Professor Julia Connell

Professor Julia Connell

Assistant Dean, Research Training

Office PVC - Business and Law

Career Summary

Biography

Professor Julia Connell is currently Assistant Dean Research Training, Faculty of Business and Law, University of Newcastle; Visiting Professor, Graduate School of Research, University of Technology, Sydney, Adjunct Professor, Curtin Business School, Curtin University and until recently was Research Development Advisor, Universitas Hasanuddin, Makassar, Indonesia. Prior to that she was: Director, Researcher Development, Graduate Research School, UTS; Associate Dean PG Business, UTS; Professor and Cluster Director, Curtin University; Dean of Graduate Studies, ACU and Associate Dean International, University of Newcastle among other roles. Julia has published over 100 refereed journal articles/book chapters, co-edited 16 special issue journal volumes and co-edited 7 books with number 8 in progress - Fourth Industrial Evolution in the Asia Pacific Region: What is the Future for Work and Workers?, for Routledge: London. Many publications have focused on employment related issues, change/people development, industry organisational effectiveness, vulnerable workers/precarious jobs and also issues related to higher education. Julia has consulted for a number of different public and private sector organisations, taught various programs in 11 different countries and lived in 4. She has been an invited expert for the ILO and for the NCAAA in Saudi Arabia on two occasions and been a keynote conference speaker on 9 occasions in 6 different countries. Julia has worked on a number of funded research projects, including a project on the Quality of Work in Australia for the Australian Workplace & Productivity Agency (where she was project leader).


Qualifications

  • PhD, University of Newcastle
  • Master of Arts, University of Reading - UK
  • Diploma Royal Society Arts, University of Reading - UK
  • Diploma in Education, University of Reading - UK

Fields of Research

Code Description Percentage
150399 Business and Management not elsewhere classified 85
170199 Psychology not elsewhere classified 15

Professional Experience

UON Appointment

Title Organisation / Department
Assistant Dean, Research Training University of Newcastle
Office PVC - Business and Law
Australia
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Publications

For publications that are currently unpublished or in-press, details are shown in italics.


Book (9 outputs)

Year Citation Altmetrics Link
2018 Connell J, Agarwal R, Sushil, Dhir S, Global Value Chains, Flexibility and Sustainability, Springer, 339 (2018)
2017 Burgess J, Cameron R, Dhakal SP, Brown K, Introduction: Applicant work-readiness and graduate employability challenges in the Asia Pacific (2017)

© 2018 selection and editorial matter, Roslyn Cameron, Subas Dhakal and John Burgess; individual chapters, the contributors. This book outlines and examines a contemporary labour ... [more]

© 2018 selection and editorial matter, Roslyn Cameron, Subas Dhakal and John Burgess; individual chapters, the contributors. This book outlines and examines a contemporary labour market policy challenge for many countries, both developed and developing, in the Asia Pacific region. The transition of recent graduates from education to employment is a key issue in building sustainable communities and resilient economies. However, graduates are finding increasing difficulty in attaining post-qualification employment.

DOI 10.4324/9781315533971
Citations Scopus - 4
Co-authors John Burgess
2016 Sushil, Connell J, Burgess J, Flexible Work Organizations The Challenges of Capacity Building in Asia, Springer, 327 (2016)
2015 Fu DH, Temporary Agency Work and Globalisation Beyond Flexibility and Inequality, Ashgate Publishing, Ltd., 232 (2015)
2011 O'Toole S, Ferres N, Connell J, People Development: An Inside View Developing Individuals, Leaders and Organisations, 300 (2011)
2010 Connell J, Teo S, Strategic HRM: Contemporary issues in the Asia Pacific region, Tilde University Press, Prahran, Vic, 338 (2010) [A3]
2007 Burgess KJ, Connell JA, Globalisation and Work in Asia, Chandos Publishing, Oxford, 319 (2007) [A3]
Citations Scopus - 1
Co-authors John Burgess
2006 Burgess KJ, Connell JA, Developments in the Call Centre Industry: Analysis, changes and challenges, Routledge, Abingdon, United Kingdom, 210 (2006) [A3]
Citations Scopus - 13
Co-authors John Burgess
2004 Burgess KJ, Connell JA, International Perspectives on Temporary Agency Work, Routledge, London, 185 (2004) [A3]
Citations Scopus - 7
Co-authors John Burgess
Show 6 more books

Chapter (12 outputs)

Year Citation Altmetrics Link
2018 Sobel-Read KB, Mackenzie M, 'Law and the Operation of Global Value Chains: Challenges at the Intersection of Systematisation and Flexibility', Global Value Chains, Flexibility and Sustainability, Springer Nature Singapore Pte Ltd, Singapore 63-76 (2018) [B1]
DOI 10.1007/978-981-10-8929-9_5
Co-authors Kevin Sobel-Read
2017 Algeo C, Connell J, 'Developing organizational project management competencies through industry clusters', Cambridge Handbook of Organizational Project Management 268-280 (2017)

© Cambridge University Press 2017. Introduction This chapter investigates people-related issues that span across organizations and projects by exploring relevant literature on the... [more]

© 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.

