Best practice business to business survey: research recruitment for the MCM

This is a Report on research which investigated methods to encourage business compliance with requests from the Australian Bureau of Statistics to participate in a business survey relating the Management Capabilities.

Geelong region survey of business trends 2014

The Deakin Business School and the Geelong Chamber of Commerce undertook a survey of business confidence and industry activity in the Geelong region in 2014. The main objectives of the research were to measure current and future business confidence, activity, and profitability and to provide information relevant to the needs of businesses and industry for planning and other purposes. Information wascollected by an on-line survey of 1,571 businesses with 194 usable responses representing a 12.3% response rate. The findings are relevant to responses frombusinesses registered with the Geelong Chamber of Commerce and the Geelong Central Marketing group. The report contains information about business activity, perceptions about the future of business in Geelong and the barriers that have to be addressed to ensure success.

Geelong business trends survey 2015

The Geelong Business Trends Survey is conducted by the Deakin Business School and the Geelong Chamber of Commerce. It reports on general business confidence, business performance, business and industry-specific sentiment, and on other issues relevant to Geelong businesses.

Generational and cultural indicators of technology and innovation in family business

The internet revolution has affected everybody in some way. Technologies used in business range from telephones to industry-specific machinery. Mostly though, business technology has come to mean the internet. In literature concerning innovation and the adoption of technology in business, research invariably centres on small to medium businesses (SI'v1Es), as these can be defined reasonably easily. Statistics on family businesses are limited, however, because family businesses are so difficult to categorize and define.

The Australian Family Business Survey of 1993 (Institute of Chartered Accountants) determined that family business is the largest form of business ownership in Australia and represents 83% of all business enterprises, although Basu (2004) believes that over two thirds of all world-wide businesses are owned or managed by families and around half of all businesses in Australia are family businesses. The Australian Institute of Management (AIM) (2004) states that the wealth of family and private businesses is estimated at $3.6 trillion and that family firms generate 50 per cent of Australia's employment growth, account for 40 per cent of Australia's private sector output, and are a seed bed for innovation and the information of large companies.

The difficulty in defining a family business is heightened because family businesses can take many forms ranging from sole traders to private companies to public companies. Hence, when talking about family business, you could be referring to the sole trader dealing with organic produce to an IT organisation employing hundreds of staff. Basu (2004) thinks that while ordinarily, in non-family businesses, the business and family domains remain separate, the key distinctive characteristic of family businesses is that family members work together for economic purposes. In other words, the family is not merely a social unit but also an economic unit. Craig and Lindsay (2002) believe that family involvement in the business is what makes the family business different... researchers, however, cannot seem to agree as to what constitutes 'family involvement' in a business so that it can be defined as a family business and that family business is ... a business that is governed and/or managed with the intention to shape and pursue the vision of the business held by a dominant coalition that is controlled by members of the same family or a small number of families in a manner that is potentially sustainable across generations of the family or families.

Segmenting Australian online panellists based on volunteering motivations

Purpose– The purpose of this paper is to seek to assess whether online commercial panel volunteering can be segmented based on their motivations, using the volunteer functions inventor. The authors also investigate whether segments exist which differ in demographic characteristics.Design/methodology/approach– The authors survey 484 Australian online panel volunteers using a adapted version of the 30 item of the volunteer function inventory (VFI) scale developed by Clary et al. (1998). Data were analysed using confirmatory factor analysis (CFA) and cluster analysis, as well as ANOVA and χ2 test comparisons of demographics between clusters.Findings– CFA verifies that the VFI scale is suitable instrument to gauge online participants’ motivations. Cluster analysis produced a five-cluster solution, where respondents with low motivations overall comprised the largest grouping. Segments are interpreted by assessing the difference between the total sample average and the segment profile. The examination also identifies that the only demographic factor that varies across the five clusters is “respondents” employment status”.Research limitations/implications– Future research could explore if differences in segments result in differences in online participation. The high number or respondents with low motivations may explain the relatively high levels of churn that take place within online panels and as a result panel operators would need to continually attract new members. Further research could also investigate whether the levels of motivation change over time and if so what effect such variation would produce on respondents’ retention.Originality/value– Research on online panel respondents’ motivation is still limited and investigating online panellists’ motivation as volunteers is very important as it unveils, as in the study herein reported, that alternative types of respondents may be driven by different factors when joining an online panel (or completing a given survey). Recruitment strategies could, therefore, be shaped to suit the motivation of the different segments. By refining the matching between volunteers’ profiles and their motivation, managers could improve how volunteers are recruited, managed and retained.

Damaging and daunting : female journalists’ experiences of sexual harassment in the newsroom

Female journalists’ experiences of sexual harassment are barely documented in the literature about Australian news journalism despite evidence of its ongoing prevalence. There have been some stories of harassment detailed in autobiographies by female journalists and the occasional article in the mainstream media about individual incidents, but it wasn’t until 1996 that a union survey provided statistical evidence of an industry-wide problem. That Media, Entertainment and Arts Alliance survey found that more than half of the 368 female participants had experienced sexual harassment at work. In 2012, I conducted the largest survey of female journalists in Australia finding that there was an increased number of respondents who had experienced sexual harassment in their workplaces. In a bid to better understand female journalists’ experiences of sexual harassment, this paper analyses written comments made by survey participants in relation to key questions about harassment. It finds that most downplay its seriousness and do not make formal reports because they fear victimisation or retaliation. As a consequence, a culture of secrecy hides a major industry problem where many women believe they should work it out themselves and that harassment is the price they have to pay for working in a male-dominated industry.

