Taxation in Australian undergraduate accounting courses: a review and case note

This review note outlines and reviews the presence of the subject of taxation in undergraduate accounting courses in Australia. It covers the period 1945–1995. Through the outline and review an explanation is provided of why the subject of taxation was present in the accounting degree in Australia. A review is made of one long-standing accounting degree course to provide a case illustration and explanation of how taxation was located within a degree. Some comparisons are made with UK findings of how and why taxation was located in undergraduate accounting degrees. The rationales for the inclusion of taxation in undergraduate degrees are also explored.     

Incorporating employee resourcing requirements into deployment decision making

Employee resourcing is the process of matching human resource capabilities to the strategic and operational needs of the organization. This is exceptionally problematic in project‐based organizations due to the competing priorities of the project, the individual employee, and the wider succession needs of the organization. This article presents the findings of research examining the human resource management practices that form the key components of the resourcing process. These included, inter alia, human resource planning, recruitment and selection, team deployment, performance management, and human resource administration. Current practices were examined in seven leading construction firms, all of which faced dynamic resourcing priorities. Within an inductive methodology, semistructured interviews were carried out with senior executives, human resource management (HRM) specialists, senior operational managers, and project‐based staff. Based on a synthesis of the promising practices extracted from the case‐study organizations, an innovative approach to project resourcing was developed that aims to balance organizational, project, and individual employee requirements. Team deployment resides at the center of resourcing process for the project‐based organization as it determines the success of the project, which in turn determines the competitiveness of the organization. Long‐term planning and employee involvement enable team deployment to integrate with other elements of HRM effectively and thus help to balance the organizational strategic priorities, project requirements, and individual employee needs and preferences.     

Political constraints, organization design and performance measurement in China’s state-owned enterprises

This study develops a theoretical model to test how political constraints on labor decisions mediate the effects of economic liberalization forces on aspects of organizational design such as delegation, performance measurement, and incentives in Chinese state-owned enterprises. Hypotheses tests using a large survey of divisional managers generally confirm the model: that the influence of three liberalization forces (industry level growth and foreign firm competition, joint venture experience and stock market listing) on organization design is mediated by political constraints.     

How the Hungarian State-owned Banks were Privatised

Hungary was the first transition economy to complete the process of privatisating state banks. This article outlines this process in the light of the economic and financial pressures after 1989, which had severely weakened the financial condition of these banks. It describes the ways in which bank balance sheets were consolidated by state-underwritten loan write-offs and injections of capital within a new legislative framework. The main privatisations are described in a set of mini-case studies. The process was effectively complete by end-1997. The EBRD was closely involved as adviser and investor, significant revenue was generated for the state (albeit much lower than the consolidation support required), foreign strategic investors were attracted and no major financial institution had to be liquidated. Despite the attendant controversy and scandal, the Hungarian experience offers useful lessons to other transition economies which have yet to seriously address this issue.     

Successful New Product Development: A Capital Budgeting Perspective

Several studies have emphasized the relationship between process and outcome in New Product Development (NPD). A key process which often appears to be performed less than satisfactorily in NPD is business and financial evaluation. This paper applies a capital budgeting perspective to NPD. It briefly explains “best practice” in project appraisal and suggests a link between the degree of capital budgeting “sophistication” and NPD performance. Evidence from a small sample of firms indicates that both size of capital budget and “sophistication” are significantly associated with ongoing success in NPD.     

Strategic Response to a Volatile Environment: The Case of Cross-Cultural Cooperative Ventures

Unlike free-standing companies, joint ventures involve more complex governance structures and organizational systems. Because of interpartner dependence in the managerial process, it is more difficult for joint ventures to configure their strategies with environmental dynamics. Without such configuration, however, joint ventures will suffer from operational instability and resource misallocation. This study assesses the strategic response of joint ventures to a dynamic environment. Based on a survey of top managers in international joint ventures (IJVs) in China, it is found that managerial perceptions of increased environmental complexity and hostility are positively related to an Analyzer strategy. Proactive and Defensive strategies are either negatively or non-significantly linked with perceived environmental dynamics. Further, the Analyzer strategy is associated with superior performance for IJVs in the context of an emerging economy.     

Professional conduct and professional misconduct: A framework and its application to the accounting profession

Recently there has been increased attention paid to the behaviour of those who call themselves professionals. The idea of acceptable professional conduct incorporates the expectations of a number of groups affected by the activities of professionals. The framework of professional behaviour considered acceptable at a point in time is an equilibrium among these groups' expectations. This paper argues that shifts in the expectations of any of these groups will disturb this equilibrium. This process of disequilibrium and change leads to altered views of professional behaviour. Professional misconduct or unprofessional behaviour, that is, the failure to meet expectations, is inherent in the underlying framework of a profession.The framework is applied to the public (chartered) accounting profession, where the interacting groups are accounting professionals, their clients and the general public. Current issues of debate about professional behaviour are identifiable as consequences of altered expectations about acceptable behaviour. Acceptable conduct has become misconduct (and vice versa) and written rules of conduct conflict with unwritten rules.The paper concludes with two interrelated issues for further research. A new equilibrium is considered; and permanent change in the framework of the professions, the groups in the professional structure and the mechanisms of their interaction, is addressed.Ann Neale is a lecturer at The University of Auckland. Her research interests include the accounting profession, gender issues in accounting, in particular the position of women in the accounting profession, and professional ethics.