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Professor Roy Green


Roy Green is Dean of the UTS Business School at the University of Technology Sydney. Roy has degrees from the University of Adelaide and a PhD from the University of Cambridge, where he was a Research Fellow, and he has worked subsequently in universities, business and government in Australia and overseas, including Dean of the Macquarie Graduate School of Management and the Business School at the National University of Ireland, Galway. Roy has advised and published widely in the areas of management and workplace innovation as well as industry policy and trends in business education. He has also undertaken a range of projects with the OECD, European Commission and Enterprise Ireland.

In recent years, Roy has chaired and participated in the Australian Government’s Innovative Regions Centre, CSIRO Manufacturing Sector Advisory Council, NSW Manufacturing Council, Enterprise Connect Advisory Committee and ABS Innovation Reference Group. He was co-author of a Business Council of Australia/ Society for Knowledge Economics report in 2006 New Pathways to Prosperity: A National Innovation Framework for Australia, he conducted the Australian Government’s Review of the Textile, Clothing and Footwear Industries in 2008 Building Innovative Capability and led Australian participation in a major global study of management practice and productivity in 2009 Manufacturing Matters for Australia – Just how productive are we?

In 2012, Roy contributed to the Prime Minister’s Manufacturing Taskforce report Smarter Manufacturing for a Smarter Australia and was co-author of a research report on productivity for the McKell Institute, Understanding Productivity – Australia’s Choice. He is currently leading an 18 month Australian Government funded project by the Australian Business Deans Council on The Future of Management Education and a project on public sector innovation for the Institute of Public Administration Australia (IPAA). He is also a member of CSIRO’s newly established Australian Design Integration Network, and he was recently appointed to the new Manufacturing Leaders Group and to Sydney’s Global Talent Hub Advisory Body.

Image of Roy Green
Dean, The Dean's Unit
Core Member, Centre for Management and Organisation Studies
Professor, Economics Discipline Group
+61 2 9514 3511

Book Chapters

Agarwal, R., Green, R. & hall, r. 2012, 'Management Education for Organizational and Managerial innovation' in Pitsis, Tyrone; Simpson, Ace; Dehlin, Erlend (eds), Handbook of Organizational and Managerial Innovation, Edward Elgar, Cheltenham Uk, Northampton MA, USA, pp. 189-216.
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This chapter critically considers the role of management education in managerial and organizational innovation with a particular emphasis on the way in which business schools in the future might be better able to develop management competencies and attributes that encourage innovation in, and of, organizations.
Green, R., Liyanage, S., Pitsis, T.S., scott-kemis, d. & Agarwal, R. 2009, 'Fostering Young Entrepreneurial and Managerial Talent' in OECD (ed), OECD, OECD, Geneva, pp. 1-127.
Prepared for the OECD by the University of Technology Sydney, Australia, September 2009; Authorship - Green, R., Liyanage, S., Pitsis, T., Scott-Kemis, D. and Agarwal R.
Fahy, J., Giblin, M. & Green, R. 2008, 'Regional innovation systems and public policy: Ireland's medical technology cluster' in Martinez-Vazquez, J; Vaillancourt, F (eds), Public Policy for Regional Development, Routledge, Oxon, pp. 66-88.
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The regional dimension of innovation in a global competitive environment is attracting increased interest among both researchers and policy-makers as regional econo mies are recog nised as 'sites of the most advanced forms of economic development and innovation' (Storper, 2003: 580). This chapter examines the rece nt emergence of the highly successful med ical technology cluste r in Galway, Ireland - now the biggest conce ntration of medical technology employment in Europe - in the context of the growing literature on industrial cluste rs, its further evolution as systems of innovation and the related emphasis on the role and 'embeddedness' of FDI in these systems at a regional level. The literature would suggest that regions are ' synergy-laden' systems whose innovat ive activity and capacity are determined largely by ' the set of organisations and linkages present for the generation, diffusion and application of scientific and technological know ledge' (Ga lli and Teube l, 1997: 345) , which can pos ition, or reposition, regions on specific tech nolog ical trajec tor ies.
Green, R. 2005, 'Structural reform and labour markets in Europe: The case of Ireland' in Szell, C; Bosling, C; Hartkemeyer, J (eds), Labour, Globalisation & the New Economy, Peter Lang, Frankfurt, Germany, pp. 235-267.
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The June 1998 European Council summit under the UK presidency in Cardiff initiated an ambitious process of reform of national product and capital markets, which may also have implications for the structure and performance of labour markets. The rationale for the 'Cardiff process' of structural reform lay, first, in the need to respond in a coherent way to the pressures of globalisation and the 'single market' in Europe and, second, in the claimed superiority of US economic performance during the 1990s, which was explained by flexible and liberalised markets, especially in relation to pay, working conditions and labour mobility. At the time, this explanation not only passed unchallenged in public policy debate, but was explicitly incorporated into a Blair-Schroder joint document on the 'third way'. Moreover, it was observed that Europe, by contrast, had been experiencing lower growth and higher unemployment, which was attributed to state ownership of public utilities, lack of competition in product and capital markets, generous social benefits and inflexible labour markets.
Ryan, P., Giblin, M. & Green, R. 2003, 'Industrial clusters - The role of organisations and institutions' in Genoff, R; Sheather, G (eds), Innovation and the Knowledge Economy: Industrial Regeneration in Northern Adelaide, Playford Publication, Playford, UK, pp. 309-332.