Interviewer experience, vocal skills and the recruitment of telephone survey respondents

Although telephone interviewing is the main market research method used in Australia, response rates are often low and possibly declining overall. Interviewers are the means by which respondents are recruited and it was hypothesised that their verbal skills and experience would affect response rates. Using data from four market research companies, interviewer experience was shown to be positively related to strike rate (interviews per hour). Apart from having a discernible accent which dampened strike rates and increased refusals, other verbal characteristics had only a weak effect on response rates.

Technical efficiency in Australian textile and clothing firms: evidence from the business longitudinal survey

This paper estimates technical efficiency of Australian textile and clothing firms based on the data obtained from the Business Longitudinal Survey (BLS) conducted by the Australian Bureau of Statistics (ABS). Using a Cobb Douglas stochastic production frontier the paper examines firm level technical efficiency in the time varying inefficiency effect model with technical inefficiency effects assumed as an independently distributed truncated normal variable. Estimates of the production frontier revealed significant but small elasticities of labour and capital for textile and clothing firms, respectively, and a negative (but insignificant) Hicks neutral technical change for both. Estimated coefficients of the explanatory variables for inefficiency effects indicated that technical efficiency varied significantly according to firms’ age, size, capital intensity, proportion of non-production to total workers and type of legal status. Predicted firm specific efficiency varied from 16 per cent to 95 per cent and mean efficiency ranged between 30 to 70 per cent. In view of these results policies have been suggested to improve technical efficiency of the firms as well as productivity growth of the sub sectors.

The recruitment and selection of vice-chancellors for Australian universities: an overview

This paper is based on recent Ph.D research. Recruitment and selection practices for appointing Vice Chancellors (VC's) of Australian Universities were examined. The methodology employed involved the use of a survey instrument administered to present and former VC's, Chancellors and members of selection panels, supplemented by interviews. Public domain material was also extensively used. Some key results of the research are reported, including the importance of informal processes such as networking in the selection ofVC's, the key role played by Chancellors, and the continued practice of appointing VC's from within academia rather than the private sector. This is in spite of evidence that the role of the VC has changed to one of strategic planner and business manager rather than the more traditional role, in the context of a rapidly changing external environment.

Small business perceptions of postal and online survey research

Concerns over the overall cost of marketing research and the cost per usable response have in large measure caused marketing practitioners to turn to online marketing research techniques, either as a solus technique, or in a mixed mode application. However, the use of e-mail and mixed mode surveys such as postal invitations to complete online questionnaires present both familiar and new issues, as the extant literature illustrates. This paper examines an earlier study before reporting findings from the present study, which employs a method that ascertains the probability of commissioning four survey research methods, described in scenarios and delivered using e-mail and the World Wide Web (Web). It is evident that while perceptions of e-mail, the Internet, and privacy have changed since early use of the Internet and more particularly the World Wide Web, and there is acknowledgement in the literature concerning the lower costs and faster response speeds of online marketing research, small businesses do appear to discriminate in favour of targeted online survey methods over postal surveys, portrayed as scenarios in this study, but that this perception does not apply to all hybrid survey modes.

Vice chancellors for the 21st century? A study of contemporary recruitment and selection practices in Australian universities

This article is based on recent Ph.D research. The practices for appointing Vice Chancellors (VC's) in Australian Universities were examined, together with the changing role of the VC and new demographic patterns in VC backgrounds. A number of other issues were also examined, including the training and preparation of VC's, mentoring and the changing skill base required to be effective in the role. In addition, the paradox was investigated of appointing academics from the ranks of individuals with non-business backgrounds, to run large enterprises which are being compelled to adopt an increasingly business-oriented focus. The methodology employed involved the use of a survey instrument administered to present and former VC's, Chancellors and members of selection panels, supplemented by interviews. Representatives of the Australian Vice Chancellors Committee (AVCC) and consultants operating in the academic field were also interviewed. In addition, extensive use was made of public domain material. The research was mainly qualitative in nature. However, use was also made of descriptive statistics to provide an insight into how higher education in Australia is changing and to analyse survey findings. Some key results of the research are reported, including the importance of informal processes such as networking in the selection of VC's, the key role played by Chancellors, and the continued practice of appointing VC's from within academia rather than the private sector. This is in spite of evidence that the role of the VC has changed to one of strategic planner and business manager rather than the more traditional role, in the context of a rapidly changing external environment. Suggestions are also made for ongoing research in the area.

The recruitment and retention of Indigenous criminal justice agency staff in an Australian state

In Australia, as in other countries that have experienced colonisation, indigenous people are massively overrepresented in all stages of the criminal justice system. If criminal justice agencies are to provide culturally responsive and effective services to this group, it is important that they employ significant numbers of indigenous staff across all levels of their organisations. Despite the positive intentions of many justice agencies to increase the proportion of indigenous staff members they employ, the numbers remain low. In this article, we explore some of the possible reasons for this by reporting the results of focus groups conducted with existing indigenous justice agency employees. The employees raised a number of issues relevant to recruitment and retention. These are discussed in terms of their potential value in improving justice agency indigenous recruitment and retention strategies.