I'm currently an Associate Industry Professor with the University of Technology Sydney (UTS) specialising in information technology, project management and enterprise leadership. Prior to joining academia, I had nearly three decades commercial and international consulting experience with companies such as IBM, Deloitte Consulting Group and J.D. Edwards (to name just a few) and held various senior business roles within the information services sector including Regional Director, General Manager and Managing Director.
I am currently part of the UTS Master of Business and Technology research arm, LP21.
Can supervise: YES
Innovation, project management.
Project management, enterprise enabling, information/business ethics, research methods.
Burdon, SW, Mooney, G & Kang, K 2018, 'Where Everybody Knows Your Name: Lessons in Innovation from the High-Tech Sector', Journal of Innovation & Business Best Practice, vol. 2018, no. 2018.View/Download from: UTS OPUS or Publisher's site
This paper examines the major priorities and prevailing values of firms highly regarded for
innovation success within the Australian high-tech sector. In conjunction with the
Information Industry Association of Australia (AIIA),
a survey was undertaken regarding
member perceptions of peer enterprises most admired
for innovation origination and
delivery. 244 responses from 102 organisations were received, analysed and compared.
Direct follow-up with selected enterprises then more closely examined factors deemed key
to sustaining a cycle of innovation leadership. Findings suggest that firms most esteemed by
peers also prioritise the realisation of innovation
over simply making money - yet both high
growth and cash flows are still habitually generated
.Results also show that having a strong
reputation for innovation is a competitive advantage in its own right as they attract
invitation to cross-enterprise ecosystems and beneficial partner alliances. Interestingly
however, topics linked to outsider/peer perceptions
of rival enterprises seem to collect
comparatively limited precedence within innovation
debates. What our study shows is that
balancing an internal reality of innovation with the external perception for innovation can
lead firms to significant improvements in overall commercial performance.
Mooney, G, Burdon, S & Kang, K 2018, 'That’s Entertainment: Crafting a Creative Ecologywithin Public Television', International Journal on Media Management, vol. Volume 20 (December 2018), no. 4, pp. 263-276.View/Download from: UTS OPUS or Publisher's site
Television has gone through a period of rapid disruption in the
last few years. New technologies, increased globalization, shifting
demographics, and evolving consumer demand have impelled
widespread change to business models. Consequently,
Broadcasters have been forced to re-examine their approaches
to creativity and ideation including capacities and enabling methods.
Following analysis of recorded interviews with key personnel
behind three recent television productions a better understanding
of the cultural ecology surrounding creativity was developed.
Findings emphasized the decisive influence that internal sense of
community, tacit realization practices, and quality leadership – all
working together – play in delivering a distinctive production to a
mass-market media audience.
Burdon, S, Kang, K & Mooney, G 2016, 'Understanding the key attributes for a successful innovation culture', International Journal of Enterprise Information Systems, vol. 12, no. 4, pp. 70-82.View/Download from: UTS OPUS or Publisher's site
Copyright © 2016, IGI Global. This paper presents the results and findings of a research project on innovation culture in Australian information technology sector organisations. The primary objective of this study was to establish the determinants of a successful enterprise innovation culture in organisations with a strong industry reputation for radical innovation initiatives. The authors obtained 244 responses from 102 member organisations of the Australian Information Industry Association (AIIA). The survey explored the internal and external characteristics of a successful innovative organisation. Both employees' and competitors' perspectives on "what makes a particular organisation a successful innovator" were the main focus. The authors' findings indicated that the absence of a successful innovation culture is a serious impediment to growth and success. However, preferences for the key innovation culture attributes varied significantly by executive functions, size of the organization and type of ownership structure. Thus, a mix of key innovation attributes should be deployed and tailored to each organisation, based on their industry and strategic objectives.
