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Professor Roy Green

Biography

Roy Green is Dean of the UTS Business School at the University of Technology Sydney. Roy graduated with first class honours from the University of Adelaide and gained a PhD from the University of Cambridge, where he was also a Research Fellow. He has worked in universities, business and government in Australia and overseas, including as 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 innovation policy and management as well as trends in business education. He has undertaken research projects with the OECD, European Commission and Enterprise Ireland.

In recent years, Roy 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 he 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. Most recently, he coordinated an 18 month Australian Government funded project by the Australian Business Deans Council on The Future of Management Education and co-authored a report on public sector innovation for the Institute of Public Administration Australia, Shaping the Future through Co-Creation. Roy is also a member of CSIRO’s newly established Australian Design Integration Network, Sydney's Global Talent Hub Advisory Body, Research Advisory Committee of the Centre for Policy Development and Universities Australia Work Integrated Learning Taskforce.

Image of Roy Green
Dean, The Dean's Unit
Professor, Economics Discipline Group
Core Member, Centre for Management and Organisation Studies
PhD
 
Phone
+61 2 9514 3511
Room
CB08.12.71
Can supervise: Yes

Chapters

Green, R., Agarwal, R. & Logue, D.M. 2015, 'Innovation' in International Encyclopaedia of the Social & Behavioural Sciences, Elsevier, Oxford, pp. 145-151.
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Innovation, and the understanding of processes of innovation, is fundamentally about social, scientific, and economic change. Innovation is seen as underpinning the productivity and success of firms, communities, and nations. Innovation, as a concept, is increasingly considered as a nonlinear multidimensional phenomenon, which involves a complex relational ecosystem with concurrent processes of value cocreation through collaboration. Innovation can be understood on several broad dimensions – product or process; technological or nontechnological; radical or incremental; and open or closed. The article will explore these dimensions, the historical background to innovation, and current issues and challenges with reference to developments in the social, scientific, engineering, and behavioral sciences, including the cross-disciplinary linkages, which illuminate the nature and significance of innovation for the twenty-first century.
Agarwal, R., Bajada, C., Brown, P.J. & Green, R. 2014, 'Managerial Practices in a High Cost Manufacturing Environment: A Comparison with Australia and New Zealand' in Roos, G. & Kennedy, N. (eds), Global Perspectives on Achieving Success in High and Low Cost Operating Environments, IGI Global, Hershey, PA, USA, pp. 268-289.
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This chapter explores the management strategies adopted by manufacturing firms operating in high versus low cost economies and investigates the reasons for differences in the management practice choices. The study reported in this chapter identifies a subset of countries that have either high or low labour costs, with USA, Sweden, and Japan being high, and India, China, and Brazil being low labour cost economies. The high labour cost manufacturing firms are found to have better management practices. In this chapter, the authors find that Australia and New Zealand manufacturing firms face relatively high labour cost but lag behind world best practice in management performance. The chapter concludes by highlighting the need for improvement in management capability for Australian and New Zealand manufacturing firms if they are to experience a reinvigoration of productivity, competitiveness, and long-term growth.
Green, R., Agarwal, R., Bajada, C. & Brown, P.J. 2014, 'Management Practices in Medium-Sized Enterprises: Insights from Benchmarking Australian Manufacturing Firms' in Kotey, B., Mazzarol, T., Clark, D., Foley, D. & McKeown, T. (eds), Meeting the Globalisation Challenge, Tilde University Press, Australia, pp. 84-105.
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Agarwal, R., Green, R. & Hall, R. 2013, 'Management education for organizational and managerial innovation' in Handbook of Organizational and Managerial Innovation, Edward Elgar Publishing Ltd., pp. 189-216.
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Green, R., Agarwal, R. & Logue, D. 2013, 'Innovation' in Bryant, P. & Mathews, J. (eds), The International Encyclopaedia of the Social and Behavioural Sciences, Elsevier.
Green, R. & Scott-Kemmis, D. 2013, 'Social Inclusion and the Innovation Agenda' in Smyth, P. & Buchanan, J. (eds), Inclusive Growth in Australian: Social Policy as Economic Investment, Allen & Unwin.
Green, R. & Logue, D. 2013, 'Innovating Australia - How We Measure Up' in Taylor, N. (ed), Australia Adjusting: Optimising National Prosperity in 2025, CEDA, Melbourne.
Green, R. 2013, 'After the Boom - Where Will Growth Come From?' in Lyons, M. (ed), Pushing Our Luck,, Centre for Policy Development, Sydney.
Green, R. 2013, 'From Mechanics School of Arts to UTS Business School' in Adelaide, D. (ed), Creating the Future, University of Technology Sydney.
Green, R., Agarwal, R. & Hall, R. 2012, 'Management Education for Innovation' in Pitsis, T., Dhelin, E. & Simpson, A. (eds), The Handbook of Organizational and Managerial Innovation, Edward-Elgar Press, London and New York.
Green, R. & Agarwal, R. 2011, 'The Role of Education and Skills in Australian Management Practice and Productivity' in Curtin, P., Stanwick, J. & Beddie, F. (eds), Fostering Enterprise: The Innovation and Skills Nexus - Research Readings, DEEWR/NCVER, Adelaide.
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. 2008, 'What Graduates Want - An International Perspective' in Cunningham, J. & Harrington, D. (eds), Management 2.0, Blackhall, Dublin.
Green, R. 2007, 'Competing through Innovation' in Marsh, I. (ed), Competing from Australia, CEDA.
Green, R. & Lafoucriere, C. 2006, 'Social Dialogue as a Regulatory Mode of the ESM:Some Empirical Evidence from the New Member States' in Jepsen, M. & Pascual, S. (eds), Unwrapping the European Social Model, Policy Press.
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.
Green, R. & Hilliard, R. 2005, 'Governance and Institutional Change in Ireland' in Remoe, S. (ed), Governance of Innovation Systems, OCED.
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.
Agarwal, R., Bajada, C., Brown, P. & Green, R., 'Global Comparisons of Management Practices' in Wilkinson, A., Townsend, K. & Suder, G. (eds), Handbook on Managing Managers, Edward Elgar.