DOI 10.1017/9781316662243.023
2016 Connell J, Burgess J, 'The quality of working Australia and its relevance for HRM and organisational effectiveness in the Asia Pacific', Asia Pacific Human Resource Management and Organisational Effectiveness: Impacts on Practice 171-192 (2016)
DOI 10.1016/B978-0-08-100643-6.00008-7
Co-authors John Burgess
2016 Mitlacher LW, Burgess J, Connell J, Waring P, 'Temporary agency work in Australia, Germany and Singapore', Temporary Agency Work and Globalisation: Beyond Flexibility and Inequality 71-94 (2016)
DOI 10.4324/9781315612027
Citations Scopus - 1
2013 Connell J, Thaarup C, 'Mind training for innovation: Building foundations for creativity in the workplace', Learning Models for Innovation in Organizations: Examining Roles of Knowledge Transfer and Human Resources Management 53-71 (2013)

© 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 th... [more]

© 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.

DOI 10.4018/978-1-4666-4884-5.ch003
Citations Scopus - 3
2007 Burgess KJ, Connell JA, 'Globalisation and work in Asia: An introduction', Globalisation and Work in Asia, Chandos Publishing, Oxford, United Kingdom 1-16 (2007) [B1]
Co-authors John Burgess
2006 Burgess KJ, Connell JA, 'Developments in the call centre sector: an overview', Developments in the Call Centre Industry: analysis, changes and challenges, Routledge, London 1-18 (2006) [B1]
Citations Scopus - 5
Co-authors John Burgess
2005 Burgess KJ, Connell JA, 'Sustainable Work: the issues for Australia', In Search of Sustainability, CSIRO Publishing, Collingwood 137-150 (2005) [B1]
Co-authors John Burgess
2005 Burgess KJ, Drinkwater J, Connell JA, 'Regional Call Centres: New Economy, New Work and Sustainable Regional Development?', New Regionalism in Australia, Ashgate Publishing, Surrey 69-85 (2005) [B1]
Co-authors John Burgess
2004 Burgess KJ, Connell JA, 'International aspects of temporary agency employment: an overview', International Perspectives on Temporary Agency Work, Routledge, London 1-23 (2004) [B1]
Citations Scopus - 13
Co-authors John Burgess
1999 Connell JA, 'Does Management Style Make a Difference? Corporate Culture Change within Two Australian Companies', Current Topics in Management, JAI Press, Connecticut, USA 351-374 (1999) [B1]
1998 Connell JA, Ryan SE, 'Culture Change within a regional business network', Experiencing Human Resource Management, Sage Publications, London 129-145 (1998) [B1]
Co-authors Suzanne Ryan
Show 9 more chapters

Journal article (63 outputs)

Year Citation Altmetrics Link
2018 Verma P, Nankervis A, Priyono S, Moh'D Saleh N, 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)

© Emerald Publishing Limited. Purpose - The purpose of this paper is to focus on graduate work-readiness challenges in three Asia Pacific economies (Malaysia, Indonesia and Austra... [more]

© Emerald Publishing Limited. Purpose - The purpose of this paper is to focus on graduate work-readiness challenges in three Asia Pacific economies (Malaysia, Indonesia and Australia), and the roles of three main stakeholders (government, employers and industry) in the process. The intention of the paper is to design a stakeholderoriented HRM model to address the identified graduate work-readiness challenges. Design/methodology/approach - A qualitative triangulation method comprising interviews and focus groups was used with participant samples for each country - Australia (19), Indonesia (19) and Malaysia (15). Stakeholder-oriented HRM theory underpins the conceptual framework for the paper. Findings - All three countries are currently experiencing difficulties attracting graduates with the required portfolio of qualifications, skills and personal capabilities. The reported effects include: constraints on national economic growth, future production structures, and long-term socio-economic development. Based on a review of the work-readiness and stakeholder-oriented HRM theory literature, it is posited that graduate work-readiness challenges can be effectively addressed by HR professionals in partnership with other key stakeholders. Research limitations/implications - The study sought the input of only three stakeholder groups for ascertaining graduate work readiness challenges, there is a strong case to include other groups including students/parents and secondary schools. Social implications - Bridging the graduate skills gap between government, employers and educational institutions is an important area in which HR professionals can contribute by reducing the mismatch between demand and supply through influencing and balancing the interests and goals of key stakeholders. Originality/value - This study makes a contribution to the extant literature as it explores the role of HR professionals in relation to a multiple stakeholder strategy to address these challenges in the less-explored Asia Pacific region.