Burdon, SW, Mooney, GR & Al-Kilidar, H 2015, 'Navigating Service Sector Innovation using Co-creation Partnerships', JOURNAL OF SERVICE THEORY AND PRACTICE, vol. 25, no. 3, pp. 285-303.View/Download from: UTS OPUS or Publisher's site
Purpose: This paper analyses a series of engineering services partnerships to better understand requisites needed in building high value co-creation alliances - especially where innovation is the strategic goal. Methodology/approach: Using a combination of quantitative surveys, qualitative `deep-dive assessments and a small number of in-situ mini-case investigations this research sets out to analyse 99 joint-venture innovation partnerships. These ventures represent a variety of asymmetric and symmetric alliances within the engineering services sector. Particular emphasis is given to those where the prerequisites for co-creative innovation are either in place or could be built. Findings: Partnering and progressing innovative ideas are important behaviours for organisations seeking higher levels of commercial success and competitive advantage. Navigating the partnering dynamic can also be harder than expected, potentially hindered by misunderstandings and differing expectations between enterprises. Particularly for symmetric endeavours success often hinges upon not only having clarity in the degree of innovation sought but also alignment as to the depth and stage of the partnering dynamic itself. However, when such collaboration works customer satisfaction and associated contract retention can increase significantly. Originality/value Most inter-company innovation projects historically seem to occur where one firm is significantly larger than the other. In contrast, this study highlights issues encountered when innovation co-creation projects are undertaken by a mature (as opposed to maturing) organisation in collaboration with partners where the power balance is similar between the two enterprises. In such cases, customer satisfaction surveys can be useful tools for objectively navigating the innovation co-creation experience.
Burdon, SW, Al-Kilidar, H & Mooney, GR 2013, 'Evaluating an Organisation's Cultural Readiness for Innovation', International Journal of Business Innovation and Research, vol. 7, no. 5, pp. 572-589.View/Download from: UTS OPUS or Publisher's site
Innovation is often identified as a major driver of organisational growth in free market economies. However, just as often, there is lack of understanding on how best to enable the desired innovation outcomes. This paper addresses assessment of the internal culture of a large commercial engineering company seeking to enhance its ability to build, promote and sustain competitive advantage within its market. The paper's objective is to describe a framework that was designed and tested within the enterprise. The framework identifies and tracks cultural prerequisites underpinning employees' creative activities and how these align with the organisation's readiness to enact innovative outcomes. The findings confirm that many of the prerequisites for developing and progressing new ideas are socially dependent. In addition, efforts to innovate can easily be dissipated and derailed unless the prevailing organisation culture actively encourages interaction of staff and provides tuned and visible practices to easily capture, assess, reward and action new ideas produced by that interaction.
For small to medium enterprises (SMEs) in Australia the ability to regularly produce new and/or innovative products or services for the marketplace can help ensure organisational survival. This ability to regularly produce products requires a firm to focus on both creativity and innovation. The research reported in this paper investigates entrepreneurial perspectives toward the creativity and innovation processes within Australian technology SMEs. Following a grounded theory approach aligned to the interpretive paradigm this research undertook 21 interviews drawing on 23 individuals from 19 organisations. In relation to the ability to produce new products, two main themes emerged from the interviews, firstly the role of entrepreneurship and entrepreneurs and secondly entrepreneurial leadership practices. From the research findings and discussion it can be ascertained that creativity, innovation and leadership practices are the foundations on which entrepreneurs thrive. As such the paper posits that entrepreneurial practices improve organisational creativity and innovation capability and therefore lead to a higher probability of producing transformational outcomes.
Dovey, KA & Mooney, GR 2012, 'Leadership Practices In The Generation And Deployment Of Intangible Capital Resources For Innovation', INTERNATIONAL JOURNAL OF LEARNING AND INTELLECTUAL CAPITAL, vol. 9, no. 3, pp. 295-306.View/Download from: UTS OPUS or Publisher's site
This paper explores the practices underpinning an enterprise's ability to generate and deploy intangible capital in support of its strategic intent to innovate. Drawing on two research projects, we focus upon enterprises that are able to innovatively leverage the intangible capital resources that are potentially available to them. Using a phenomenological methodology, one project explores at a high level the social dynamics within 25 medium-sized enterprises noted for their innovative capabilities in Sydney, Australia. The other project explores in finer detail, through an action research methodology, the transformation of stakeholder relationships within another Sydney-based medium-sized enterprise that has become highly innovative over the past five years. Our findings show that the most important forms of intangible capital for innovation are relationship-based and are leveraged through stakeholder collaboration.
