2020 |
Burgess J, Connell J, 'New technology and work: Exploring the challenges', Economic and Labour Relations Review, 31 310-323 (2020) [C1]
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2020 |
Prikshat V, Montague A, Connell J, Burgess J, 'Australian graduates work readiness deficiencies, causes and potential solutions', Higher Education, Skills and Work-based Learning, 10 369-386 (2020) [C1]
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2020 |
Dhakal SP, Nankervis A, Connell J, Burgess J, 'Challenges of caring for the aged: Attracting and retaining aged care assistants in Western Australia', AUSTRALASIAN JOURNAL ON AGEING, 39 E573-E577 (2020) [C1]
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2020 |
Kumar A, Connell J, Bhattacharyya A, 'Co-opetition for corporate social responsibility and sustainability: drivers and success factors', SUSTAINABILITY ACCOUNTING MANAGEMENT AND POLICY JOURNAL, (2020)
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2019 |
Nankervis A, Connell J, Cameron R, Montague A, Prikshat V, ''Are we there yet?' Australian HR professionals and the Fourth Industrial Revolution', ASIA PACIFIC JOURNAL OF HUMAN RESOURCES, 59 3-19 (2019)
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2018 |
Ananthram S, Xerri MJ, Teo STT, Connell J, 'High-performance work systems and employee outcomes in Indian call centres: a mediation approach', PERSONNEL REVIEW, 47 931-950 (2018)
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2018 |
Ananthram S, Teo STT, Connell J, Bish A, 'Control and involvement HR practices in Indian call centres: still searching for answers', ASIA PACIFIC JOURNAL OF HUMAN RESOURCES, 56 196-215 (2018)
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2018 |
Dhakal SP, Connell J, Burgess J, 'Inclusion and work: addressing the global challenges for youth employment', EQUALITY DIVERSITY AND INCLUSION, 37 110-120 (2018)
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2018 |
Verma P, Nankervis A, Priyono S, Saleh NM, Connell J, Burgess J, 'Graduate work-readiness challenges in the Asia-Pacific region and the role of HRM', EQUALITY DIVERSITY AND INCLUSION, 37 121-137 (2018)
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2018 |
Sanusi A, Connell J, 'Non-market strategies and Indonesian SMEs: casualties of decentralisation?', Asia-Pacific Journal of Business Administration, 10 200-217 (2018) [C1]
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2017 |
Dhakal S, Nankervis A, Connell J, Fitzgerald S, Burgess J, 'Attracting and retaining personal care assistants into the Western Australia (WA) residential aged care sector', LABOUR & INDUSTRY-A JOURNAL OF THE SOCIAL AND ECONOMIC RELATIONS OF WORK, 27 333-349 (2017)
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2017 |
Ryan S, Connell J, Burgess J, 'Casual academics: a new public management paradox', LABOUR & INDUSTRY-A JOURNAL OF THE SOCIAL AND ECONOMIC RELATIONS OF WORK, 27 56-72 (2017)
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2016 |
Connell J, 'Handbook of Human Resource Management in Emerging Markets', JOURNAL OF INDUSTRIAL RELATIONS, 58 444-446 (2016)
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2015 |
Burgess J, Connell J, 'Vulnerable work and strategies for inclusion: an introduction', International Journal of Manpower, 36 794-806 (2015)
© 2015, © Emerald Group Publishing Limited. Purpose ¿ The purpose of this paper is to introduce this special issue volume on vulnerable work and strategies for inclusion. Definiti... [more]
© 2015, © Emerald Group Publishing Limited. Purpose ¿ The purpose of this paper is to introduce this special issue volume on vulnerable work and strategies for inclusion. Definitions, measurement, analysis and policy responses to vulnerable work and strategies for inclusion are addressed before the key aspects of the nine papers included in the special issue are summarised. Design/methodology/approach ¿ The topic of vulnerability at work is explored, before the distinguishing features of jobs that generate vulnerable conditions and the characteristics of vulnerable workers are identified. Findings ¿ Vulnerable work is insecure and irregular with few protections accorded to the vulnerable workers who are often characterised by their age, ethnic status, gender and skill profiles. The consequences include: poor job quality, low and irregular incomes and personal/family hardship. Vulnerability is widespread across the workforce, with workers subject to work intensification, employment insecurity and poor work-life balance. Social implications ¿ Vulnerable work and workers constitute a growing and global phenomenon. Consequently, governments and employers need to work together on programmes, such as the ILO¿s decent work agenda, to ensure that basic human rights at work are widely recognised and provision to ongoing employment, safe working conditions and regular hours are offered across a variety of industries/sectors. Originality/value ¿ This volume examines the conceptual, empirical and policy aspects of vulnerability in employment. It documents the international dimensions of vulnerability, the different forms it takes, those groups that are at risk of vulnerable employment and the underlying factors that generate and support vulnerability.
