move beyond a market failure model to exploit multiplatform synergies competitively in the distribution of Australian children’s content to audiences on-demand.

Report on survey of directors (or equivalent) of Australian University Teaching and Learning Centres

This document reports on the results and findings of a national survey of Directors (or equivalent) of Teaching and Learning Centres at Australian universities. The respondent group included 31 out of the 38 Centres invited to participate, and was a highly representative sample of the generally recognised institutional groupings in Australian higher education. While there is wide variation in the characteristics of individual Centres, the richness of which can only be appreciated by exploring the results and findings in detail, a summary of the results is provided here in the form of a description of a mythical ‘average’ Australian university Teaching and Learning Centre.

Information content of directors' trading around acquisitions

This paper investigates the patterns of directors' trades and returns around takeover announcements. We find that the pre-announcement net value (the difference between buy value and sell value) of directors' trading is positively related to acquirers' announcement period abnormal returns. This relation is stronger for private target acquisitions and for stock-financed acquisitions, when the information asymmetry between directors and outside investors is more pronounced. However, this relation does not hold for better governed and highly monitored acquirers. Our findings indicate opportunistic trading by directors prior to takeovers and highlight a significant role that corporate governance mechanism plays in restraining these opportunistic behaviors.

Litigation by shareholders and directors: an empirical study of the Australian statutory derivative action

A number of countries have statutory derivative actions. They allow a shareholder to bring legal action on behalf of the company, typically where the company refuses or is unable to bring the action. The Australian derivative action was enacted in March 2000 to overcome inadequacies with the common law derivative action. In this article the authors present the results of an empirical study of all cases decided under the Australian statutory derivative action during its first 6 years of operation. The study provides insights into the way Australian courts have interpreted and applied this legal remedy. The authors evaluate the statutory derivative action in light of the reasons for its enactment. Issues discussed in the article include the role of shareholder litigation in corporate governance and the rationale for statutory derivative actions.