DOI 10.1108/EDI-01-2017-0015
Citations Scopus - 2
Co-authors John Burgess
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)

© Emerald Publishing Limited. Purpose - The purpose of this paper is to outline the key global challenges relating to youth employment and consider some ways that they may be addr... [more]

© Emerald Publishing Limited. Purpose - The purpose of this paper is to outline the key global challenges relating to youth employment and consider some ways that they may be addressed to allow their inclusion in the contemporary workplace. Also, the paper provides a brief introduction and rationale for the other five articles comprising this special issue volume. Design/methodology/approach - The approach concerns a review of the relevant literature and reports on the topic. Findings - The challenges outlined in this paper and the others in this special issue volume emphasise the need for much more work to be done to address the current global challenges relating to youth unemployment. It points to: the difficulties many young workers face in taking the first step towards gaining employment; the need for stakeholder collaboration towards future policy investment as well as strategy implementation and integration. Originality/value - To date, much of the research that has been conducted on the challenges of youth employment and inclusion appears to have focussed on Europe and the USA. This special issue volume includes countries that have been less researched to date: Australia, Indonesia, Malaysia, Mauritius, Singapore and the United Arab Emirates, thus adding to current understanding of the topic in those contexts.

DOI 10.1108/EDI-12-2017-0290
Co-authors John Burgess
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)

© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to empirically examine the relationships between high-performance work systems (HPWSs) and four employee ... [more]

© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to empirically examine the relationships between high-performance work systems (HPWSs) and four employee outcomes ¿ job satisfaction, employee engagement, presenteeism and well-being ¿ in Indian call centres. Design/methodology/approach: A path model is developed to investigate the direct and mediation effects between the assessed variables. The study utilised a survey of 250 call centre employees working in five business process management firms based in India. Findings: The findings indicate that HPWSs have a positive relationship with job satisfaction, engagement and well-being. Job satisfaction also had a positive relationship with engagement and presenteeism, and engagement was positively related to presenteeism and well-being. However, there was no significant direct effect of HPWS on presenteeism. Mediation analysis showed that HPWS has an indirect effect on well-being via engagement and also via job satisfaction and engagement combined. Research limitations/implications: HPWS significantly increases job satisfaction and employee engagement and indirectly influences employee well-being via these outcomes. However, job satisfaction and employee engagement was also found to increase presenteeism, which, in turn, can reduce employee well-being. These findings contribute to the HPWS theory and the literature on employee well-being, and have implications for HR personnel and call centre management. Originality/value: Given the well-established challenges with employee retention in Indian call centre environments, one solution may be the adoption of a more strategic approach to HRM using HPWS. Such an approach may enhance employees¿ perceptions that HPWS practices would have a positive influence on job satisfaction, employee engagement and employee well-being.

DOI 10.1108/PR-09-2016-0239
Citations Scopus - 1
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]
DOI 10.1108/APJBA-01-2018-0001
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)

© 2017 Australian HR Institute Call centres were established primarily to reduce organizational costs while simultaneously providing high-quality customer service. To support this... [more]

© 2017 Australian HR Institute Call centres were established primarily to reduce organizational costs while simultaneously providing high-quality customer service. To support this ¿twin constraints¿ strategy, a range of human resource (HR) practices tends to be used in call centres that focus simultaneously on both control and involvement. To date, there has been a lack of empirical evidence concerning the outcome of such HR practices on call centre frontline staff (call centre representatives ¿ CCRs). Consequently, this paper attempts to bridge this gap using a sample of 250 CCRs from Indian call centres. The findings show that, while the simultaneous use of involvement-and control-oriented HR practices had a positive impact on CCR job satisfaction, it also resulted in employee exhaustion and disengagement. These findings suggest that while involvement-oriented HR practices enhance CCR job satisfaction, they come at a cost which is potentially a key factor leading to high CCR turnover.