Conference Papers

Rathinam, M., Green, R., Agarwal, R. & Liyanage, S. 2011, 'Role of Managers in Management Innovation in Large Organisation', EURAM, Rotterdam, Netherlands, November 2011 in Management Innovation - A Journey into the core of Research Management, ed Prof. Dr. Henk W. Volberda, RSM, Erasmus University and Prof. Dr. Frans. A.J. Van Den Bosch, RSM Erasmus University, Rotterdam School of Management, Erasmus University Rotterdam, Rotterdam, Netherlands, pp. 1-16.
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The purpose of this paper is to explore the role of managers in management innovation based on existing literature and recent experience in large organisations in Australia. Despite the dramatic rise in interest in innovation, an increased awareness in management innovation focusing on management principles and practices has certainly reconceptualised the essence of innovation and its processes. As the management innovation theory is advancing, managers play a vital role in management innovation to make radical improvements. This paper provides insight into the role of managers and presents a theoretical model depicting the role of managers in management innovation in large organisations. A specific set of leadership and facilitation skills are required for managers to foster management innovation in organisations. The role of managers is explained in this paper using references to the ++Swiss Cheese Model+ . This risk management model has been used to explain how major incidents happen when deficiencies in safety systems are aligned; and in a similar vein the role of managers at various levels of an organisation can influence management innovation by aligning issues and opportunities to idea generation, creativity and dynamic capabilities. This requires specific leadership and influencing skills explained in this paper.