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2015 |
Connell J, Nankervis A, Burgess J, 'The challenges of an ageing workforce: an introduction to the workforce management issues', LABOUR & INDUSTRY-A JOURNAL OF THE SOCIAL AND ECONOMIC RELATIONS OF WORK, 25 257-264 (2015)
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2015 |
Montague A, Burgess J, Connell J, 'Attracting and retaining Australia's aged care workers: developing policy and organisational responses', LABOUR & INDUSTRY-A JOURNAL OF THE SOCIAL AND ECONOMIC RELATIONS OF WORK, 25 293-305 (2015)
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2015 |
Pick D, Weber P, Connell J, Geneste LA, 'Theorising creative industry management: rebooting the woolly mammoth', Management Decision, 53 754-762 (2015)
© 2015, © Emerald Group Publishing Limited. Purpose: ¿ The purpose of this paper is to highlight the paradox inherent in the term ¿Creative Industry Management¿. The challenges of... [more]
© 2015, © Emerald Group Publishing Limited. Purpose: ¿ The purpose of this paper is to highlight the paradox inherent in the term ¿Creative Industry Management¿. The challenges of applying creative industry experiences within a managerial context are explored through a careful selection of papers that identify linkages between creative industry practice and management theories. Design/methodology/approach: ¿ The paper is a narrative commentary using the Jurassic Park franchise to highlight the potential application of management theory to explain the success or failure of a creative venture. The analogy of filmmaking and the creation of blockbuster movie sequels is useful in determining the tensions between creative production and management of a profitable franchise. Findings: ¿ This paper identifies opportunities for theory building at the meso level in the management domain, born of the experiences of those in the creative industries. The papers presented add to the continuing discovery of ways of applying management theory in the creative industries. However, there remain opportunities for a cross-pollination of theory from the creative industry to management domains. Research limitations/implications: ¿ It is not possible to claim more than observation and exploratory inference from the selection of papers presented. The special issue has only uncovered one half of the theoretical perspective, namely management theory that can be applied in the creative industries. Originality/value: ¿ The approach taken to liken the challenge of managing creativity to the production of creative works in moviemaking is novel and highlights the dearth of creative industry experiences that currently influence management theory.
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2015 |
Weber P, Geneste LA, Connell J, 'Small business growth: Strategic goals and owner preparedness', Journal of Business Strategy, 36 30-36 (2015)
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2014 |
Connell J, Kriz A, Thorpe M, 'Industry clusters: an antidote for knowledge sharing and collaborative innovation?', Journal of Knowledge Management, 18 137-151 (2014) [C1]
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2014 |
Connell J, Burgess J, 'Do Holistic HRM Practices make a Difference to FIFO workers job quality?', Australian Bulletin of Labour, 40 159-179 (2014) |
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2014 |
Alkhaldi AH, Burgess J, Connell J, 'The Transfer of HRM Policies and Practices in American Multinational Hotels in Saudi Arabia', International Research Journal of Business Studies, 7 155-164 (2014)
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2014 |
Connell J, Stanton P, 'Skills and the role of HRM: Towards a research agenda for the Asia Pacific region', Asia Pacific Journal of Human Resources, 52 4-22 (2014)
While much has been written about skill shortages and gaps in Australia and China, less attention has been paid to skills in New Zealand and Vietnam, countries which also experien... [more]
While much has been written about skill shortages and gaps in Australia and China, less attention has been paid to skills in New Zealand and Vietnam, countries which also experience skill challenges. This special issue of the Asia Pacific Journal of Human Resources includes papers that focus on the four countries in order to examine skills and the role of human resource management (HRM). The intention is to advance theoretical and empirical research, helping to explain how HRM can provide responses to manage the challenges associated with skill development and talent management. We conclude that, at a broader level, effective alliances between education providers, industry and other stakeholders are needed to reduce skill shortages and improve skill development. At an organisational level, it is advocated that HR strategies focus on the creation of talent pipelines and talent management to reduce skill gaps and improve the quality of human capital. © 2014 Australian Human Resources Institute.