DOI 10.1111/1744-7941.12153
Citations Scopus - 3
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.

DOI 10.1108/IJM-06-2015-0085
Citations Scopus - 4
Co-authors John Burgess
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.

DOI 10.1108/MD-02-2015-0045
Citations Scopus - 4
2015 Weber P, Geneste LA, Connell J, 'Small business growth: Strategic goals and owner preparedness', Journal of Business Strategy, 36 30-36 (2015)
DOI 10.1108/JBS-03-2014-0036
Citations Scopus - 3
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]
DOI 10.1108/JKM-08-2013-0312
Citations Scopus - 23
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.

DOI 10.1111/1744-7941.12021
Citations Scopus - 9Web of Science - 9
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.

DOI 10.1177/2322093714526658
Citations Scopus - 4
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]
DOI 10.1016/j.jvb.2013.12.005
Citations Scopus - 14Web of Science - 13
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.

DOI 10.1108/EDI-10-2013-0080
Citations Scopus - 3Web of Science - 1
Co-authors Tony Travaglione, John Burgess
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.

DOI 10.1108/ER-01-2013-0005
Citations Scopus - 3
Co-authors John Burgess
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.

DOI 10.1108/13673271311315178
Citations Scopus - 37Web of Science - 22
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.

DOI 10.1080/13602381.2013.767641
Citations Scopus - 4Web of Science - 2
Co-authors John Burgess
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.

DOI 10.1080/13602381.2013.767633
Citations Scopus - 5Web of Science - 1
Co-authors John Burgess
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]
DOI 10.1080/13583883.2013.783617
Citations Scopus - 44Web of Science - 29
Co-authors Egbert Groen, Suzanne Ryan, John Burgess
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.

DOI 10.1111/ntwe.12011
Citations Scopus - 5Web of Science - 6
Co-authors John Burgess
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.

DOI 10.1080/09585192.2013.845448
Citations Scopus - 7Web of Science - 6
Co-authors John Burgess
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]
DOI 10.1080/09585192.2013.845420
Citations Scopus - 22Web of Science - 20
Co-authors John Burgess
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.

DOI 10.1504/IJGSB.2010.035331
Citations Scopus - 3
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.

DOI 10.1108/01425450910965423
Citations Scopus - 10
2009 Connell J, Burgess KJ, 'Migrant workers, migrant work, public policy and human resource management', International Journal of Manpower, 30 412-421 (2009) [C1]
DOI 10.1108/01437720910977625
Citations Scopus - 13Web of Science - 9
Co-authors John Burgess
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]
DOI 10.1177/0022185607087902
Citations Scopus - 17Web of Science - 16
Co-authors John Burgess
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]
DOI 10.1177/0022185607087897
Citations Scopus - 5Web of Science - 3
Co-authors John Burgess
2008 Burgess KJ, Connell J, 'HRM and job quality: An overview', International Journal of Human Resource Management, 19 407-418 (2008) [C1]
DOI 10.1080/09585190801895494
Citations Scopus - 14Web of Science - 13
Co-authors John Burgess
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.

