Professor Julia Connell

© Cambridge University Press 2017. Introduction This chapter investigates people-related issues that span across organizations and projects by exploring relevant literature on the reported roles, skills, and competencies of project managers (PMs) and project portfolio managers (PPMs). The application of specific principles that are considered to support PMs and PPMs toward effective organizational project management (OPM) will be outlined, before describing how industry clusters may provide a further mechanism for knowledge sharing and project management competency development. Young and Conboy (2013) suggest that there has been increasing interest in project management competencies in recent times, with PMs seeking guidance on desired project management competencies, in addition to credentials that will enhance their careers. They also point out that, although competency standards have been developed by the relevant industry bodies for PMs (Association for Project Management, 2006; Australian Institute of Project Management, 2010) as a way of identifying basic performance requirements, there has not, as of 2017, been any attempt to develop a set of project portfolio management competencies. Given that PMs are likely to be responsible for more than one project concurrently, a move away from project management toward project portfolio management is suggested as relevant for contemporary organizations. Jonas (2010) states that a project portfolio constitutes a group of projects that compete for scarce resources and are conducted under the sponsorship or management of a particular organization. Whereas Jonas (2010) focuses on the roles and responsibilities of PPMs, particularly senior management involvement, Young and Conboy (2013) focus on the development of competency standards for PPMs. This chapter aims to propose a set of principles for OPM based on a review of accepted project management competencies. These principles are intended to form the basis for PMs and PPMs to improve their knowledge and competencies in OPM. One of the key problems with project management is the transitory nature of project teams. Team members join together to work on a project; the team is then disbanded when the project is completed, and members move on to join a new team and begin a new project. Thus, collective knowledge is unlikely to be perpetuated in this context. Grabher (2004) points out that projects are predicated on a dense fabric of lasting ties and networks that provide key resources of expertise, reputation, and legitimization relying on an intricate project ecology.

© 2014, IGI Global. All rights reserved. This chapter fills a gap in the innovation literature by exploring why creativity and innovation are important in the workplace and how the process of creativity can be supported through the practice of mindfulness. At the group and organisational levels, the chapter examines what is required of an organisation through an HR perspective in order to facilitate the optimum context for supporting creativity and innovation through knowledge sharing and transfer. There is a key emphasis on an organisation's culture, structure, and ethos, utilising a knowledge-sharing framework, in addition to a focus on the physical workspaces that can support innovative and creative processes. Finally, proposals for managers and human resource personnel interested in building foundations for creativity in the workplace include: mindfulness training and support for mindfulness practice, the reduction of stress to allow creativity to emerge, and group/team support and training. Suggestions for future research are also offered at the end of the chapter.

© 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.

© 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.

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.

© 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.

© 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.

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.

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.

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.

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.

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.

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.

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.

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.

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.