Kang, K, Burdon, S & Mooney, G 2019, 'Innovation Cultural Factors in Australian Business Environment: IT organizations in Australia' in Handbook of Research on Contemporary Approaches in Management and Organizational Strategy, IGI Global, https://www.igi-global.com/chapter/innovation-cultural-factors-in-austr…, pp. 129-145.View/Download from: UTS OPUS or Publisher's site
This chapter presents research on innovation culture in Australian business organizations in the information technology sector, with a survey sent out the Australian Information Industry Association (AIIA) commercial members' executives. The survey was designed to determine organizational culture traits that determine innovation culture from the perspectives of their employees and competitors. Two hundred and forty-four responses were received from 102 organizations. A detailed analysis of the research data using qualitative and quantitative methods leads to the conclusion that the perceived innovation traits. This investigation confirmed that the employer organizations had very good innovation cultures, and this view was further confirmed by responses from their competitor organization. This chapter teases out some of the cultural factors that lead to these outcomes.
Burdon, SW, Kang, K & Mooney, G 2017, 'Decoding success factors of Innovation Culture' in Tavana, M (ed), Enterprise Information Systems and the Digitalization of Business Functions, IGI Global, PA, USA, pp. 258-271.View/Download from: UTS OPUS or Publisher's site
This chapter presents the results and findings of a research project on innovation culture in Australian information technology sector organisations. The primary objective of this study was to establish the determinants of a successful enterprise innovation culture in organisations with a strong industry reputation for radical innovation initiatives. We obtained 244 responses from 102 member organisations of the Australian Information Industry Association (AIIA). The survey explored the internal and external characteristics of a successful innovative organisation. Both employees' and competitors' perspectives on "what makes a particular organisation a successful innovator" were the main focus. Our findings indicated the the absence of a successful innovation culture is a serious impediment to growth and success. However, preferences for they key innovation culture attributes varied significantly by executive functions, size of the organisation and type of ownership structure. Thus, a mix of key innovation attributes should be deployed and tailored to each organisation, based on their industry and strategic objectives.
Al-Kilidar, H, Sixsmith, A, Leveaux, R & Mooney, G 2018, 'Student Perceptions of Open-Book and Closed-Book Exams in Postgraduate Engineering Management Subjects', Australasian Association of Engineering Education, Hamilton, New Zealand.View/Download from: UTS OPUS
Mooney, G, Burdon, S & Kang, K 2017, 'A Reputation for Enterprise Innovation: Do You Know What Your Peers Are Thinking?', Proceedings of the 30th IBIMA, International Business Information Management Association Conference, International Business Information Management Association (IBIMA Publishing), Madrid, Spain.View/Download from: UTS OPUS
This paper addresses organisational success and prevailing values of innovative firms as perceived by peer/competitor enterprises. Partnering with the Information Industry Association of Australia (AIIA), surveys were undertaken and 244 responses from 102 member organisations statistically analysed. In-depth follow-up with selected enterprises then more closely examined factors deemed important to corporates comparing achievements. Outcomes indicate that high-growth firms often prioritise realisation of innovation over simply making money - yet high cash flows are still generated.
Findings also show that having a strong reputation for innovation is a competitive advantage in its own right, attracting invitation to cross-enterprise ecosystems and beneficial partner alliances. Interestingly, topics around outsider/peer perceptions of other enterprises accrue comparatively little precedence within innovation discussions. What our study shows is that balancing an internal reality of innovation with the external perception for innovation can lead to significant improvements in commercial performance and rising market leadership.