DOI 10.1108/13673270710752108
Citations Scopus - 18
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]
DOI 10.1108/00400910610705881
Citations Scopus - 27
Co-authors John Burgess
2006 Burgess KJ, Connell JA, 'Temporary work and human resources management: issues, challenges and responses', Personnel Review, 35 129-140 (2006) [C1]
DOI 10.1108/00483480610645786
Citations Scopus - 53Web of Science - 49
Co-authors John Burgess
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]
Co-authors John Burgess
2006 Burgess KJ, Connell JA, 'Temporary Agency Work and The Evolving Employment Model in Australia', International Employment Relations Review, 12 95-114 (2006) [C1]
Co-authors John Burgess
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]
Citations Scopus - 7
2006 Connell JA, 'Critical Thinking in Human Resource Development [Book Review]', International Journal of Employment Studies, 14 105-108 (2006) [C3]
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]
Co-authors John Burgess
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]
DOI 10.1177/103530460501500203
Citations Scopus - 1
Co-authors John Burgess
2005 Ferres N, Connell JA, Travaglione A, 'The effect of future redeployment on organizational trust', Strategic Change, 14 77-91 (2005) [C1]
DOI 10.1002/jsc.713
Citations Web of Science - 15
Co-authors Tony Travaglione
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]
Co-authors John Burgess
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]
DOI 10.1108/02683940410551516
Citations Scopus - 95
Co-authors Tony Travaglione
2004 Burgess KJ, Connell JA, 'Emerging Developments In Call Centre Research', Labour & Industry, 14 1-14 (2004) [C1]
Co-authors John Burgess
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]
Co-authors John Nolan
2004 Ferres N, Connell JA, 'Emotional intelligence in leaders: an antidote for cynicism towards change?', Strategic Change, 13 61-71 (2004) [C1]
DOI 10.1002/jsc.665
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]
Co-authors John Burgess
2003 Connell JA, 'The influence of management style and organisational culture on organisational effectiveness', The Management Case Study Journal, 3 1-28 (2003) [C1]
2003 Connell JA, Ferres N, Travaglione A, 'Engendering trust in manager-subordinate relationships: Predictors and outcomes', Personnel Review, 32 569-587 (2003) [C1]
DOI 10.1108/00483480310488342
Citations Scopus - 82Web of Science - 73
Co-authors Tony Travaglione
2003 Zeffane RM, Connell JA, 'Trust and HRM in the new millennium', International Journal of Human Resource Management, 14 3-11 (2003) [C1]
DOI 10.1080/09585190210158484
Citations Scopus - 54Web of Science - 31
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]
Co-authors Tony Travaglione
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]
Co-authors Tony Travaglione
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]
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]
2002 Connell JA, Waring PA, 'The BOHICA syndrome:a symptom of cynicism towards change initiatives?', Strategic Change, 11,7 347-356 (2002) [C1]
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]
2002 Connell JA, 'Leading, Managing and the Importance of People Skills', Australian Business News, 35 12-13 (2002) [C2]
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]
2001 Connell JA, Burgess J, 'Skills, training and workforce restructuring in Australia', International Journal of Employment Studies., 9 1-24 (2001) [C1]
2001 Connell JA, 'Growing the right skills through five star management', Australian Journal of Hospitality Management, 8 1-14 (2001) [C1]
2001 Connell JA, Lynch C, Waring P, 'Constraints, Compromises and Choice: Comparing Three Qualitative Research Studies', The Qualitative Report, 6 1 (2001) [C1]
2000 Connell JA, 'Management Style: Does the Feminine Touch make a difference?', Journal of Interdisciplinary Gender Studies, 5 (1) 20-35 (2000) [C1]
1998 Connell J, Burgess KJ, 'Workforce and Skill Restructuring in Australia', International Employment Relations Review, 4,1 39-56 (1998) [C1]
Co-authors John Burgess
1998 Connell JA, 'The neglected Factor in Workplace participation?', Labour & Industry, 9 69-89 (1998) [C1]
1980 O'donnell IJ, Green PE, Connell JA, Hopkins PS, 'Immunoglobulin G Antibodies to the Antigens of Lucilia Cuprina in the Sera of Fly-Struck Sheep', Australian Journal of Biological Sciences, 33 27-34 (1980)

A solid-phase radioimmunoassay was used to demonstrate that sheep with myiasis caused by the larvae of the Australian sheep blowfly, L. cuprina, had serum IgG antibodies to antige... [more]

A solid-phase radioimmunoassay was used to demonstrate that sheep with myiasis caused by the larvae of the Australian sheep blowfly, L. cuprina, had serum IgG antibodies to antigens present in an extract of the ground-up larvae. Previously struck animals demonstrated a more severe myiasis than their unstruck counterparts when both groups were subjected to a standard larval challenge. The effects of immunosuppressive therapy were expressed in terms of a decrease in the total number of larvae growing to maturity and in the area of fly strike produced. © 1980 ASEG.

DOI 10.1071/BI9800027
Citations Scopus - 31
1970 Murphy GM, Connell JA, 'A SIMPLE METHOD OF COLLECTING SALIVA TO DETERMINE THE SODIUM STATUS OF CATTLE AND SHEEP', Australian Veterinary Journal, 46 595-598 (1970)
DOI 10.1111/j.1751-0813.1970.tb06665.x
Citations Scopus - 18
1969 Foot AS, Connell J, Allcroft RA, Lloyd MK, 'Magnesium bullets.', The Veterinary record, 84 467-468 (1969)
DOI 10.1136/vr.84.18.467
Citations Scopus - 1
Show 60 more journal articles

Conference (25 outputs)