Conferences

Rathinam, M., Green, R., Agarwal, R. & Liyanage, S. 2011, 'Role of Managers in Management Innovation in Large Organisation', Management Innovation - A Journey into the core of Research Management, EURAM, Rotterdam School of Management, Erasmus University Rotterdam, Rotterdam, Netherlands, pp. 1-16.
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 âSwiss Cheese Modelâ?. 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., Agarwal, N. & Randhawa, K. 2016, 'Benchmarking management practices in Australian public healthcare', Journal of Health Organization and Management, no. 30.2.
Purpose: This paper investigates the quality of management practices of public hospitals in the Australian healthcare system, specifically those in the state-managed health systems of Queensland and New South Wales (NSW). Further, we assess the management practices of Queensland and NSW public hospitals jointly and globally benchmark against those in the health systems of seven other countries, namely USA, UK, Sweden, France, Germany, Italy and Canada. Design/methodology/approach: In this study, we adapt the unique and globally-deployed Bloom et al. (2009) survey instrument that uses a 'double blind, double scored' methodology and an interview-based scoring grid to measure and internationally benchmark the management practices in Queensland and NSW public hospitals based on 21 management dimensions across four broad areas of management – operations, performance monitoring, targets and people management. Findings: The findings reveal the areas of strength and potential areas of improvement in the Queensland and NSW Health hospital management practices when compared with public hospitals in seven countries, namely USA, UK, Sweden, France, Germany, Italy and Canada. Together, Queensland and NSW Health hospitals perform best in operations management followed by performance monitoring. While target management presents scope for improvement, people management is the sphere where these Australian hospitals lag the most. Practical implications: This paper is of interest to both hospital administrators and health care policy-makers aiming to lift management quality at the hospital level as well as at the institutional level, as a vehicle to consistently deliver sustainable high-quality health services. Originality/value: This study provides the first internationally comparable robust measure of management capability in Australian public hospitals, where hospitals are run independently by the state-run healthcare systems. Additionally, this research study contributes to...
Agarwal, R., Brown, P.J., Green, R., Randhawa, K. & Tan, H. 2014, 'Management practices of Australian manufacturing firms: Why are some firms more innovative?', International Journal of Production Research, vol. 52, no. 21, pp. 6496-6517.
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Whilst many studies have focused on the adoption of individual or sets of innovative management practices (e.g. lean production), fewer studies have evaluated a diverse set of management practices and firm contextual factors which may limit (or enable) the accumulation of groups of innovations in organisations. The Australian manufacturing sector is a novel setting to investigate such issues due to, among other reasons, a protracted decline of the competitive position of the sector. In this paper, we use a data-set from the Australian government funded management practices benchmarking project which was part of the World Management Survey and empirically evaluate why some companies have more innovative management practices than others. The conceptual model developed draws mainly on innovation diffusion theory and prior empirical findings. We find that (1) firms which adopt clusters of better management practices have greater performance; and (2) several firm characteristics explain the adoption of better management practices, such as education level of employees and managers, firm size, ownership by a multinational firm, and diffused ownership structure. The study has practical implications for policy-makers and stakeholders who are interested in supporting the adoption of better management practices by firms to enhance productivity in the manufacturing sector.
Gollan, P.J., Kalfa, S., Agarwal, R., Green, R. & Randhawa, K. 2014, 'Lean manufacturing as a high-performance work system: The case of Cochlear', International Journal of Production Research, vol. 52, no. 21, pp. 6434-6447.
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This paper addresses the Special Issue call for Australian examples of innovative management systems that enable the production of successful products by drawing on a single case study: medical device manufacturer Cochlear. Through qualitative case study methodology, we examine the human resource management practices that complemented the implementation of lean manufacturing principles. We argue that in their implementation, Cochlears management team enriched the traditional understanding of lean and its focus on waste reduction, low cost and quality assurance by adopting people management practices as an integrated component of the overall management capability which allowed their people to grow and develop. The combination of lean and HR practices transformed Cochlear to a high-performance work system and positively impacted production processes and output. By examining a medical device manufacturer, an under-researched sector, our paper expands existing literature on lean manufacturing and provides implications for practitioners.
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.
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. © 2012 Elsevier B.V. All rights reserved.
Green, R. 2013, 'After the Boom: Where Will Growth Come From?', EBE Journal, vol. 1.
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
Green, R. 2008, 'Creating Value in Boundaryless Clusters', New Planner, vol. 74.
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.

