Leadership themes in higher education restructuring

Leading higher education restructuring is challenging. It involves various degrees of engagement, decision making and strategic alliances to achieve success. Factors such as the fundamental characteristics and practices of higher education, and external factors need to be taken into account. This paper presents the preliminary findings of a case study on organizational restructuring at a higher education institution in Australia. The study focuses on leadership themes appearing during the restructuring. Data for the study were derived from interviews with parties involved - leaders, academic and administrative staff. Analysis of the interviews found three main leadership themes occurring throughout the change process. This study concludes that leadership is a critical factor in organizational change in universities.

Feral practices

In this paper we introduce the concept of feral practices which we define as the usage of information technology which deviates from the standard organizational norms and which exists beyond the control and/or knowledge of the organizational IT management. We argue towards using a ‘practice’ perspective in understanding noncompliant IT practices where we suggest a greater emphasis on usage of IT artifacts rather than the artifacts itself. We also outline a scope of feral practices by clarifying some of the concepts associated with the phenomenon. We propose a model based on the Merton’s Theory of Anomie, which seeks to explain why feral practices come about and what are the technological and social influences and supporting factors which lead to this phenomenon. This study thus intends to build a conceptual base for future studies on feral practices by providing a holistic view on the phenomenon and also identify directions for future research.

Implementing scanned medical record systems in Australia : a structured case study on envisioned changes to elective admissions process in a Victorian hospital

In recent years, influenced by the pervasive power of technology, standards and mandates, Australian hospitals have begun exploring digital forms of keeping this record. The main rationale is the ease of accessing different data sources at the same time by varied staff members. The initial step in this transition was implementation of scanned medical record systems, which converts the paper based records to digitised form, which required process flow redesign and changes to existing modes of work. For maximising the benefits of scanning implementation and to better prepare for the changes, Austin Hospital in the State of Victoria commissioned this research focused on elective admissions area. This structured case study redesigned existing processes that constituted the flow of external patient forms and recommended a set of best practices at the same time highlighting the significance of user participation in maximising the potential benefits anticipated. In the absence of published academic studies focused on Victorian hospitals, this study has become a conduit for other departments in the hospital as well as other hospitals in the incursion.

Facilitating learning by going online : modernising Islamic teaching and learning in Indonesia

This chapter examines the impact of eLearning and Web 2.0 social media in a socially conservative environment in Indonesia that has nevertheless proven surprisingly adroit at change management. Web 2.0 social media has proven enormously popular in Indonesia but traditional Islamic schools (which are known in Java as pesantren but elsewhere in the Muslim world as madrasah) the focus of this study is often unable to access Web 2.0 or the Internet in general. Progressive non-national government organizations (NGOs) seek to remedy this situation by providing satellite broadband links to remote schools and this chapter examines one particular project. Despite the impoverished and conservative nature of their community, the leaders of this school have led their students in a surprisingly enthusiastic reception of eLearning technology, recognizing its great capacity to produce and enhance social networks and provide new opportunities for learning. Particular attention in this case study is given to factors relating to social capital, attitudes, and patterns of behavior in leadership and change management. A case study approach was chosen to enable a richer and more finely-grained analysis of the issues. The case study is based on semi-structured interviews and observations conducted over several years. This research shows that whilst the adoption and uptake of eLearning with emerging technologies is strongly shaped by cultural and social factors, it plays out in very different ways than might first have been expected.

Mapping WIL activities in the curriculum to develop graduate capabilities : a case study in accounting

Big business continues to request universities to produce graduates who possess both technical and generic skills. Although work-integrated learning (WIL) programs can be used to develop these skills, WIL placements in Australia are undertaken by a minority of students. Perceiving a gap, one Australian university undertook a major WIL revamp to expand WIL offerings embedded within its courses. This required major organizational change that impacted significantly on curriculum design. From a quality assurance perspective, this paper provides an overview of a revised WIL program in the accounting discipline, and discusses the issues and challenges associated with the revised WIL program four years after its implementation. The findings demonstrate that the discipline area has not yet fully met the revamped WIL program as defined by university policy. Recommendations are provided that form a valuable learning tool for educational institutions considering embedding broadly defined WIL within their courses.

Managing the implementation of business intelligence systems : a critical success factors framework

The implementation of a BI system is a complex undertaking requiring considerable resources. Yet there is a limited authoritative set of CSFs for management reference. This article represents a first step of filling in the research gap. The authors utilized the Delphi method to conduct three rounds of studies with 15 BI system experts in the domain of engineering asset management organizations. The study develops a CSFs framework that consists of seven factors and associated contextual elements crucial for BI systems implementation. The CSFs are committed management support and sponsorship, business user-oriented change management, clear business vision and well-established case, business-driven methodology and project management, business-centric championship and balanced project team composition, strategic and extensible technical framework, and sustainable data quality and governance framework. This CSFs framework allows BI stakeholders to holistically understand the critical factors that influence implementation success of BI systems.