Year Citation Altmetrics Link
2016 Athota VS, Malik A, Connell J, 'Closing the Innovation Gap: A Human Capital Perspective.', Dresden, Germany (2016)
Co-authors Ashish Malik
2012 Connell J, Thorpe M, 'Industry Clusters: an Antidote for Knowledge Sharing and Collaborative Innovation?', PROCEEDINGS OF KNOWLEDGE MANAGEMENT INTERNATIONAL CONFERENCE (KMICE) 2012, Johor Bahru, MALAYSIA (2012)
Citations Web of Science - 1
2006 Hannif Z, Burgess KJ, Connell JA, 'The Quality of Work Life In Australian Call Centres: A Research Agenda', Socially responsive, socially responsible approaches to employment and work, Prato, Italy (2006) [E1]
Co-authors John Burgess
2006 Burgess KJ, Connell JA, 'Work and Family Programs in Australia: What are the Implications for Work-Life Balance?', Family-friendly Employment Policies and Practices: An East-West Perspective on Work-life Balance, Hong Kong (2006) [E1]
Co-authors John Burgess
2005 Burgess KJ, Connell JA, 'Reworking work: What are the issues for Australia?', Reworking Work AIRAANZ 05: Proceedings of the 19th Conference of the Association of Industrial Relations Academics of Australia and New Zealand, Sydney (2005) [E1]
Co-authors John Burgess
2004 Burg J, Miller T, 'Fractal computation in step with real-time dance', PARALLEL AND DISTRIBUTED COMPUTING SYSTEMS, San Francisco, CA (2004)
Citations Web of Science - 9
2004 Waring PA, Connell JA, 'People First? HRM Stakeholder Reporting in Global Technology Firms', 18th Annual Conference of the Australian and New Zealand Academy of Management ANZAM 2004 'People First- Serving our Stakeholders', Dunedin, New Zealand (2004) [E1]
2004 Burgess KJ, Connell JA, Green RH, 'The temporary work sector in Australia and Ireland: Differences and Similarities', Remembered Nations, Imagined Republics: Proceedings of the Twelfth Irish-Australian Conference, Galway, Ireland (2004) [E1]
Co-authors John Burgess
2004 Harvey H, Burgess KJ, Connell JA, 'Labour Turnover in Regional Call Centres', Abstracts - 2nd National Call Centre Research Conference, Monash University (2004) [E3]
Co-authors John Burgess
2004 Burgess KJ, Connell JA, Nolan JA, 'Agreement Making in Australian Call Centres', Abstracts - 2nd National Call Centres Research Conference, Monash University (2004) [E3]
Co-authors John Burgess, John Nolan
2004 Burgess KJ, Connell JA, 'Temporary Agency Employment in Australia: the Challenges of Regulation', Not Known, Seoul (2004) [E1]
Co-authors John Burgess
2004 Burgess KJ, Connell JA, 'Selecting a PhD Research Topic: How and Where to Find Them? Deciding on the Right One', Proceedings of the Second International Employment Relations Association Teaching, Learning and Research Symposium, Christchurch, New Zealand (2004) [E1]
Co-authors John Burgess
2004 Burgess KJ, Connell JA, 'Up the Ladders and Down the Snakes: Rules of the Game for Accessing Research Funding', Proceedings of the Second International Employment Relations Association Teaching, Learning and Research Symposium, Christchurch, New Zealand (2004) [E1]
Co-authors John Burgess
2003 Connell JA, Burgess KJ, 'In search of flexibility: Implications for temporary workers and HR', Reflections and New Directions: Association of Industrial Relations Academics of Australia and New Zealand Conference, Melbourne, Australia (2003) [E1]
Co-authors John Burgess
2003 Ferres N, Connell JA, ''Moving the cheese before it becomes stale': Leader Emotional Intelligence (EI), change management and cynicism towards change', Conference Proceedings of The First International Conference on Contemporary Management (ICCM) Emotional Intelligence in Organisations, The University of Adelaide (2003) [E1]
2003 Burgess KJ, Connell JA, 'Call Centre Evolution and Development in Australia: From Corporate Restructuring to Bangalore', Regulation, De-regulation and Re-regulation: The Scope of Employment Relations in the 21st century - Proceedings of the 11th Annual Conference of the International Employment Relations Association, University of Greenwich (2003) [E1]
Co-authors John Burgess
2003 Burgess KJ, Connell JA, 'International Perspectives on Temporary Work: An Introduction', Contemporary Research on Temporary Employment: The Inside View from Six Countries, Newcastle (2003) [E2]
Co-authors John Burgess
2003 Burgess KJ, Connell JA, Drinkwater VJ, 'Temporary Work, Temporary Workers and the Human Resource Imperative', Contemporary Research on Temporary Employment: The Inside View from Six Countries, Newcastle (2003) [E2]
Co-authors John Burgess
2003 Burgess KJ, Connell JA, 'Contemporary Research on Temporary Employment: The Inside View from Six Countries', Contemporary Research on Temporary Employment: The Inside View from Six Countries, Newcastle (2003) [E4]
Co-authors John Burgess
2002 Connell JA, Waring PA, 'The 'BOHICA' Syndrome:A Symptom of Growing Cynicism in Change-Weary Cultures?', Proceedings of HRM in a Changing World Conference, Oxford Brooks University (2002) [E3]
2001 Ferres N, Travaglione A, Connell JA, 'Engendering Trust in the Workplace: The importance of interpersonal and organizational support', European Institute for Advanced Studies in Management, Trust within and between Organisations., Amsterdam, The Netherlands (2001) [E3]
Co-authors Tony Travaglione
2001 Ferres N, Travaglione A, Connell JA, 'Transformational Leadership: Still the Model for 21st Century Organisations', Leadership in the 21st Century: An Alternative Approach, Newcastle, Australia (2001) [E3]
Co-authors Tony Travaglione
2000 Le Queux S, Ostenfeld SA, Bray MD, Connell JA, Lewer J, Waring PA, Zeffane RM, 'Teaching the Cockatoo to Talk? A Political Economy of HRM in Australia', Proceedings of AGRH Eleventh Annual Conference, Paris, France (2000) [E1]
Co-authors Mark Bray, John Lewer
1999 Connell J, 'Does management style make a difference? Corporate culture change within two Australian companies', CURRENT TOPICS IN MANAGEMENT, VOL 4 - 1999, LINCOLN, ENGLAND (1999)
Citations Web of Science - 1
1999 Connell JA, 'Managing People: The Dilemmas and Paradoxed of Management Style', Proceedings of the 1999 Asian forum on Business Education Conference, Hong Kong, Baptist University (1999) [E1]
Show 22 more conferences
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Grants and Funding