Reports

Green, R., Agarwal, R., Roos, G. & Scott-Kemmis, D. 2013, AUSTRALIAN PUBLIC SECTOR INNOVATION - SHAPING THE FUTURETHROUGH CO-CREATION, Report for the Institute of Public Administration Australia.
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Green, R. 2013, The Role of Management in Lifting Productivity, Australian Workforce Productivity Agency Discussion Paper, Canberra.
Logue, D.M. & Green, R. Committee for Economic Development of Australia 2013, Innovation Australia: How we measure up, Australia Adjusting: Optimising national prosperity, pp. 92-106.
hall, R., Agarwal, R. & Green, R. Australian Business Deans Council 2012, The Future of Management Education Scoping Paper, pp. 1-32, Sydney.
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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. McKell Institute 2012, Understanding Productivity - Australias Choice, pp. 1-59, Sydney.
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Australia's productivity challenge - High Road and Low Road
Green, R., Fisher, L. & Agarwal, R. 2012, Management and Workforce Skills and Talent Report, Joint research report by the Australian Industry Group and the University of Technology Sydney, prepared for the Department of Business and Innovation, Victoria.
Green, R., Agarwal, R., Brown, P., Brown, D. & Randhawa, K. 2012, Competition and Management Practices in New Zealand Manufacturing Enterprises, Report for the New Zealand Ministry of Economic Development.
Green, R. & Roos, G. 2012, Australia's Manufacturing Future, Report for the Prime Minister's Manufacturing Task force, Department of Industry, Innovation, Science, Research & Tertiary Education, Canberra.
Green, R., Agarwal, R., Brown, P.J., Randhawa, K. & Agarwal, N. Department of Qld Health 2011, Management Matters in Queensland Hospitals - Findings from the Queensland Health Management Practices Research Project - Background Report, pp. 1-110, Brisbane.
Agarwal, R., Green, R., Randhawa, K. & Agarwal, N. Department of NSW Health 2011, Management Matters in NSW Hospitals - Findings from the NSW Health Management Practices Research Project - Background Report, pp. 1-107, Sydney.
Management matters in NSW Hospitals - Findings from the NSW Health Management Practices Research Project - Background Report
Green, R., Agarwal, R., Kaine, S.J., Tan, H. & Randhawa, K. UTS 2011, Human Resource Management Practices in Australian manufacturing medium-sized manufacturing firms - Background Report (Part 2), pp. 1-158, Sydney.
This report is the background report (part 2) of the research on human resource management in Australian medium-sized manufacturing firms is an extension of the Australian Management Practices (AMP) Research commissioned by Enterprise Connect, Department of Innovation, Industry, Science and Research (DIISR) in 2009. The previous AMP research was based on interviews conducted with 439 medium and large-sized manufacturing firms in Australia through structured conversational interviews which examined their management practices across eighteen different dimensions, corresponding to three broad areas of management - operations, performance and people. Enterprise Connect engaged the University of Technology, Sydney (UTS) to conduct an extension research to examine the area of human resource management (HRM) in greater detail. The objective of this research is to identify HRM best practices and better understand the main reasons why Australian medium-sized manufacturing firms lag behind other countries in the area of people management. This research study employs qualitative research methodology to gain rich insights into the HRM practices adopted by medium-sized Australian manufacturing firms and compares groups of best-, average- and worst-performers in the area of people management, based on the people management score attained in the original AMP research.
Green, R., Agarwal, R., Brown, P.J., Randhawa, K. & Agarwal, N. Department of Qld health 2011, Management Matters in Queensland Hospitals - Findings from the Queensland Health Management Practices Research Project - Final Report, pp. 1-62, Brisbane.
Agarwal, R. & Green, R. NCVER 2011, The role of education and skills in Australian management practice and productivity, Fostering enterprise: the innovation and skills nexus - Research readings, pp. 79-102, Melbourne, Australia.
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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., Wang, K.Y., Tan, H. & Randhawa, K. UTS 2011, Building Dynamic Capabilities in Australian manufacturing medium-sized manufacturing firms - Background Report, pp. 1-105, Sydney.
