Determinants of electronic commerce adoption in small businesses in New Zealand

The findings of this thesis suggest that the inexpensive nature of eCommerce, the extent of CEO innovativeness, the need to remain competitive, the relevance of the Internet to the type of business, the SME's size and the apparent compatibility of eCommerce in business were the only determinants of eCommerce adoption in SMEs in New Zealand.

New Zealand Boards of Trustees' selection of primary school principals

This study's investigation of selection practices of principals by governing boards showed gendered preferences dominated even within a policy environment of equal opportunities. Boards influenced my market values did select the 'best person for the job' and many women were appointed because equally competent men were unavailable.

Business community partnerships in New Zealand : understanding experiences of 'partnership'

This research examined business community partnerships that address social issues. The study demonstrated that 'pragmatic' versions of partnership are more concerned with the self-interests of the stakeholders, rather than shared community concerns. The findings highlight trust, power and the negotiation of mutual interests as critical issues to understanding business community partnerships in the NZ context.

Australia, New Zealand and Pacific security : a constructivist comparison

This thesis presents a comparative analysis of Australian and New Zealand foreign policy in the Pacific with particular emphasis on the Bougainville and Solomon Islands peace interventions. Through a constructivist lens, it argues that New Zealand's policies have been more effective and culturally appropriate than Australia's in recent years.

New Zealand higher education in the age of technological convergence

There are competing discourses within New Zealand higher education on the impact of the converging 'forces' of technology, globalisation and corporatisation. Educational leadership in NZ exhibits a demonstrably weaker response compared with the literature and elsewhere. The current behaviour of media organisations may be indicative of any future educational response.

New Zealand's perfect storm of entrepreneurship and economic development

Applying a grounded-theory approach to analyzing the Global Entrepreneurship Monitor (GEM) data, we attempt to explain why New Zealand exhibits only a moderate level of economic development despite its high level of entrepreneurship. By statistically analyzing why 34 other countries in the 2005 GEM dataset exhibit small deviations from the classical quadratic curvilinear relationship between entrepreneurship and economic development, we develop a better understanding of the entrepreneurial framework conditions underlying New Zealand’s large deviation from this trend line. Based on our findings from the GEM data we make policy recommendations that could aid in moving New Zealand (and other countries) closer toward the trend line and thus promote economic development.

A principal components analysis of New Zealand Board compostion : factors that influence an export strategy

Principal Topic Internationalisation strategies are important for company expansion because New Zealand, with its four million people, has such a small market. There may or may not exist ”agency costs” in the use of Outside Directors. Ownership patterns may also influence Internationalisation.

Methodology/Key Propositions This study uses Principal Component Analysis both in a grounded theory approach and in a confirmatory approach.

Results and Implications We find evidence that in New Zealand, contrary to some previous research elsewhere, outside Directors actually have less influence on Internationalisation than Inside Directors. Private ownership also seems to have a greater association with Internationalisation than other ownership types. A highly reliable sample of 1989 New Zealand company directors showed that such factors as gender, age and location and even industry sector were irrelevant. Two factors were important in explaining whether a company goes off-shore. These are the size and magnitude of the company as well as the ownership type and role of the CEO. In essence, this study validates New Zealand’s present strategy of ”picking winners”, that is, selecting firms based upon factor components. This study adds strength to that strategy because it identifies the concrete components that should be taken into account when picking companies for special treatment, e.g. export promotion.

Impact of board composition and ownership on internationalisation strategy amongst small New Zealand firms

Internationalisation strategies are important for company expansion because New Zealand, with its four million people, has such a small market. Nonetheless, there mayor may not exist ;"agency costs" in the use of Outside Directors. Ownership patterns may also influence Internationalization Strategy. Using Binary Correlation, N-Way Cross-Tabulation, and Principal Component Analysis, we find evidence that Outside Directors have less influence on Internationalisation Strategy than Inside Directors. Family ownership also seems to have a greater association than non-family owned companies. Despite substantial limitations, the methods and models proposed seem to have some utility in examining the association of Internationalisation Strategy with Board Composition and Ownership Patterns.

An empirical and logical exploration of the strategic compatibility of best practice and product innovation : preliminary insights from Australian and New Zealand manufacturing industry

In an attempt to enhance debate focused on an established academic controversy, this study re-investigated selected data from the 1994 AMC survey of Australian and New Zealand manufacturing practices to test the hypothesis that best practice and product innovation may be incompatible generic business strategies. A modification of Robert G. Cooper’s Stage-Gate product development model was used as a theoretical framework to create a measurable construct of ‘product innovation’ as a strategy and compare two groups: firms committed to a best practice strategy (BPs) and firms not utilising best practice (Non-BPs). Eight variables were scrutinised. After logical critique was added to statistical data analysis, four major insights emerged.

(1) Tests yielded several statistically significant but substantively inconclusive results because both studied groups had nearly identical profiles in rating innovation as the factor of lowest importance to commercial success and because the definitional framework which guided construction of the survey instrument treated innovation as a second-order issue. (2) Currently, best practice and product innovation are logically incompatible by definition. (3) Even if the definition of best practice were changed, it is likely that the additional key process of innovation would remain incompatible with the existing key process of benchmarking. (4) However, until the definition of best practice does make an attempt to include innovation as a key process rather than an outcome, testing any hypothesis of strategic compatibility between a best practice focus and an innovation focus will be both empirically difficult and logically unnecessary.