Summary

Number of grants 20
Total funding $74,324

Click on a grant title below to expand the full details for that specific grant.


20061 grants / $2,066

Global Organisation Development Summit, Mysore India, 18-21 September 2006$2,066

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Travel Grant
Role Lead
Funding Start 2006
Funding Finish 2006
GNo G0186840
Type Of Funding Internal
Category INTE
UON Y

20052 grants / $10,000

International Developments in Call Centre Work and Workplaces$5,000

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Conjoint Professor John Burgess, Professor Julia Connell
Scheme Project Grant
Role Investigator
Funding Start 2005
Funding Finish 2005
GNo G0184646
Type Of Funding Internal
Category INTE
UON Y

Temporary Work in Asia: Issues, Challenges and Responses$5,000

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell, Conjoint Professor John Burgess
Scheme Project Grant
Role Lead
Funding Start 2005
Funding Finish 2005
GNo G0184650
Type Of Funding Internal
Category INTE
UON Y

20043 grants / $16,610

An analysis of the content of Workplace Agreements in the call centre sector$9,000

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Conjoint Professor John Burgess, Professor Julia Connell
Scheme Project Grant
Role Investigator
Funding Start 2004
Funding Finish 2004
GNo G0183405
Type Of Funding Internal
Category INTE
UON Y

Multinational Technology Companies Stakeholder Reporting Project$5,500

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell, Conjoint Associate Professor Peter Waring
Scheme Project Grant
Role Lead
Funding Start 2004
Funding Finish 2004
GNo G0183458
Type Of Funding Internal
Category INTE
UON Y

International Industrial Relations Association 5th Congress, 23-26 June 2004, Korea$2,110

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Travel Grant
Role Lead
Funding Start 2004
Funding Finish 2004
GNo G0184099
Type Of Funding Internal
Category INTE
UON Y

20032 grants / $5,400

Call Centre Research Conference: 7 November 2003$3,000

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Conference Establishment Grant
Role Lead
Funding Start 2003
Funding Finish 2003
GNo G0183146
Type Of Funding Internal
Category INTE
UON Y

European Academy of Management, Milan 3 - 5 April, 2003$2,400

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Travel Grant
Role Lead
Funding Start 2003
Funding Finish 2003
GNo G0182805
Type Of Funding Internal
Category INTE
UON Y

20023 grants / $7,630

Training and work organisation in regional call centres.$3,500

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell, Conjoint Professor John Burgess
Scheme Project Grant
Role Lead
Funding Start 2002
Funding Finish 2002
GNo G0181320
Type Of Funding Internal
Category INTE
UON Y