This is the background report for the research on historical dynamic capability building is an extension of the Australian Management Practices (AMP) Research commissioned by Enterprise Connect, Department of Innovation, Industry, Science and Research (DIISR) in 2009. The earlier AMP research was based on conversational interviews conducted with 439 medium and large-sized manufacturing firms in Australia which examined firm management practices across eighteen different dimensions, corresponding to three broad areas of management â operations, performance and people. The AMP research demonstrated that strong management practices lead to enhanced performance and productivity within manufacturing firms and identified skills and capability as key determinants of high management performance in firms. Enterprise Connect engaged the University of Technology, Sydney (UTS) to conduct case study based qualitative methods to gain deeper insights into the historical dynamic capability building within medium-sized manufacturing firms. The selection of firms for this study was based on the overall management score attained in the original AMP research of Australian medium-sized manufacturing firms. This research aspires to highlight the best practices adopted in fostering dynamic capabilities with the aim of addressing the following research question: âWhat are the key capabilities, patterns of capability-building processes, enablers/inhibitors of capability building and their linkages to success among medium-sized Australian manufacturing firms?â?
Green, R., Agarwal, R., Kaine, S.J., Tan, H. & Randhawa, K. UTS 2011, Human Resource Management Practices - Australian medium sized manufacturing firms - Final Report, pp. 1-37, Sydney.
This research on human resource management in Australian medium-sized manufacturing firms is an extension of the Australian Management Practices (AMP) Research commissioned by Enterprise Connect, Department of Innovation, Industry, Science and Research (DIISR) in 2009. The previous AMP research was based on interviews conducted with 439 medium and large-sized manufacturing firms in Australia through structured conversational interviews which examined their management practices across eighteen different dimensions, corresponding to three broad areas of management - operations, performance and people. Enterprise Connect engaged the University of Technology, Sydney (UTS) to conduct an extension research to examine the area of human resource management (HRM) in greater detail. The objective of this research is to identify HRM best practices and better understand the main reasons why Australian medium-sized manufacturing firms lag behind other countries in the area of people management. This research study employs qualitative research methodology to gain rich insights into the HRM practices adopted by medium-sized Australian manufacturing firms and compares groups of âbestâ, âaverageâ and âworstâ performers in the area of people management, based on the people management score attained in the original AMP research.
Fisher, L., Agarwal, R. & Green, R. AiG Industry Group 2011, A more Competitive Manufacturing Industry - Management and Workforce Skills and Talent, pp. 1-196, Sydney.
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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: â¢To what extent are skills and talent critical to the competitiveness of Victoriaâs manufacturing industry? â¢How are skills and training requirements changing with the needs of industry? â¢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.
Green, R., Agarwal, R., Randhawa, K. & Agarwal, N. Department of NSW Health 2011, Management Matters in NSW Hospitals - Findings from the NSW Health Management Practices Research Project - Final Report, pp. 1-67, Sydney.
The health of the population of New South Wales is a fundamental objective of state and federal governments in Australia. NSW Healthâs Strategic Plan notes that health promotion, better management of health systems and medical advances have all contributed over recent years to improvements in health outcomes. However, it is also recognised in current reform initiatives and proposals that major challenges remain in achieving higher standards in the quality, effectiveness and efficiency of healthcare delivery. The purpose of this study is to evaluate and benchmark the performance of management at the level of the individual hospital â the key organisational unit of system-wide performance and productivity. The study by the University of Technology, Sydney is part of a global survey of health management practices led by a research team from the London School of Economics and Stanford University, covering management practices in hospitals across seven other countries. The NSW Health study replicates the methodology of the global survey in the collection and analysis of data from 116 NSW public hospital personnel with a particular focus on cardiology and orthopaedics. The main finding of the study is that, measured across 21 dimensions of performance, the management of NSW public hospitals ranks fifth out of the group of countries, with a longer âtailâ of poor performing hospitals than the global leaders. The study suggests that improving management practice in NSW hospitals, especially in the area of people management, would be a cost-effective way of lifting the performance of the healthcare system as a whole. Significantly, there is considerable variance in management quality and performance across NSW public hospitals, relating not only to the size and autonomy of hospitals but also to the level of education and skills among hospital managers. A key implication of our study for the health reform process is that reform efforts targeted exclusively to system-wide ef...