Mooney, GR & Burdon, S 2017, 'Organisational Ideation: Engaging Motivation as a Creative Catalyst', BAM2017 Conference Proceedings, British Academy of Management Conference 2017, British Academy of Management, Warwick University, Warwick U.K..View/Download from: UTS OPUS
Is there a secret to creative success?
This paper presents the results of two studies examining the origins of ideas within two sectors where victory is premised upon repeatedly producing novel and distinctive outcomes for consumers: namely, high-technology and broadcast television. Using interviews and statistical analysis the authors investigated the idea practices of 19 enterprises founded as creative technology endeavours, as well as the managerial and creative talent behind three successful television production teams. Findings showed that both groups, while engaged in different markets, had remarkably similar need for ever-refreshed pools of ideas from which to draw and the need to provision these well. Understanding how to support and encourage creative genesis in the areas of goals, imaginative thought, knowledge growth and staff motivation, was essential to ongoing success. In particular, owning a resonant passion was a major catalyst for whether new ideas emerged.
Taghikhah, F, Daniel, J & Mooney, G 2017, 'Profit, planet and people in supply chain: Grand challenges and future opportunities', The 25th European Conference on Information Systems (ECIS), European Conference on Information Systems, AIS Electronic Library (AISeL), Guimarães, Portugal.View/Download from: UTS OPUS
Recent pressure from governments and customers on supply chain organizations to consider environ-mental and social issues has increased dramatically. The challenge ahead for supply chain managers is how to grow business profit while protecting the planet and respecting people’s rights. The significance of this issue motivates researchers in the fields of “sustainability” and “supply chain” to further integrate these concepts. To identify affected areas, and how sustainability influences them, this research has employed a literature survey of related papers published between 2012 and 2016 within 16 A* indexed journals that are relevant to Information and Computing Science, Transportation/Freight Services and Manufacturing Engineering. Findings show that sustainable supply chain network structure, impact factors, relationship integration and performance evaluation are the main research topics in these streams. The role of decision-making tools within each discipline, the key methodologies and techniques are discussed. Generally speaking, primary challenges in the sustainable supply chain domain devolve from use of inadequate decision-making tools and inappropriate in-formation systems. The holistic picture presented in this paper is important for helping scholars, system developers, and supply chain analysts to become more aware of current grand challenges and future research opportunities within this field.
Taghikhah, F, Daniel, J & Mooney, G 2017, 'Sustainable Supply Chain Analytics: Grand Challenges and Future Opportunities', https://aisel.aisnet.org/pacis2017/44, Pacific-Asia Conference on Information Systems, Langkawi, Malaysia.View/Download from: UTS OPUS
Over the last few years, the pressure for decreasing environmental and social footprints has motivated supply chain organizations to significantly progress sustainability initiatives. Since supply chains have implemented sustainability strategies, the volume of economic, environmental and social data has rapidly increased. Dealing with this data, business analytics has already shown its capability for improving supply chain monetary performance. However, there is limited knowledge about how business analytics can be best leveraged to grow social, environmental and financial performance simultaneously. Therefore, in reviewing the literature around sustainable supply chain, this research seeks to
further illuminate the role business analytics plays in addressing this issue. A literature survey methodology is outlined, scrutinizing key papers published between 2012 and 2016 in the research fields of Information/Computing Science, Business and Supply Chain Management. From examination of 311 journal papers, 39 were selected as meeting defined criteria for further categorization into three distinct research groups including: (a) sustainable supply chain configuration; (b)
sustainable supply chain implementation; (c) sustainable supply chain evaluation.
The issues involved within each grouping are identified and the business analytics processes (i.e. prescriptive, predictive, prescriptive analytics) to specifically address them are discussed. This wide-ranging review of sustainable supply chain analytics can assist both scholars and practitioners to better appreciate the current grand challenges and future research opportunities posed by this area.