International Developments in Temporary Employment from 28 February 2002 to 1 March 2002$3,000

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Conference Establishment Grant
Role Lead
Funding Start 2002
Funding Finish 2002
GNo G0181673
Type Of Funding Internal
Category INTE
UON Y

Australian and New Zealand Academy of Management (annual conference), Victoria 4-6 December 2002$1,130

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Travel Grant
Role Lead
Funding Start 2002
Funding Finish 2002
GNo G0182589
Type Of Funding Internal
Category INTE
UON Y

20013 grants / $15,035

Skills, Training and Temporary Employment: A Regional Survey of Agency Workers$10,000

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell, Conjoint Professor John Burgess
Scheme Project Grant
Role Lead
Funding Start 2001
Funding Finish 2001
GNo G0179971
Type Of Funding Internal
Category INTE
UON Y

Leadership in the 21st Century from 9 November 2001 to 10 November 2001$2,635

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Conference Establishment Grant
Role Lead
Funding Start 2001
Funding Finish 2001
GNo G0180956
Type Of Funding Internal
Category INTE
UON Y

European Institute for Advanced Studies in Management, Trust within and Between Organisations Amsterdam, The Netherlands 29-30 November, 2002$2,400

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Travel Grant
Role Lead
Funding Start 2001
Funding Finish 2001
GNo G0181550
Type Of Funding Internal
Category INTE
UON Y

20002 grants / $9,400

Determining the sustainability of people focussed change initiatives within Australian firms.$7,000

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Early Career Researcher Grant
Role Lead
Funding Start 2000
Funding Finish 2000
GNo G0179917
Type Of Funding Internal
Category INTE
UON Y

British Academy of Management.$2,400

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Travel Grant
Role Lead
Funding Start 2000
Funding Finish 2000
GNo G0179814
Type Of Funding Internal
Category INTE
UON Y

19991 grants / $1,191

1999 Asian Forum on Business Education Hong Kong SAR, China.$1,191

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Travel Grant
Role Lead
Funding Start 1999
Funding Finish 1999
GNo G0179067
Type Of Funding Internal
Category INTE
UON Y

19981 grants / $1,873

International Conference for Advances in Management, UK 8-11 July 1998$1,873

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Travel Grant
Role Lead
Funding Start 1998
Funding Finish 1998
GNo G0179753
Type Of Funding Internal
Category INTE
UON Y

19961 grants / $1,119

HRM - The Inside Story - England - 1-2/4/96$1,119

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Travel Grant
Role Lead
Funding Start 1996
Funding Finish 1996
GNo G0176117
Type Of Funding Internal
Category INTE
UON Y

19951 grants / $4,000

Development of an Electronic Learning Aid and Test Bank for the Introduction to Management and Organisational Behaviour Subject$4,000

Funding body: University of Newcastle

Funding body University of Newcastle
Project Team Professor Julia Connell
Scheme Teaching Committee Teaching Grants
Role Lead
Funding Start 1995
Funding Finish 1995
GNo G0175874
Type Of Funding Internal
Category INTE
UON Y
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Research Supervision

Number of supervisions

Completed2
Current1

Current Supervision

Commenced Level of Study Research Title Program Supervisor Type
2017 PhD Co-opetition in CSR and Firm Performance PhD (Accounting & Finance), Faculty of Business and Law, The University of Newcastle Co-Supervisor

Past Supervision

Year Level of Study Research Title Program Supervisor Type
2009 PhD Experiences from the 'Coalface': Work and Family Interaction in a Finance Sector Organisation PhD (Management), Faculty of Business and Law, The University of Newcastle Co-Supervisor
2007 PhD The Quality of Work Life in Call Centres: Employees Experiences PhD (Management), Faculty of Business and Law, The University of Newcastle Co-Supervisor
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Research Collaborations

The map is a representation of a researchers co-authorship with collaborators across the globe. The map displays the number of publications against a country, where there is at least one co-author based in that country. Data is sourced from the University of Newcastle research publication management system (NURO) and may not fully represent the authors complete body of work.

Country Count of Publications
Australia 53
New Zealand 4
United Kingdom 3
Indonesia 3
United Arab Emirates 2
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Professor Julia Connell

Position

Assistant Dean, Research Training
Office PVC - Business and Law
Faculty of Business and Law

Contact Details

Email julia.connell@newcastle.edu.au
Phone 38527
Fax 17398

Office

Room X-647
Building NewSpace
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