Green, R., Agarwal, R., Wang, K.Y., Tan, H. & Randhawa, K. UTS 2011, Building Dynamic Capabilities - Australian medium sized manufacturing firms - Final Report, pp. 1-44, Sydney.
This research on historical dynamic capability building is an extension of the Australian Management Practices (AMP) Research commissioned by Enterprise Connect, Department of Innovation, Industry, Science and Research (DIISR) in 2009. The earlier AMP research was based on conversational interviews conducted with 439 medium and large-sized manufacturing firms in Australia which examined firm management practices across eighteen different dimensions, corresponding to three broad areas of management â operations, performance and people. The AMP research demonstrated that strong management practices lead to enhanced performance and productivity within manufacturing firms and identified skills and capability as key determinants of high management performance in firms. Enterprise Connect engaged the University of Technology, Sydney (UTS) to conduct case study based qualitative methods to gain deeper insights into the historical dynamic capability building within medium-sized manufacturing firms. The selection of firms for this study was based on the overall management score attained in the original AMP research of Australian medium-sized manufacturing firms. This research aspires to highlight the best practices adopted in fostering dynamic capabilities with the aim of addressing the following research question: âWhat are the key capabilities, patterns of capability-building processes, enablers/inhibitors of capability building and their linkages to success among medium-sized Australian manufacturing firms?â?
Green, R., Agarwal, R., Kaine, S.J., Tan, H. & Randhawa, K. UTS 2011, Human Resource Management Practices in Australian manufacturing medium-sized manufacturing firms - Literature Review (Part 1), pp. 1-35, Sydney.
This is the literature review for the research on human resource management in Australian medium-sized manufacturing firms is an extension of the Australian Management Practices (AMP) Research commissioned by Enterprise Connect, Department of Innovation, Industry, Science and Research (DIISR) in 2009. The previous AMP research was based on interviews conducted with 439 medium and large-sized manufacturing firms in Australia through structured conversational interviews which examined their management practices across eighteen different dimensions, corresponding to three broad areas of management â operations, performance and people. Enterprise Connect engaged the University of Technology, Sydney (UTS) to conduct an extension research to examine the area of human resource management (HRM) in greater detail. The objective of this research is to identify HRM best practices and better understand the main reasons why Australian medium-sized manufacturing firms lag behind other countries in the area of people management. This research study employs qualitative research methodology to gain rich insights into the HRM practices adopted by medium-sized Australian manufacturing firms and compares groups of âbestâ, âaverageâ and âworstâ performers in the area of people management, based on the people management score attained in the original AMP research.
Green, R., Rathinam, M., Agarwal, R. & Liyanage, S. 2011, Role of Managers in Management Innovation in Large Organisation, EURAM Conference on Management Innovation - A Journey into the Core of Research Management, Rotterdam.
Green, R. 2011, Making Innovation Work, The New Exchange.
Green, R. & Agarwal, R. 2011, Management Matters in New Zealand: How Does Manufacturing Measure Up?, Ministry of Economic Development Occasional Paper 11/3.
Green, R., Agarwal, R., Brown, P.J., Tan, H. & Randhawa, K. 2010, Management Matters - How does manufacturing measure up?- Background Report for the Ministry of Economic Development (MED), New Zealand, pp. 1-125, Med Nzl.
Background Report under contract research
Green, R. & Thompson, D.G. University of Technology, Sydney 2010, Sydney Business and Education Creative Hub Scoping Study, 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. & Westacott, J. 2010, Report to Government, Report of Public Sector Performance Commission, Government of South Australia, Adelaide.
