Enterprise Bargaining and Productivity in Australia: What do We Know?

There appears to be widespread consensus, at least in industry and government, that enterprise bargaining has been beneficial for productivity. Many academics, however, have argued that the link between bargaining structure and workplace productivity is a contentious one, and that research has been unable to establish a relationship. The present paper re-examines the existing evidence. The review reinforces the need to exercise caution before asserting that enterprise bargaining is necessarily beneficial for workplace productivity. The main conclusion that emanates from this review, however, is not the absence of a clear-cut finding, but how poorly developed the relevant research literature is.     

Emotional and interpersonal competencies and leader development

A variety of recent leader development programs have focused on improving leaders' emotional and interpersonal competencies. Decades of leadership research suggest that these “people skills” are crucial for leader effectiveness. This paper reviews the history of these leader development programs as well as research on emotional and interpersonal competencies. Suggestions for grounding leader development programs in sound research on emotional and social competencies, as well as an agenda for future research on the development of leader emotional and interpersonal skills, are provided.     

Careers in public sector science: orientations and implications

There is consensus that the world of science is changing (Ziman, 1994; see for example Nowotny et al., 2002). The environment in which scientists work is typified now as increasingly dynamic, managerialist and commercialised. This paper focuses on how scientists within different organisational and national contexts understand and enact their careers in the face of such changes. Based on empirical work in the UK and New Zealand, this paper introduces four career orientations evident in the career accounts of these participants. The categories are further analysed in terms of the key drivers to career: science, the organisation and the individual. Implications for career management are discussed in each section. In conclusion, the paper makes two related contributions. First, the evidence presented poses a challenge to highly individualised notions of the career actor central to current career thinking, instead revealing scientists' continued attachment to old institutional arrangements alongside new and emerging ways of understanding career. Second, with reference to the issue of career management of research scientists, the study highlights the need for those involved in management to look beyond employing organisations to other life interests, and science itself. It argues the need for those involved in career management to recognise the variety of legitimate ways to run a scientific career.     

Going short‐term or long‐term? CEO stock options and temporal orientation in the presence of slack

Research summary: We draw on behavioral agency theory to explain how decision heuristics associated with CEO stock options interact with firm slack to shape the CEO's preference for short‐ or long‐term strategies (temporal orientation). Our findings suggest CEO current option wealth substitutes for the influence of slack resources in encouraging a long‐term orientation, while prospective option wealth enhances the positive effect of slack on temporal orientation. Our theory offers explanations for non‐findings in previous analysis of the relationship between CEO equity based pay and temporal orientation and provides the insights that CEO incentives created by stock options (1) enhance the effect of available slack upon temporal orientation and (2) can both incentivize and de‐incentivize destructive short‐termism, depending upon the values of current and prospective option wealth. Managerial summary: We explore how compensation design can play a role in affecting the CEO's preference for short‐ or long‐term strategic projects. When the CEOs have accumulated option wealth, they are more likely to invest in the long term. Yet when they have a large number of recently granted options with the potential to generate significant wealth in the event of successful risk taking, the CEO is more likely to prefer the short term in order to achieve personal wealth gains more quickly. The more liquid assets the firm holds, the weaker both of the aforementioned effects. An implication for boards is that they should anticipate CEO short‐termism if the CEO has been granted new options, underlining the potential negative consequences of option compensation. Copyright © 2015 John Wiley & Sons, Ltd.     

The impact of a changing financial climate on a UK local charitable sector: voices from the front line

Forced to compete with private and public sector providers, charities experience tensions as the quest for a more commercially-oriented position may conflict with their social imperative. Little attention has been given to understanding the experiences of local charities as service providers. This paper captures the reactions of those working on the charity front line.     

Changing Perceptions of Maturity Mismatch in the U.S. Banking System: Evidence from Equity Markets

We use the sensitivity of bank holding company equity returns to market interest rates as an indicator of perceived maturity mismatch. Based on data from 1990 to 2009, there is only weak evidence that market participants perceived banks to be effectively short‐funded. However, looking at 1990–1996 and 1997–2009 subsamples separately, our results suggest that U.S. commercial banks were perceived as short‐funded during the earlier time period but not the later. During this time of changing perceptions of maturity mismatch, banks were increasing their holdings of real estate loans as a share of total assets. We present evidence that, subsequent to 1996, market participants perceived real estate loans as having become effectively shorter‐term.     

Reducing visitor car use in a protected area: a market segmentation approach to achieving behaviour change

This research uses a market segmentation approach to reducing transport-related environmental burdens from visitors, while maintaining economic benefit. The approach was tested in the Lake District National Park (UK). It aimed first to explore visitor transport behaviour using a social psychological framework, to understand what might best predict desired behaviour change (i.e. reduced visitor car use). Second, it developed and tested different types of marketing messages to reduce car use, based on persuasive communication theory, establishing marketing propositions appropriate to different visitor types and market segments. Third, it identified market segments with both a high propensity towards positive behavioural change and the highest economic contribution to the destination. The work is based on Ajzen's Theory of Planned Behaviour and on persuasive communication. Three hundred and ninety completed questionnaires were obtained. The paper emphasises the importance of context in successful communication to influence behaviour and shows that a market segmentation approach to behavioural change can be successful. Complex patterns of visitor mobility and modal choice emerge. For example “New Explorers” and “Familiar Families” are most likely to reduce their car use (45% and 48% respectively) and less likely to perceive this as difficult.     

Towards sustainable tourism planning in New Zealand: Monitoring local government planning under the Resource Management Act

In the light of the increasing pace and scale of tourism activity in New Zealand, the concept of sustainable tourism has become a key ingredient in the nation's tourism strategy. This paper explores sustainable tourism planning in New Zealand at the level of local government, and in particular, focuses on the implementation of the Resource Management Act 1991 (RMA) as a mechanism for achieving sustainable tourism. Using the findings of a survey of Regional Councils and Territorial Local Authorities, the paper explores public sector planning responses to tourism impacts and sustainability concerns in New Zealand. The paper extends the earlier work of Page and Thorn (1997. Towards sustainable tourism planning in New Zealand: public sector planning responses. Journal of Sustainable Tourism 5(1): 59-77; 2002. Towards sustainable tourism development and planning in New Zealand: the public sector response revisited. Journal of Sustainable Tourism 10(3): 222-238), which identified major issues of concern at local council level with regard to tourism impacts and argued the need for a national vision for tourism to ensure that the RMA achieved its original goals. Since then, a national tourism strategy has been published and changes in legislation have further empowered local authorities to further progress the sustainability agenda. This paper examines these developments and the ensuing implications, concluding that significant progress has been made in developing tourism policies at the local level, but that a number of constraints and issues limit the development of New Zealand as a sustainable destination.