Integrated natural resource management in Australia: the opportunity offered by a national coastal policy

Under the Australian Constitution the management (and planning) of Crown Land is a State and Territory Government responsibility. When this is considered in conjunction with the Offshore Constitutional Settlement, which affirmed that coastal waters out to three nautical miles (in general) offshore were also the responsibility of State and Territory Governments, then clearly coastal management in Australia is largely a State/Territory responsibility.

Beyond three nautical miles it is a different story. Under the United Nations Law of the Sea Convention (UNCLOS), which Australia ratified in October 1994, Australia claims jurisdiction out to 200 nautical miles and beyond (Wescott, 2000). These waters cover an area including the Antarctic claim of over 15 million square kilometres or twice the land area of Australia.

Hence in marine and coastal terms we have the national (Commonwealth) Government managing the oceans and seven State and Territory governments largely in charge of coastal management (coastal land and coastal waters). Heading "up river", State and Territory Governments plan and manage catchments.

Given the uncoordinated relationships between Australian coastal management policy and both catchment management policy and Australia's Ocean Policy (Commonwealth of Australia, 1998a and b), the Commonwealth Government's commitment to a "National Coastal Policy" presents an opportunity to progress the integration of natural resources management for the first time in decades.

The role of human resource management (HRM) in Australian-Malaysian joint ventures

This article examines human resource management (HRM) for successful Australian-Malaysian joint ventures (JVs), on the basis of survey data and case studies. The findings suggest that each phase of JV development had its own pattern of HR practices. Three phases of development were distinguished - initiation, transitional, and maturational. The first phase involved selecting, recruiting and training a skilled workforce and formulating rudimentary human resource policies. Cultural differences were most marked in this phase. The second phase, after three years of operation, involved evolution of human resource policies better suited to local conditions, and more polycentric management staffing. The final phase, after six years of operation, saw the development of a distinctive human resources system, and the minimisation of cultural differences as an operational issue. In this phase there was also a move to more geocentric management staffing.

Environment, resource sustainability and sustainable behaviour: exploring perceptions of students in South West Victoria

The movement toward a sustainable future has begun in many parts of the world, as the seriousness of the environmental problems faced by the planet become more widely recognised. Waste reduction, improved efficiency of energy use, water saving devices and changes in modes of transport are the first steps in the transition to a sustainable future. The students of today will be the decision makers of tomorrow and, thus, can have a significant effect on future development and the environmental
impacts of that development. If students today are to become active participants in the environmental decision-making process, education for sustainability becomes a key component in ensuring sustainable futures. There is a need to establish data describing students’ attitudes toward environmental and resource sustainability issues so that challenges to implementing sustainable development policy can be better recognised. The aims of this study were to identify the perceptions of students in
the south west region of Victoria regarding environment and resource sustainability, and to identify their level of participation in sustainable behaviours. A survey of students has found that global environmental issues perceived by students as being in urgent need of attention were access to freshwater, loss of tropical rainforest and exhaustion of natural resources. At the local level the most urgent issues identified were water pollution, salinization and soil degradation, and clearing of native vegetation. Students perceive that Australians are overusing natural resources. They indicated particular concern for the sustainability of fossil fuels, water, coastal environments and fisheries resources. The results of this study indicate that students are responding to concerns for the environment and resource sustainability by embracing some forms of sustainable behaviour. However, as educators we need to ensure that
the link is made between environment and resource sustainability and the implementation of policies that will further encourage sustainable behaviour.

File replacement algorithm for storage resource managers in data grids

The main problem in data grids is how to provide good and timely access to huge data given the limited number and size of storage devices and high latency of the interconnection network. One approach to address this problem is to cache the files locally such that remote access overheads are avoided. Caching requires a cache-replacement algorithm, which is the focus of this paper. Specifically, we propose a new replacement policy and compare it with an existing policy using simulations. The results of the simulation show that the proposed policy performs better than the baseline policy.

Market research effectiveness : the effects of organisational structure, resource allocation and strategic type

According to the marketing literature and marketing textbooks, market research is required for successful marketing. However organisations differ in the way they both manage and resource their market research. This study hypothesised that market research effectiveness would be a function of internal research buying expertise, resource allocation and strategy. The research was conducted among a sample of 240 Australian marketing managers. Market research effectiveness was measured in terms of a) decision making support, b) contribution to marketing strategy, c) leveraging customer and competitor data, d) its ability to represent the "voice of the customer" and finally, e) bolstering the role of the marketing group and marketing manager within the organisation. The findings showed that having dedicated internal market researchers and allocating internal and external resources to the research function enhanced market research effectiveness. It was also found that organisations with an entrepreneurial strategic orientation were more likely to see value in the market research function, with these organisations being less likely to use market research for internal political purposes.

E-Commerce, human resource strategies, and competitive advantage: two Australian banking case studies

Service organizations need to consider in depth the human resource management (HRM) strategies that will enable them to achieve sustained competitive advantage in the e-commerce era. This paper analyzes the HRM strategies developed to accommodate the changing customer service practices associated with B2C e-commerce in the retail banking sector. Based on case study data, it describes how two banks in Australia, one large, the other small, have linked their e-commerce strategies with their overall business strategy, and the extent to which their HRM strategies have helped them to utilize their e-commerce capability to achieve sustained competitive advantage.