Leadership, organisational climate and workplace innovation: a study of factors that enhance workplace innovation in small to medium enterprise

Innovation is a valued organisational asset that may asssist the creation and maintenance of competitive advantage. A number of authors have proposed links between leadership, organisational climate and innovation, and these constructs appear to converge. This convergence led researchers to produce models of the interaction between the three constructs within organisations. It has generally been reported that leadership effects innovation and organisational climate or vise versa. However, to date there is no substantial, direct nor robust empirical evidence to informt his view. This book and detailed study addresses the relationship between leadership, organisational climate and innovation simultaneously. 

Role of the web in marketing and organisational performance

This doctoral study makes a unique contribution by examining both the integration of the Web in marketing, and the influence of this integration on organisational performance. The findings support the view that the marketing function adds value to organisations, but that the Web is not as fully utilised as it might be in Australasia.

Organisational development in local government

To a significant extent, Australian local government CEOs have opportunity to enhance their current understandings of and attitudes towards human resource imperatives such as organisational culture, employee empowerment and non-linear management practices. Improvements in these areas could better achieve organisational results as HR strategy intentions would be aided by congruent applications.

Strategies for learning that empower workers and enable organisational achievement

This research found that : Learning that is part of an existing worker traineeship program empowers workers and enables organisational achievement. The organisation is not yet ready to utilise all the empowered workers who successfully complete the learning program. The prevailing management systems and work structures govern the degree to which the workers can transfer their newly-learned skills to the workplace.

Influences on organisational performance : marketing research, market environment and orientation

Findings demonstrated a strong association between market orientation and organisational performance. However, other associations were marginal with no direct relationship between marketing research utilisation and organisational performance, although this was positively mediated by market orientation. The implications being, organisations need to be market oriented and utilise research information to remain competitive.

Study of culture and organisational change at a TAFE Institute

Barton Institute of Technical and Further Education, a metropolitan Victorian TAFE institute was chosen for the case study. The research methodology included designing and administering a survey and selecting a number of performance indicators.

Examination of the relationship between advanced manufacturing technologies (AMTs) and workforce development activities : implications for organisational performance

This study examines the relationship among organisational performance, advanced manufacturing technologies and workforce development activities. A model of this relationship is proposed with the workplace needs acting as a mediator between technology and workforce development activities. This survey examined the technology and developmental practices of manufacturing companies in Hong Kong.

Factors that predict work ability : incorporating a measure of organisational values towards ageing

This research conducted in an Australian public sector organisation aimed to identify the main factors that predict work ability for employees. According to Ilmarinen's (1999) model of work ability, an individual's work ability is influenced by their general health, attitudes, values and motivation interacting with workplace and other environmental demands. However what is unknown is the influence of value incongruence (i.e. the lack of fit between individual and organisational values), particularly when that incongruence results in age discrimination. This is important in an Australian context where youth and symbols of youth are over-valued in business environments and where older workers themselves perceive age discrimination as the single most important cause of early exit from the labour force.

109 participants completed a survey about work ability. Differences between work ability and health were not found between older and younger workers suggesting that strategies for improving work ability could be targeted at all employees rather than just older employees. However there were significant differences found between older and younger workers on reasons that would influence employees to stay longer in the organisation. Older workers tended to be more influenced by the provision of less demanding work, and positive attitudes towards older workers. Younger workers tended to be more influenced by opportunities to be employed in another section of the organisation, skills training opportunities and career advancement opportunities.

Results from hierarchical regression analyses suggested that good physical and mental health, and low occupational stress related to workplace culture were significant predictors of increased work ability. Results also suggested that occupational stress is likely to decrease with: high work ability and work satisfaction; and high value congruence. Implications for wellbeing programs to include the development of targeted organisational values are discussed.