Development of guidelines for workplace prevention of mental health problems : a Delphi consensus study with Australian professionals and employees

The purpose of the research was to conduct a Delphi expert consensus study (with employer, health professional and employee experts) to develop guidelines for the workplace prevention of mental health problems. A systematic review of websites, books, pamphlets and journal articles was conducted; a 363-item survey developed; and 314 strategies were endorsed as essential or important by at least 80% of all three panels. The endorsed strategies provided information on: creating a positive work environment; reducing job strain; rewarding employee efforts; workplace fairness; provision of supports; supportive change management; provision of training; provision of mental health education; and employee responsibilities.

Customer-owned banking in Australia: from credit union to mutual bank

Since the 1990s financial sector regulation in Australia has treated credit unions and building societies the same as banks under the designated title of authorized depository institutions. This allows credit unions to choose between different organizational structures: cooperative; convert to customer-owned banks or to demutualize. This article utilizes semi-structured interviews to analyse the key motivations for organizational change. It examines a number of credit unions and their conversion experience to customer-owned banks. It finds that adaptation of the credit union model was necessary to change customer perceptions, ensure future growth in the customer base and assets, and facilitate access to capital raisings with the credit rating of a bank. Despite this change customer-owned banks retain the core principals of mutuality.

Internationalization of boost juice to Malaysia

This case describes the process that the Australian juice retail chain, Boost Juice, has used to internationalize to Malaysia. The main objective of this case is to demonstrate good practice in regard to internationalization. The case provides the background of the juice bar industry in Malaysia and determines that it is an attractive market for new start-up juice bars. An analysis of Boost Juice's capability determined that the company utilized the skills of its staff, product innovations, branding and marketing as core competencies to support its internationalization into Malaysia. In particular, the company's distinctive capabilities of organizational flexibility, management skill, brand and communication enabled it to convert these core competencies into competitive advantage and secure market share in Malaysia. The Boost Juice franchise process is analysed and the control and management tools that Boost Juice utilized to support its internationalization into Malaysia are identified. © 2014 World Scientific Publishing Co.

Barriers and enablers to safeguarding children and adults within a disability services context: Insights from an Australian Delphi Study

Research conducted in the 1990s revealed the tragic irony that exposure to the disability support system, and particularly to its institutional forms, was a major risk factor related to the neglect and abuse of children and adults with a disability. Subsequently, a range of policies have been introduced to minimize risk. However, recurring events of abuse and neglect in the disability services sector in high and middle income countries demonstrate that processes geared to safeguard children and adults with a disability from abuse and neglect remain insufficient. To establish the wider fabric of organizational factors that contribute to effective safeguarding practices within the Australian disability support sector, a modified online Delphi study was conducted, capturing the views of disability services staff and managers (n=249) regarding barriers and enablers to effective safeguarding. This study identified issues concerning organizational culture, management practice, workforce development, client capacity building and contextual factors. During Round Two of the Delphi, participants were asked to rate the categorized enabler statements according to importance on a 10-point Likert scale, to ascertain the degree of consensus. A total of 262 of the statements were regarded as important or very important. The Delphi result highlighted the considerable gap between the wider systemic and cultural processes that, in the eyes of disability services staff and management, contribute to good safeguarding practice and the safeguarding measures currently in place. The article calls for a holistic approach to safeguarding that addresses procedural issues and to the transformation of the wider systemic and cultural fabric of an organization.

Adopting an active learning approach to teaching in a research-intensive higher education context transformed staff teaching attitudes and behaviours

The conventional lecture has significant limitations in the higher education context, often leading to a passive learning experience for students. This paper reports a process of transforming teaching and learning with active learning strategies in a research-intensive educational context across a faculty of 45 academic staff and more than 1000 students. A phased approach was used, involving nine staff in a pilot phase during which a common vision and principles were developed. In short, our approach was to mandate a move away from didactic lectures to classes that involved students interacting with content, with each other and with instructors in order to attain domain-specific learning outcomes and generic skills. After refinement, an implementation phase commenced within all first-year subjects, involving 12 staff including three from the pilot group. The staff use of active learning methods in classes increased by sixfold and sevenfold in the pilot and implementation phases, respectively. An analysis of implementation phase exam questions indicated that staff increased their use of questions addressing higher order cognitive skills by 51%. Results of a staff survey indicated that this change in practice was caused by the involvement of staff in the active learning approach. Fifty-six percent of staff respondents indicated that they had maintained constructive alignment as they introduced active learning. After the pilot, only three out of nine staff agreed that they understood what makes for an effective active learning exercise. This rose to seven out of nine staff at the completion of the implementation phase. The development of a common approach with explicit vision and principles and the evaluation and refinement of active learning were effective elements of our transformational change management strategy. Future efforts will focus on ensuring that all staff have the time, skills and pedagogical understanding required to embed constructively aligned active learning within the approach.

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.

Enabling organisational cultural change using systemic strategic human resource management - a longitudinal study

The paper reports on a longitudinal assessment of sustained organizational cultural change in the Australian Taxation Office. Results from a major action research change project are provided. A clear finding from this research is that the cultural change had been sustained through the systemic application of strategic human resource management.