Resistance: a medium for the successful implementation of technological innovation

Resistance to change has long been recognised as a critically important factor that can influence the success or otherwise of implementing any 'technological innovation. Information technology (IT) focused interventions, for example, business process re-engineering (BPR) and enterprise resource planning (ERP), are often quoted as examples of costly failures, with reported levels of dissatisfaction ·with strategic IT investments ranging from 20-70 percent and that employee resistance was to blame. The intention of this chapter is to rethink resistance. The author suggests that resistance remains to this day a complex, multifaceted phenomenon that continues to affect the outcomes of change, both negatively and positively. Although research has procured a solid understanding of resistance- and the benefits that can accrue to an organisation through its proper utilisation, it appears that the classical adversarial approach remains the dominant means ofmanaging resistance because such learning is not reflected in modern management techniques. The author concludes that as companies in every industry are now translating the power and possibilities 0/ e-business into strategic and operational realities, newapproaches in change managementare required to help organisations to understand the complex dynamics o/technological innovation and especially the multifaceted nature o/resistance.

C-direct: a family business

A business is a multifaceted organism; made up of mutually dependent employees whose connection to each other is largely dependant on their role within the entity. Being in a family is a very similar experience. So when family and business interact, managing both can be a challenge. This case study focuses on issues that contribute to a successful family business infrastructure, and the issues and trends that they identify as significant - for example, the importance of a succession plan within the family business environment.

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.

The Genua brothers: a family at the crossroads

Managing the family business is a timely and thought provoking book that should encourage greater debate about where family businesses are going and what issues are paramount. The editors have made a consious attempt to invite and encourage academic and industry practitioners to contribute chapters.

Entrepreneurial opportunities on the internet

This chapter highlights and discusses entrepreneurial opportunities on the Internet. It provides a brief introduction to entrepreneurship, examines the characteristics of entrepreneurs, and talks about cyber entrepreneurs. It includes a case study which demonstrates the opportunities and challenges of cyber entrepreneurship. The case study illustrates the ease of setting up a business on the Internet by the younger generation with little capital and resource requirement. It highlights the fact that an intensive marketing campaign, perseverance, and some technical knowledge are important traits of cyber entrepreneurs. The other issues apparent from the case study are an opportunistic mindset, innovation, and the ability to create value where there was none before.

Banking regulation and market forces in Australia

The purpose of this paper is to use Kane's notion of the regulatory dialectic to analyse the changing nature of bank regulation in Australia. Throughout Australia's economic history, economic regulation of the Australian banking system has not been static but has responded to changes in technology, market forces, and the behaviour of regulated institutions. From this analysis, some inferences about general banking principles and policy can be made.

Buxton silver gum reserve: using geographic information systems to investigate historic change in site integrity

Eucalyptus crenulata is a rare species known from only two populations. The Buxton Silver Gum Reserve was set aside in 1978 for the conservation of the species, but this objective may be compromised by changes in the integrity of the landscape immediately surrounding the Reserve. A time sequence of aerial photos and Geographic Information Systems technology has been used to identify patterns of landscape change, and aid in determining appropriate management strategies to minimize negative impacts caused by landscape fragmentation and habitat exposure

On the edge: how well do fire mitigation strategies work on the urban fringe?

The reduction of loss of lives and assets during bushfire is one of the primary aims or lire management agencies. Traditional fire mitigation strategies include strategic fire hreaks, static water points, management of ignition sources, rapid detection and local response, air attack, and fuel reduction burning. There have been few quantitative studies that assess the success or these strategies. We need to promote 'new' strategies more focused on human hehaviour and community preparedness.
DeJcndable space provides our best strategy for reducing losses during major bushfires. The size or the defendable space depends on the type of house to be defended, who is defending it, and the spatial context of the property. In the urban fi'inge, remnant vegetation on private property often has
high conservation values, and application of traditional mitigation strategies, as well as the vegetation modification required to achieve defendable space, may have significant impacts on conservation and biodiversity values.

Does firefighting foam affect the growth of some Australian native plants?

Firefighting foams (Class A foams) are an effective and widespread firefighting tool, and are frequently used in environmentally sensitive areas. They are known to be ecologically damaging in aquatic environments; however, their impacts at the plant species or ecosystem level are relatively unknown. Reports of shoot damage to plants, suppressed flowering and changes in plant community composition suggest that the environmental damage caused by their use may be unacceptable. Applications of four levels of foam to seedlings of seven Australian plant species, from five representative and widespread families, showed no detectable impacts on a range of vegetative growth characteristics. The results are encouraging for continued use of firefighting foam in sensitive natural habitats.

Training quality managers-do they practice what they preach?

This paper discusses the personal and professional development needs of Quality Managers. It has been presumed that training is the most important factor to improve quality, once commitment is present. This paper poses the question as to whether Quality training is objectively, systematically, and continuously performed in Australia. In previous research by the authors, it was ascertained that training is often initiated by individuals and provided by private providers as directed by the client. It is of interest to determine if the two largest professional associations for Quality, Australian Organisation for Quality (AOQ) and SAI (Global) perform in this respect. Questions of interest included: what do they offer; how do they determine the needs of their members; who provides these programmes; how do they communicate these programmes to their members; how do they evaluate the success or otherwise of their programmes; and by what process of evaluation do they determine future needs. These data have been collated and analysed and it is concluded that a specifically designed and comprehensive training needs analysis for Quality Managers is being neglected and that the initiation for professional development remains with the individual.