George, M, Al-Kilidar, H & Mooney, G 2016, 'Appraising and enhancing a leadership in innovation model', Proceeding of 28th IBIMA Conference, International Business Information Management, IBIMA Publishing, Seville, Spain.View/Download from: UTS OPUS
Sixsmith, AJ, Freeburn, C & Mooney GR 2014, 'Project Management In Practice: Views From The Trenches', Crafting Global Competitive Economies: 2020 Vision Strategic Planning & Smart Implementation, International Business Information Management, International Business Information Management Association (IBIMA), Milan, Italy, pp. 2247-2257.View/Download from: UTS OPUS
Software development has endured radical change with the introduction of agile methods for creating software solutions. This change has prompted new considerations of how software creation should be managed. While agile methods have changed software development processes, it would be premature to assume that has also induced modification in higher-level project management processes. Software development lifecycles (SDLC) and project management lifecycles (PLC), while
associated, are not the same thing and it is still unclear to what degree the overarching project management tasks, tools or techniques must change or adapt to meet the needs of undertaking successful agile projects.
This exploratory pilot study investigated agile methods used to manage software projects and was conducted via an online survey and restricted to a specific sample audience with significant project experience and with background in both traditional and agile development methods. The results indicate that traditional project management phases and techniques are adapted to fit with agile. However, as the discipline evolves the potential exists for a pure agile project management
framework to surface - one that can be applied to better suit the needs of the management of agile projects as well as projects beyond the realm of software development.
Mooney, GR & Sixsmith, AJ 2012, 'Entrepreneurship and Entrepreneurs in Small Innovative Australian Firms', Proceedings of The 19th International Business Information Management Association Conference, International Business Information Management, IBIMA, Barcelona, Spain, pp. 154-163.View/Download from: UTS OPUS
Paper for the 19th International Information Management Association Conference whose major theme was "Innovation Vision 2020: Sustainable Growth, Entrepreneurship and Economic Development". The published paper explored the creativity and innovation process and practices within small Australian technology organisations from an entrepreneurial perspective. It was based upon 21 interviews with senior individuals within 19 organisations. From the findings creativity, innovation and leadership practices are the foundations on which entrepreneurs thrive, showing that entrepreneurial practices improve organisational creativity and lead to a higher probability of producing transformational outcomes.
Dovey, KA & Mooney, GR 2010, 'The Social Dynamics of Generating and Leveraging Intellectual Capital for Innovation', The Proceedings of the 2nd European Conference on Intellectual Capital, European Conference on Intellectual Capital, ISCTE Lisbon University Institute and Academic Publishing Limited, Lisbon, pp. 225-231.View/Download from: UTS OPUS
This paper explores the factors influencing an enterprises ability to generate and deploy intellectual capital in support of its strategic intent to innovate. Drawing on two research projects, we focus upon the leadership practices that enable an enterprise to innovatively leverage the intellectual capital that is potentially available to it. One project, using a phenomenological methodology, explores, at a high level, the social dynamics within twenty-five medium-sized enterprises noted for their innovative capabilities, in Sydney, Australia. The other project explores in finer detail, through an action research methodology, the transformation of stakeholder relationships within another medium-sized Sydney enterprise that has become highly innovative over the past five years. Our findings show that the most important forms of intangible capital for innovation are relationshipbased and are leveraged through stakeholder collaboration.
Mooney, GR & Sixsmith, AJ 2010, 'Leading Innovation: Does Size Matter?', International Business Information Management Association (IBIMA), International Business Information Management Association Conference, IBIMA Publishing, Cairo, Egypt, pp. 1107-1118.View/Download from: UTS OPUS
The objective of this paper is to explore the role of leadership in fostering innovation within technology dependent organisations and in particular the ways in which such leadership manifests. The research used a Grounded Theory approach aligned to the interpretive paradigm. In all 21 interviews and 3 focus groups were conducted drawing on 72 individuals from 62 organisations. The main themes identified in this research were: 1) Entrepreneurial Leadership Practice, 2) The Innovative Culture, 3) Attributes of Negotiated Order and 4) Proactive Operational Ethos. The paper concludes by providing consolidated view of innovation attributes in small and large enterprises.