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2014 |
Chatterjee S, Nankervis A, Connell J, 'Framing the Emerging Talent Crisis in India and China: A Human Capital Perspective', South Asian Journal of Human Resources Management, 1 25-43 (2014)
© 2014, © 2014 SAGE Publications India. China and India have undergone significant transformation in recent years as they emerge as the drivers of the so-called ¿Asian Century¿. A... [more]
© 2014, © 2014 SAGE Publications India. China and India have undergone significant transformation in recent years as they emerge as the drivers of the so-called ¿Asian Century¿. Although the catalyst for this remarkable growth has been the ability of both countries to harness talent, the next two decades will require a very different dispersion of skills. India will increase its working age population by an additional 200 million, while the workforce in China will reduce by 100 million. In the next three decades, China will have more than doubled its population of those aged 65 and over resulting in a weaker dependency ratio. This article examines the multifaceted challenges that are emerging due to significant skills shortages in China and India. Through the lens of human capital theory, two new frameworks are introduced in order to analyze these factors and to suggest potential solutions.
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2014 |
Rose PS, Teo STT, Connell J, 'Converting interns into regular employees: The role of intern-supervisor exchange', JOURNAL OF VOCATIONAL BEHAVIOR, 84 153-163 (2014) [C1]
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2014 |
Chang J, Connell J, Burgess J, Travaglione A, 'Gender wage gaps in Australian workplaces: Are policy responses working?', Equality, Diversity and Inclusion, 33 764-775 (2014)
© Emerald Group Publishing Limited. Purpose - The purpose of this paper is to focus on the implications of the gender wage gap in Australia, before considering policy responses an... [more]
© Emerald Group Publishing Limited. Purpose - The purpose of this paper is to focus on the implications of the gender wage gap in Australia, before considering policy responses and their effectiveness at both the government and workplace levels.Design/methodology/approach - The method concerns an extensive literature review and an examination of secondary data and reports relating to workplace gender equality and data. Findings -While the gender wage gap in most OECD countries has decreased over time, in Australia the gap has increased, with the largest contributory factor identified as gender discrimination. Consequently it is proposed that current policy responses supporting women in the workplace appear to be ineffective in closing gender wage gaps. Research limitations/implications - Further research is recommended to identify the impact of gender equality policies on hiring decisions and whether such decisions include an unwillingness to hire or promote women. As findings were based on secondary data, it is recommended that future research include workplace surveys and case studies.Practical implications - It is suggested that articles such as this one can assist in guiding public policy and workplace decisions on gender wage equality issues, in addition to providing human resource leaders with the information to make better decisions relating to gender equality.Originality/value - This paper suggests that current policy responses may not only be ineffective in closing the gender wage gap, but may even exacerbate it as employers may avoid hiring women or continue to pay them less than men, due to costs incurred when attempting to meet policy directives.
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2014 |
McDonnell A, Connell J, Hannif Z, Burgess J, 'Having "a say": Forms of voice in Australian call centres', Employee Relations, 36 214-234 (2014)
Purpose: The purpose of this paper is to bridge a gap in the call centre literature by considering how individual employees perceive their level of voice over workplace decisions.... [more]
Purpose: The purpose of this paper is to bridge a gap in the call centre literature by considering how individual employees perceive their level of voice over workplace decisions. The inclusion of direct voice mechanisms is noteworthy as these are forms that have received much less attention vis-à-vis indirect voice. Design/methodology/approach: A mixed-method approach was utilized comprising focus groups and questionnaires from over 350 respondents in nine call centres in Australia. Findings: The most pervasive type of employee voice found across all call centres was through direct channels. The team leader was viewed as especially important in terms of employees asserting that they have some influence over workplace issues. There was evidence that the greater the number of voice mechanisms available the higher the perception of autonomy and influence over work tasks, pace of work and quality standards. Research limitations/implications: Greater consideration is needed in the voice literature at how employees perceive different mechanisms and how institutionalized and legitimate these are within organizations. There appeared to be minimal positive feedback on how union's influenced the workplace, even in unionized environments. We call for further research on how union representation and direct voice channels work together and the impact on key individual and organizational outcomes. Practical implications: Employees may view the provision of multiple voice channels more favourable than any particular mechanism. The role of the team leader appears especially crucial in positive perceptions of employee voice. Originality/value: Call centre environments may be changing for the better and effective team leader/employee relationships appear to be at the heart of these changes. The paper demonstrates that direct voice mechanisms dominate the case study sites and that employee perceptions of "being heard" are as important as the actual voice mechanisms. © Emerald Group Publishing Limited.