Green, R. & Agarwal, R. 2010, Management Matters in New Zealand: How Does Manufacturing Measure Up?, Report for the NZ Ministry of Economic Development, Wellington.
Green, R. & Thompson, D. 2010, Australian Creative Industries: the Contribution of Design Graduates from Vocational and Higher Education Sectors, Report for NSW Department of Education and Training, Sydney.
Thompson, D.G. & Green, R. UTS 2009, Improving Systemic Approaches to Innovation Skills Integration in the Creative Industries, pp. 1-39, Sydney.
The degree to which students are encouraged to be innovative in both VET sector and university courses is an important factor in the development of a globally-connected creative industry that currently contributes 3% of Australian GDP. The Sydney region has the biggest concentration of design and media businesses in Australia and in 2009 the Government announced $17million over three years to develop a Creative Industries Innovation Centre at the University of Technology, Sydney as part of the Federal Government's Enterprise Connect program. This report focuses on 'design and media' education encompassing web design, advertising, print and publishing, broadcasting, film and TV, digital production, animation, online marketing, industrial design, visual communication, games design, fashion and textiles and interior design. The associated businesses are served by educational provision from five public universities and the ten colleges of Sydney Institute of TAFE, with a rapidly growing number of private providers offering both VET sector courses and university degrees.
Green, R., Agarwal, R., Tan, H., Brown, P.J. & Randhawa, K. DIISR 2009, Management Matters -Just how productive are we?- Background Report for the Department of Innovation, Industry, Science and Research (DIISR) on manufacturing firms, pp. 1-138, Canberra.
Management Matters â Just how productive are we?â? Background Report for the Department of Innovation, Industry, Science and Research (DIISR) on manufacturing firms.
Green, R., Agarwal, R., Van, R.J., Bloom, N., mathews, J., Boedker, C., Sampson, D., Gollan, P., Toner, P., Tan, H. & Brown, P.J. Department of Industry, Innovation, Science and Research 2009, Management Matters in Australia: Just how productive are we?, pp. 1-42, Canberra, Australia.
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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.
Green, R. & Hughes, K. 2009, Northern Sydney's Global Technology Corridor: A Scoping Study of Cluster Development, Report for Industry & Investment NSW and the Australian Business Foundation.
Green, R. & Agarwal, R. 2009, Managerial and Entrepreneurial Talent Framework - Fostering your entrepreneurial and managerial talent, OECD STI Working Paper.
Green, R. & Agarwal, R. 2009, Managerial and Entrepreneurial Talent Framework - Developing Management and Entrepreneurial Skills in Firms and the Role of Policy, OECD STI Working Paper.
Green, R. 2008, Review of the Australian Textile, Clothing and Footwear Industries, Report for the Minister of Innovation, Industry, Science and Technology.
Green, R. 2007, Building Innovative Capability in Organisations - the Human Element, 7th Annual Countess Markievicz Lecture, Galway, Ireland.
Green, R. 2006, New Pathways to Prosperity: A National Innovation Framework for Australia, Report for Business Council of Australia.
Green, R. 2006, Building Innovative Capacity: The Role of Vocational Education, Board of Vocational Education and Training Conference on Skills and Innovation: Putting Ideas to Work.
Green, R., Gilbin, M., Walshe, E. & Martinez Solano, L. 2006, Knowledge-Intensive services activity in the Irish Software Industry, OECD Conference on Knowledge Intensive Services Activities.
Green, R. 2005, Innovation, Competitiveness and the future of social democracy, Rethinking Social Democracy Conference, University of Wales, Swansea.
Green, R. 2005, Academic Career Tracks for Business Graduates, Presidents' Panel, European Academy of Management (EURAM), TUM Business School, Munich.
Green, R. & Curran, D. 2005, Assessing the Likely Impact of the Information and Consultation Regulations on Employee Voice in the Irish Workplace, Irish Academy of Management Conference, GMIT, Galway.
Green, R. & Fahy, J. 2005, Regional Innovation Systems and Public Policy, Invited Paper at Conference on Role of Government in Regional Economic Development, University of Vigo, Galicia, Spain.
Green, R. & Agarwal, R. Management Matters in New Zealand: How Does Manufacturing Measure Up?, no. 11/3.
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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 cost-effective 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.