Journal Articles

Agarwal, R., Green, R., Brown, P.J., Tan, H. & Randhawa, K. 2013, 'Determinants of quality management practices: An empirical study of New Zealand manufacturing firms', International Journal Of Production Economics, vol. 142, no. 1, pp. 130-145.
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A large body of research in recent years has resulted in the accumulation of knowledge about better (worse) management practices for manufacturing firms. Given the wide dissemination of knowledge about practices such as Lean Manufacturing, the importance of goal-setting, performance management systems, employee promotion and reward structures, it is unclear why some firms do not adopt these broad-based management practices. If there are management practices that have the potential to universally increase productivity of manufacturing firms, their lack of adoption by all firms in such markets remains a pertinent question. New Zealand is a small open economy facing competitive pressure from both its geographical distance from large markets and its minimum wage, which is above key international competitors. In this context we use a novel survey tool designed by Bloom and Van Reenen (2007) and McKinsey & Co. to construct a Management Practices Score (MPS) based on 18 management practices from 152 medium- and large-sized New Zealand manufacturing firms. We find that the MPS is positively associated with various firm productivity performance indicators, particularly profit per employee and firm sales, indicating that the MPS captures relevant information about management practices. We find that firm size, ownership structure, and the level of education among both managers and non-managers positively impacts management performance. Unlike the findings in earlier international research, we find that competition does not have an association with management practices. The findings here contribute to understanding why best management practices are not universally adopted by manufacturing firms.
hall, r., Agarwal, R. & Green, R. 2013, 'The future of management education in Australia: challenges and innovations', Education & Training, vol. 55, no. 4/5, pp. 348-369.
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The purpose of this paper is to undertake a survey of the external and internal forces changing the nature of business schools and business education. It aims to investigate how management education responds to increasing productivity, innovation and capability challenges, examine how MBA programs currently meet these demands, and how these courses might redefine their identity and delivery, and finally explore how to deepen engagement between business schools and business stakeholders, and to balance the imperatives of relevance and quality.
Green, R. 2008, 'Spikiness in a flat world', Monash Business Review, vol. 4, no. 1, pp. 20-23.
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Discussion of new policy directions in recent years has been strongly influenced by New York Times journalist Tom Friedman's much cited book, The World is Flat. Friedman was referring to a 'globalised' world economy where increasing interconnectedness among people and businesses is driven by the changing shape of markets, organisations and institutions, as well as new developments in information and communications technologies
Burgess, J., Connell, J.A. & Green, R. 2005, 'The Temporary Work Sector in Australia and Ireland: Modest, growing and under-recorded', The Economic and Labour Relations Review, vol. 15, no. 2, pp. 199-211.
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While temporary agency work possesses several conceptual and empirical challenges for researchers, it also poses challenges for regulators. This paper considers some of these challenges concerning various definitions, classifications and measurement of temporary work while comparing the Australian and Irish experience. It is concluded that while agency work in Ireland and Australia is modest, it is growing, and the conceptual and empirical problems associated with its under-recording pose difficulties for the design and implementation of a regulatory code for this sector.