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2013 |
Connell J, Voola R, 'Knowledge integration and competitiveness: A longitudinal study of an industry cluster', Journal of Knowledge Management, 17 208-225 (2013)
Purpose: This paper aims to examine how - and whether - members of an industry cluster share knowledge through networking as a means to improving competitive advantage and, in par... [more]
Purpose: This paper aims to examine how - and whether - members of an industry cluster share knowledge through networking as a means to improving competitive advantage and, in particular, whether trust is present in the knowledge-sharing process. Design/methodology/approach: The research involved three surveys utilizing a relationship marketing orientation (RMO) that were conducted at intervals (in 2004, 2008 and 2010) in addition to interviews with key cluster members, which were also conducted over a seven-year period. Findings: Knowledge sharing and integration were found to mediate the relationship between RMO and competitive advantage in 2004 and 2010 but not in 2008. Lower mean scores for trust were also found in 2008. Research limitations/ implications: The limitations are that the respondent numbers were small. It is recommended that one more survey is conducted in 2013 to determine whether the interventions reported here, the recruitment of new cluster staff and the continuing growth of the cluster, influence the comparative results over time. Practical implications: Knowledge sharing and collaboration within industry clusters requires active and discerning facilitation, particularly where new members are concerned. Originality/value: The paper adds value to the current research on industry clusters and knowledge sharing as surveys were conducted over a seven-year period that tracked changes as the cluster grew. The findings highlight the necessity of focusing on member relationships/collaboration during times of growth and change. © Emerald Group Publishing Limited.
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2013 |
Burgess J, Connell J, 'The Asia Pacific region: Leading the global recovery post-GFC?', Asia Pacific Business Review, 19 279-285 (2013)
In this article, some broad conclusions are presented concerning the global financial crisis (GFC) and change in the Asia Pacific region to date, with a particular focus on change... [more]
In this article, some broad conclusions are presented concerning the global financial crisis (GFC) and change in the Asia Pacific region to date, with a particular focus on change and adjustments to the labour market. In terms of whether the Asia Pacific region is leading the global recovery post-GFC, a number of comparisons are made between the Asia Pacific region, the USA and the European Union that have been prominent in the articles included here in order to answer that question. Lastly, implications for research and practice are outlined. © 2013 Copyright Taylor and Francis Group, LLC.
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2013 |
Burgess J, Connell J, 'Asia and the Pacific region: Change and workforce adjustments post-GFC', Asia Pacific Business Review, 19 162-170 (2013)
Although an extensive literature has been developed on the global financial crisis (GFC) in the USA and Europe, thus far there has been less attention paid to the rest of the worl... [more]
Although an extensive literature has been developed on the global financial crisis (GFC) in the USA and Europe, thus far there has been less attention paid to the rest of the world. Consequently, this collection addresses this deficiency by considering the impact of the GFC on selected Asian and Pacific economies. Topics include both macro and micro approaches to labour market adjustment post-GFC. The countries included are Australia, China, India, Japan, Korea and Singapore. It is concluded that as the GFC is still continuing, so are the issues related to adjustment, vulnerability and the impact on the Asia Pacific region. © 2013 Copyright Taylor and Francis Group, LLC.
