A National Asset


Book Description

This volume commemorates the 50th anniversary of the Strategic and Defence Studies Centre (SDSC). The Centre is Australia’s largest body of scholars dedicated to the analysis of the use of armed force in its political context and one of the earliest generation of post-World War II research institutions on strategic affairs. The book features chapters replete with stories of university politics, internal SDSC activities, cooperation among people with different social and political values, and conflicts between others, as well as the Centre’s public achievements. It also details the evolution of strategic studies in Australia and the contribution of academia and defence intellectuals to national defence policy.







The Australia-new Zealand-u.s. Alliance


Book Description

This book deals with an account of the origins of the Australia-New Zealand-US (ANZUS) alliance and its subsequent evolution. It examines the divergent responses of contemporary Australian and New Zealand governments to the problems of alliance management.







The Internationalisation Strategies of Small-country Firms


Book Description

'This research project combines contemporary and historical analysis to trace the evolution of Australian multinationals. It provides unique insights into how firms from a small economy achieved global competitiveness in their niche markets, while examining the barriers that inhibited others. The evidence is presented in comparative, industry and firm-case studies, and tells the story of international business made in Australia. The longitudinal and multi-level analysis in this research provides new insights that challenge the predominance of cross-sectional analytical framework dominating strategic management. Any scholars sincerely interested how companies from small countries can succeed on the global stage ought to read this book.' - Klaus E. Meyer, University of Reading Business School, UK The international business literature often struggles to depict a universal experience of internationalisation from the perspective of large countries. This book seeks to enrich the literature by providing a nuanced overview of the little-known Australian experience, being an atypical case of a small- to medium-sized economy which liberalised rapidly from the 1980s outside any trading bloc. Six data-rich survey chapters explore Australia's mixed success in founding its own multinationals. The experience of Australian firms is set in historical and comparative perspective, including interactions with inward and specifically American FDI. Five industry studies next consider why firms in retail, wine and professional services were more successful than in financial services and shipping. Nine detailed case studies of firms then identify the elements of administrative heritage, strategy and learning that have been the key to success or failure. The book concludes by outlining what can be learned from Australia's example and presenting implications for future research. The Internationalisation Strategies of Small-Country Firms will appeal to scholars, researchers and postgraduate students in international business and international economics.




Open Regionalism and Trade Liberalization


Book Description

Open Regionalism is regional economic co-operation without discrimination against countries outside the region. The concept grew from the experience of rapid growth, and expanding trade and investment across national borders, in East Asia and the Pacific. It became the guiding idea of Asia-Pacific Economic Co-operation. It is now recognized as being the means through which the growing appeal of regional trading arrangements can be reconciled with a flourishing global trade system within the framework of the new World Trade Organization.




The Pilbara


Book Description

The Pilbara, a large, thinly populated region in the north of Western Australia, has become central to the Australian economy and imagination. With millions of tons of iron ore shipped to China, the Pilbara is a media staple, through stories of mining companies' profits, the earnings of fly-in-fly-out workers, and the wealth of new entrepreneurs. For all this, what we know about a vital region such as the Pilbara remains incomplete. The boomtime stories do not reveal much about the Pilbara itself, a place completely transformed across fifty years of mining. No one has acknowledged the Pilbara's ancient history, or the men and women who worked there from the 1960s, building unions and making communities as they worked the mines. In those days, the Pilbara excited both hope and dread about its workers and their power. "From the deserts prophets come," AD Hope wrote years before in his poem, Australia. And it appeared that the Pilbara might be the site of a novel kind of unionism, with workers winning not only high wages but control of the places where they worked and the towns where they lived. But it was not to be. Starting in the 1980s, the companies fought back, defeating the unions and remaking the Pilbara. The managers were now the prophets, with new ways of organising work and managing workers. The companies reinvented the Pilbara through workplace control, fly-in-fly-out labor, and twelve-hour shifts. Their vision reshaped not just the desert but the cities, not just the work in mines and ports but in offices and shops. When the biggest boom in mining history came along, it unfolded across a Pilbara landscape very different from a generation earlier. The union prophets were gone; the companies' profits grew. This book reveals the story of fifty years of conflict over work and life in the Pilbara, and how this conflict has affected the rest of Australia. [Subject: Australian Studies, Labor History]




Corporate Strategies in Recession and Recovery (Routledge Revivals)


Book Description

First published in 1989, this book is based on detailed comparative case studies of eight firms’ responses to the recession of the early 1980s, the worst crisis for British manufacturing in the post-war period. Following these companies’ progress from 1979 to 1985, Whittington examines the various recession strategies they adopted and the consequences of these for management change and financial performance in the recovery. Drawing on the Realist social theory of Roy Bhaskar, Whittington argues that the class, gender, generation and ethnicity of the decision-makers involved in the eight case studies collectively made an impact on their strategic choices. This is a timely and practical reissue, which will be of value to students, managers and academics concerned with strategic management, developments in organizational theory, and the current economic climate.