Fisher, L., Agarwal, R. & Green, R. 2012, 'A more Competitive Manufacturing Industry - Management and Workforce Skills and Talent', AiG Industry Group, Sydney, pp. 1-196.
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The manufacturing sector is strategically important to the Victorian economy as a source of jobs, exports, investments, innovation, and research and development. Despite its declining share of national and state output, manufacturing remains the second-largest sector in the Victorian economy. The starting point for this research report, prepared by the Australian Industry Group in partnership with the University of Technology Sydney, is that effective management practices, skills and capabilities have the potential to drive productivity, innovation and competitiveness in the Victorian manufacturing sector. The sector is dependent on the availability of a skilled workforce which is able to adapt and respond to the significant challenges it faces. These challenges include the shift to higher-level skills driven by the introduction of new technologies and the demands of global competition, the recruitment and retention challenges that come from other sectors hungry for skills, such as the resources sector, and the challenges that flow from a wide public perception that manufacturing is a sector at risk. The essential questions addressed are: + To what extent are skills and talent critical to the competitiveness of Victoria++s manufacturing industry? + How are skills and training requirements changing with the needs of industry? + How important are management and strategic capabilities to global competitiveness for Victorian manufacturers? Sitting behind those questions are a multitude of issues, many of which are canvassed in the report. The research has been undertaken from an industry perspective. The guiding questions have been: What are the needs of industry? And what is important to enterprises and what would make a difference? The aim of this report is to make comment on the skilling system from the perspective of where it intersects with industry and enterprises.
hall, r., Agarwal, R. & Green, R. 2012, 'The Future of Management Education Scoping Paper', Australian Business Deans Council, Sydney, pp. 1-32.
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The Future of Management Education initiative is being undertaken by the Australian Business Deans Council with funding support from the Department of Innovation, Industry, Science, Research and Tertiary Education (DIISRTE) under its Workforce Innovation Program. The Scoping Paper will be the basis of a broad consultation exercise which will encompass two workshops with business leaders in Sydney and Melbourne. The initiative proposal was supported by key industry and professional associations, including AiG, B-HERT, ICAA and Society for Knowledge Economics, and now has the additional participation of the BCA, ACCI, AIM, CPA Australia, AHRI, APESMA, AMI and the Australian Business Foundation. The consultation exercise will be followed by a call for expressions of interest by business schools to participate in `innovative practice trials+, which enable the development and delivery of new curriculum and learning concepts. The results will be summarised in a final report in 2013 with a view to disseminating and diffusing best practice in business and management education. A Project Steering Committee is in the process of being established with key stakeholders in the initiative, including DIISRTE, and a Project Management Group is also being established, comprising interested ABDC deans and the Lead Project Consultant. Roy Green, Project Director (University of Technology Sydney) Richard Hall, Lead Project Consultant (University of Sydney) Renu Agarwal, Research Consultant (University of Technology Sydney)
Green, R., Toner, P. & Agarwal, R. 2012, 'Understanding Productivity - Australia's Choice', McKell Institute, Sydney, pp. 1-59.
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Australia's productivity challenge - High Road and Low Road
Agarwal, R. & Green, R. 2011, 'The role of education and skills in Australian management practice and productivity', Fostering enterprise: the innovation and skills nexus - Research readings, NCVER, Melbourne, Australia, pp. 79-102.
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The main impetus for the interest in innovation is that it is seen to improve productivity at the firm level and therefore improved economic prosperity and living standards. This edited volume was commissioned by the Department of Employment, Education and Workplace Relations. The authors contribute a variety of views on innovation from different perspectives. Some of the main themes running throughout the book are reasons for firms innovating, the skills required for innovation and how innovation and skills development is supported by the training system, the firm and government. Innovation is seen as moving beyond research and development, to include new products, services and operational/organisational processes.
Green, R., Agarwal, R., Brown, P.J., Tan, H. & Randhawa, K. 2010, 'Management Matters in New Zealand- How does manufacturing measure up? Findings from the New Zealand Management Practices and Productivity global benchmarking project', Ministry of Economic Development, New Zealand, Wellington, pp. 1-51.
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This paper benchmarks management practices in New Zealand manufacturing firms against the global best. The project was undertaken by a research team from the University of Technology Sydney and is part of a world-wide study led by the London School of Economics and McKinsey & Co. The findings suggest that while some of New Zealand++s firms are as good as any in the world, there is a substantial tail of firms that are mediocre, especially in their approach to people management. This is a key differentiating factor between New Zealand and better performing, more innovative countries, and it echoes similar recent findings for Australian manufacturers. The research findings also suggest that there is a link between the quality of management scored across 18 dimensions of people, performance and operations and enterprise productivity. This study suggests that New Zealand manufacturing firms need to improve the management performance to build longer-term competitive advantage. It reveals that some management practices represent opportunities for improvement for these manufacturing firms. The study demonstrates that a costeffective way of improving the productivity performance of New Zealand firms is to promote a transformation in the calibre of the management and leadership of its organisations. This is the key to a more innovative, dynamic and sustainable economy into the future.
Green, R. & Thompson, D.G. 2010, 'Sydney Business and Education Creative Hub Scoping Study', University of Technology, Sydney, pp. 1-51.
This study has its starting point in the emergence of a 'creative hub' of business and community activity in sydney's vibrant, multi-cultural area around Broadway and between Pyrmont and Surry Hills. This activity encompasses digital media and advertising, film and television, architecture and planning and fashion and design, and its internal dynamic of growth and innovation is increasingly reinforced by development of social networks and collaboration. The study asks what can be done to facilitate the growth and diffusion of this activity, including the opportunities for collaboration, and how can education and skill providers best contribute to build innovative potential and capability in firms and organisations to maximise their sustainable economic and social impact.
Green, R., Agarwal, R., Van Reenen, J., Bloom, N., mathews, j., Boedker, C., Sampson, D., Gollan, P., Toner, P., Tan, H. & Brown, P.J. 2009, 'Management Matters in Australia: Just how productive are we?', Department of Industry, Innovation, Science and Research, Canberra, Australia, pp. 1-42.
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This unique research project for the Department of Innovation, Industry, Science and Research benchmarks management practices in Australian manufacturing firms against the global best. The project was undertaken by a research team from the University of Technology Sydney, Macquarie Graduate School of Management and the Society of Knowledge Economics, and is part of a world-wide study led by the London School of Economics, Stanford University and McKinsey & Co. The findings suggest that while some of our firms are as good as any in the world, we still have a substantial `tail+ of firms that are mediocre, especially in their approach to people management. This is a key differentiating factor between Australia and better performing, more innovative countries.