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2013 |
Ryan S, Burgess J, Connell J, Groen E, 'Casual Academic Staff in an Australian University: Marginalised and excluded', Tertiary Education and Management, 19 161-175 (2013) [C1]
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2013 |
Mcdonnell A, Connell J, Hannif Z, Burgess J, 'Voices from higher up the ladder: Exploring the team leader role in call centres', New Technology, Work and Employment, 28 145-159 (2013)
This paper focuses on an under-researched employee category in the call centre literature-the team leader. The paper, drawing on data from nine Australian call centres, finds that... [more]
This paper focuses on an under-researched employee category in the call centre literature-the team leader. The paper, drawing on data from nine Australian call centres, finds that the team leader role is integral to the effectiveness of call centres, yet it is a role that consists of considerable complexity and contradictions. The research demonstrates the critical role performed by team leaders: coach, mentor, trainer, performance evaluator, communicator and supervisor. It also shows team leaders as being far more positive about many of the features of the call centre work environment compared with those on the front line. However, there does appear to be a need for greater acknowledgement of their challenging role, the contradictions that are inherent in the job and the need, in many cases, for increased support being made available to assist. © 2013 John Wiley & Sons Ltd.
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2013 |
Connell J, Burgess J, 'Vulnerable workers in an emerging Middle Eastern economy: What are the implications for HRM?', International Journal of Human Resource Management, 24 4166-4184 (2013) [C1]
Dubai offers an example of the contradictions and tensions surrounding a development model based on migrant labour, foreign investment and a segmented labour market which has led ... [more]
Dubai offers an example of the contradictions and tensions surrounding a development model based on migrant labour, foreign investment and a segmented labour market which has led to the exclusion of large segments of the labour force from basic forms of labour standards and protection. Unlike many other developing economies, Dubai does not possess large labour surpluses and a large informal labour market, but instead has constructed its labour market around distinct divisions within the workforce. Consequently, it is argued that, in line with building and developing civil institutions in the Middle East, there are several urgent labour reforms that are required to address the migrant workforce vulnerability and exclusion. This paper outlines the implications of these proposed reforms for human resource management (HRM) in Dubai, offering a framework that encompasses the responses required of strategic international HRM in combination with recommended human resource practices that can assist in reducing worker vulnerability. © 2013 Taylor & Francis.
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2013 |
Burgess J, Connell J, Winterton J, 'Vulnerable workers, precarious work and the role of trade unions and HRM', International Journal of Human Resource Management, 24 4083-4093 (2013) [C1]
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2010 |
Connell J, Voola R, 'Size does matter: Collaboration and competitive advantage within a manufacturing and engineering cluster', International Journal of Globalisation and Small Business, 4 61-72 (2010)
This study examined how members of an Australian-based manufacturing and engineering cluster (referred to as the cluster) share knowledge through networking as a means to improvin... [more]
This study examined how members of an Australian-based manufacturing and engineering cluster (referred to as the cluster) share knowledge through networking as a means to improving competitive advantage. In 2004, and again in 2008, surveys and interviews were conducted amongst the cluster's member firms which comprise small-medium sized businesses. The method of investigation involved using a framework model referred to as a 'relationship marketing orientation'. While the 2004 and 2008 results were similar, the mean scores for several of the items (such as trust amongst members and competitive advantage) were lower in the 2008 survey than had been found in 2004. Given the number of cluster's member firms grew to just over double in size, from 64 in 2004 to 130 in 2008, it is concluded that this increase over the four-year period led to the difference in member satisfaction as explained in the findings. © 2010 Inderscience Enterprises Ltd.
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2009 |
Connell J, Hannif Z, 'Call centres, quality of work life and HRM practices: An in-house/outsourced comparison', Employee Relations, 31 363-381 (2009)
Purpose - The paper seeks to determine whether and how the quality of working life (QWL) varies between call centres (CCs) in the in-house/outsourced, public and private sectors a... [more]
Purpose - The paper seeks to determine whether and how the quality of working life (QWL) varies between call centres (CCs) in the in-house/outsourced, public and private sectors and the implications of these findings on human resource management (HRM). Design/methodology/approach - This paper reports on findings derived through empirical qualitative case study research in two Australian CCs: Govtcall, an in-house, public-sector CC, and Salesplus, an outsourced, private-sector CC. Quality of work life outcomes are determined through in-depth interviews with CSOs, supervisors and managers, where a comparative approach is utilised. Findings - The in-house, public-sector CC Govtcall emerges as being inferior in terms of job content, working hours and managerial/supervisory style and strategies. Conversely, Salesplus features a management model that is more akin to what would be expected in a CC operating under a professional service model. Research limitations/implications - The sample size was limited to two CCs; thus, the findings may not be representative of the wider CC context. Practical implications - A productivity orientation and employee focus are not a mutually exclusive phenomenon. Union presence and public-sector status do not guarantee better working conditions and higher QWL. Managerial styles and strategies have a significant impact on QWL in the CC context. Originality/value - QWL is an under-researched area where CCs are concerned. Similarly, much of the existing CC research is based on the private sector, despite the public sector emerging as a large user of CC operations. © Emerald Group Publishing Limited.
