The case method of teaching and learning is prominent in management education. We know little about the processes involved in writing and learning through cases. One element that may help the beginning of a theoretical understanding of these processes comes from an experiment with students entering organisations and writing cases for use with other management students. Students not only gain more knowledge related to management and organisations than in using prepared cases, but they also gain substantial additional process skills that are far more generalisable and to do with life-long learning – than those developed using traditional case learning.

Australia is highly dependent on imports of products and services. The cost of these has to be serviced by exports to achieve a balance of trade. Unfortunately in most years the result is a deficit. Contemporary international trade theory indicates the need for a State government and private industry nexus to initiate and enhance trade outcomes. One of the key aspects of this nexus is the role of Sister State Agreements. However these high level government-to-government agreements are not subject to extensive research. This paper explores the Sister State Agreements of Queensland by designing a screening grid map using two axes each a construct of multiple variables. The map is designed with a view to examining how public sector management can advance the effectiveness of trade outcomes.

Note: A conference working paper based on this article was presented at the Australian and New Zealand Academy of Management 2001 conference.

The current study analyses the effect of an international diversification strategy measured by multi-nationality and country scope, and tests its relationship with economic performance in the context of Australian corporate activity. Evidence from previous US studies on the relationship between international diversification strategy and economic performance was inconclusive, which suggests that research should go further with empirical analysis than testing for a linear relationship and should test for curvilinear relationships resulting from transactions costs analysis. Guided by that evidence a Chow test was used in the current study to establish a cut-off point that divided the sample of Australian firms into two subgroups (low-to-moderate and high level international diversification) to determine whether a non-linear relationship existed between economic performance and international diversification. This approach followed a similar technique used by Hitt, Hosskisson and Kim, (1997) and was used in this study as a method for determining two subgroups. The sample was selected from the population of large firms in Australia over a three-year period covering 1993-1995. The results suggest there is a statistically significant non-linear relationship between economic performance and multi-nationality. The results suggest that Australian corporations may be sensitive to the effect of transaction and managerial processing costs on the relationship between multi-nationality and economic performance resulting in a non-linear relationship.

Management literature related to globalisation and the need for organisations to gain a competitive advantage has grown in prominence over the past two decades (Caves 1982; Porter 1985, 1990, 1991, 1998; Barney 1995; Peteraf 1993; Barner 1996; Duncan, Ginter & Swayne 1998; Thomas, Pollock & Gorman 1998; Zahra 1998; Zahra & O'Neil, 1998; Gupta & Govindarajan 2001). Concomitant with globalisation and competitive advantage are issues related to achieving successful organisational change, since it logically holds that any activity to increase an organisation's effectiveness necessarily involves some sort of change. Much of the research attention in the past has focussed on strategies for implementing change, including overcoming resistance, rather than developing theories which lead to a greater understanding of the processes of change. Early research (Coch & French 1948; Ginzberg & Reilly 1957; Lewin 1951) reflect the historical concentration on how best to implement change; this tradition is more recently exemplified by Carnall (1999) who examines practical techniques for achieving change in organisations. However, literature relating to the theory of change remains fragmented and inconclusive.

The concept of widespread “telecommuting” in a community envisages the presence of large numbers of employees who, instead of commuting to work, perform either all or a significant fraction of their tasks at home. It is widely accepted that large-scale adoption of telecommuting is just a matter of time in those countries with the necessary telecommunications infrastructure.

This paper reports on the conduct of a telecommuting project in a large Australian organisation. The data and the analyses demonstrate that, overall, the telecommuting project has been successful and brought benefits to both the employees and the organisation. The results also indicate the presence of strong positive links between the relationship/interactions telecommuters had with their supervisors, and the telecommuters' perception both of their own productivity, and their levels of satisfaction with the telecommuting experience. The tasks which telecommuters performed were also related to the employees' perception of productivity and job satisfaction.

Although inquiry into the impact of contextual factors on the governance of multinational enterprises (MNEs) has increased, primary attention has centred on MNEs from developed countries, which operate in other industrialised economies. There has been relatively little research into organisations from developed nations involved in less developed countries (LDCs). As this dearth of inquiry is particularly evident in South Pacific economies, this paper examines the management of Bougainville Copper Limited (BCL), an Australian mining company that operated in Papua New Guinea (PNG) until it was violently expelled by local communities in 1990. While this study supports research claiming that MNE performance depends upon the alignment of firms' internal and external environments, it demonstrates that alignment becomes increasingly difficult as characteristics in the host setting deviate from those in the home country. More importantly, it reveals that MNEs cannot survive under extremely divergent home—host conditions despite management efforts to control environmental variables. It also establishes that MNEs should focus contextual congruency on the host society, not the host country as widely suggested in the literature.