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2009 |
Connell J, Burgess KJ, 'Migrant workers, migrant work, public policy and human resource management', International Journal of Manpower, 30 412-421 (2009) [C1]
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2008 |
Hannif Z, Burgess KJ, Connell JA, 'Call centres and the quality of work life: Towards a research agenda', Journal of Industrial Relations, 50 271-284 (2008) [C1]
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2008 |
Rainnie A, Barrett R, Burgess KJ, Connell JA, 'Introduction: Call centres, the networked economy and the value chain', Journal of Industrial Relations, 50 195-208 (2008) [C1]
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2008 |
Burgess KJ, Connell J, 'HRM and job quality: An overview', International Journal of Human Resource Management, 19 407-418 (2008) [C1]
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2007 |
Connell J, Voola R, 'Strategic alliances and knowledge sharing: Synergies or silos?', Journal of Knowledge Management, 11 52-66 (2007)
Purpose - The purpose of this paper is to investigate the influence of a relationship marketing orientation within a strategic alliance (referred to as the Alliance) to determine ... [more]
Purpose - The purpose of this paper is to investigate the influence of a relationship marketing orientation within a strategic alliance (referred to as the Alliance) to determine whether those firms have achieved synergy in knowledge sharing or whether they operate as knowledge silos. Design/methodology/approach - To achieve this aim the paper takes a strategic perspective and proposes a model based on the resource-based view of the firm (RBV) in order to discover whether member firms can move Alliance relationships towards knowledge sharing experienced within long-term and continuing relationships. Findings - The results of this study reveal that intangible assets, such as relationships and knowledge, should be managed by the Alliance with the same care as would be undertaken with tangible assets. Further, the development of a relationship market orientation (RMO) by the Alliance appears to be crucial. Research limitations/implications - A key limitation of this paper could be considered the sample size (although the response rate was high) and geographical location. Practical implications - Implications from the study were that, although information and knowledge were being shared, one area of improvement would be in relation to the depth of knowledge sharing that tended to occur on a superficial basis. Originality/value - The findings are original in terms of knowledge sharing across organizational boundaries. There is currently very little research available that focuses on the influence of an RMO on knowledge sharing within network groups.
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2006 |
Connell JA, Burgess KJ, 'The influence of precarious employment on career development: The current situation in Australia', Education and Training, 48 493-507 (2006) [C1]
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2006 |
Burgess KJ, Connell JA, 'Temporary work and human resources management: issues, challenges and responses', Personnel Review, 35 129-140 (2006) [C1]
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2006 |
Waring PA, Connell JA, Burgess KJ, 'Varieties of Employment Relations - States, Markets, Institutions and Individuals: an Introduction', International Employment Relations Review, 12 1-6 (2006) [C1]
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2006 |
Burgess KJ, Connell JA, 'Temporary Agency Work and The Evolving Employment Model in Australia', International Employment Relations Review, 12 95-114 (2006) [C1]
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2006 |
Yeung AK, Connell JA, 'The Application of Niven's Balanced Scorecard in a Not-For-Profit Organization in Hong Kong: What Are the Factors for Success?', Journal of Asian Business Studies, 1 26-33 (2006) [C1]
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2006 |
Connell JA, 'Critical Thinking in Human Resource Development [Book Review]', International Journal of Employment Studies, 14 105-108 (2006) [C3] |
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2005 |
Burgess KJ, Connell JA, Rasmussen E, 'Temporary Agency Work and Precarious Employment: A Review of the Current Situation in Australia and New Zealand', Management Revue, 16 351-369 (2005) [C1]
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2005 |
Burgess KJ, Connell JA, Green R, 'The Temporary Agency Work Sector in Australia and Ireland: Modest, Growing and Under-recorded', The Economic and Labour Relations Review, 15 199-211 (2005) [C1]
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2005 |
Ferres N, Connell JA, Travaglione A, 'The effect of future redeployment on organizational trust', Strategic Change, 14 77-91 (2005) [C1]
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2005 |
Burgess KJ, Connell JA, Hannif ZN, 'Employment issues in Australian public sector call centres: Differences and similarities with the private sector', International Employment Relations Review, 11 1-19 (2005) [C1]
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2004 |
Ferres N, Connell JA, Travaglione A, 'Co-worker trust as a social catalyst for constructive employee attitudes', Journal of Managerial Psychology, 19 608-622 (2004) [C1]
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2004 |
Burgess KJ, Connell JA, 'Emerging Developments In Call Centre Research', Labour & Industry, 14 1-14 (2004) [C1]
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2004 |
Nolan JA, Connell JA, 'Managing Performance: A Modern Day Myth or A Game People Play?', International Journal of Employment Studies, 12 43-63 (2004) [C1] |
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2004 |
Ferres N, Connell JA, 'Emotional intelligence in leaders: an antidote for cynicism towards change?', Strategic Change, 13 61-71 (2004) [C1]
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2004 |
Burgess KJ, Rassmussen E, Connell JA, 'Temporary Agency Work in Australia and New Zealand: Out of Sight and Outside the Regulatory Net', New Zealand Journal of Employment Relations, 29 25-36 (2004) [C1]
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2003 |
Connell JA, 'The influence of management style and organisational culture on organisational effectiveness', The Management Case Study Journal, 3 1-28 (2003) [C1] |
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2003 |
Connell JA, Ferres N, Travaglione A, 'Engendering trust in manager-subordinate relationships: Predictors and outcomes', Personnel Review, 32 569-587 (2003) [C1]
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2003 |
Zeffane RM, Connell JA, 'Trust and HRM in the new millennium', International Journal of Human Resource Management, 14 3-11 (2003) [C1]
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2003 |
Connell JA, Ferres N, Travaglione A, 'Trust in the workplace: The importance of interpersonal and organisational support', Journal of Management Research, 3 113-118 (2003) [C1]
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2002 |
Ferres N, Travaglione A, Connell JA, 'Trust:A Precursor to the Potential Mediating Effect of Transformational Leadership', International Journal of Organisational Behaviour, 5,8 242-262 (2002) [C1]
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2002 |
Connell JA, Cross B, Parry K, 'Leadership in the 21st Century:Where is it Leading Us?', International Journal of Organisational Behaviour, 5 139-149 (2002) [C1] |
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2002 |
Connell JA, Waring PA, 'The BOHICA syndrome: a symptom of cynicism towards change initiatives?', The Journal of Strategic Change, 11 347-356 (2002) [C1] |
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2002 |
Connell JA, Waring PA, 'The BOHICA syndrome:a symptom of cynicism towards change initiatives?', Strategic Change, 11,7 347-356 (2002) [C1] |
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2002 |
Connell JA, 'Labour flexibility:What does it mean for temporary workers, tempor work agencies and user firms?', Australian Business News, 36 12-13 (2002) [C2] |
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2002 |
Connell JA, 'Leading, Managing and the Importance of People Skills', Australian Business News, 35 12-13 (2002) [C2] |
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2001 |
Connell JA, 'The influence of firm size on organisational culture and employee morale within six Australian workplaces', Journal of Management Research, 1 220-232 (2001) [C1] |
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2001 |
Connell JA, Burgess J, 'Skills, training and workforce restructuring in Australia', International Journal of Employment Studies., 9 1-24 (2001) [C1] |
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2001 |
Connell JA, 'Growing the right skills through five star management', Australian Journal of Hospitality Management, 8 1-14 (2001) [C1] |
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2001 |
Connell JA, Lynch C, Waring P, 'Constraints, Compromises and Choice: Comparing Three Qualitative Research Studies', The Qualitative Report, 6 1 (2001) [C1] |
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2000 |
Connell JA, 'Management Style: Does the Feminine Touch make a difference?', Journal of Interdisciplinary Gender Studies, 5 (1) 20-35 (2000) [C1] |
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1998 |
Connell J, Burgess KJ, 'Workforce and Skill Restructuring in Australia', International Employment Relations Review, 4,1 39-56 (1998) [C1]
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1998 |
Connell JA, 'The neglected Factor in Workplace participation?', Labour & Industry, 9 69-89 (1998) [C1] |
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