Steve is currently Professor of Strategic Management and Technology at University of Technology, Sydney and also Visiting Professor at CASS Business School, London. His research and teaching areas of interests include the Digital Economy’s impact on Strategy and National Policy, innovation, creativity and collaboration. He has been a lead researcher on six industry-linked research projects including ARC linkage project research on collaboration and outsourcing. His teaching activities include developing Australia’s first postgraduate programs in E-business Management and is currently part of the UTS Master of Business and Technology research arm LP21.
Steve currently holds a number of non-executive directorships, including Chairman of Silex Systems Limited (ASX 200), which is one of Australia’s leading high technology companies in the field of renewable energy. He has previously been a director of over a dozen public and private companies across the Asia Pacific. He has been an advisor to Minister of Communication in the United Kingdom and Australia. He has also been an advisor to some of Australia’s leading organisations including Telstra, Westpac, KPMG, Transfield Services and currently the ABC.
Prior to this, he has held a number of senior executive positions including Managing Director of Asia Pacific for British Telecom, Group MD of Telstra and CEO of OTC.
Chairman of Silex Systems Limited (ASX 200)
Chairman of AIM Leadership and Development Advisory Board
Director of VisAsia Limited (Art Gallery of NSW)
Director of Transfield Services Limited (ASX 100)
Data Advantage Ltd (ASX200)
Director of Mahindra BT (India )
Director of NIS (Japan)
Director of Campus Living Management Funds Ltd.
Director of Clear Communications New Zealand
Director of OTC Ltd.
Digital Economy’s impact on Strategy and National Policy, innovation, creativity and collaboration.
Digital Economy’s impact on Strategy and National Policy, innovation, creativity and collaboration.
Pitsis, A, Clegg, SR, Freeder, D, Sankaran, S & Burdon, S 2018, 'Megaprojects Redefined – Complexity Versus Cost – and Social Imperatives', International Journal of Managing Projects in Business, vol. 11, no. 1, pp. 7-34.View/Download from: UTS OPUS or Publisher's site
The purpose of this paper is to provide a brief overview from the literature on how best to define megaprojects in contemporary contexts. There is a need for a definition that encompasses a complex matrix of characteristics, inclusive of positive and negative aspects, which are not necessarily industry or sector specific.Whilstmegaprojectshaveoftenbeendescribedanddefinedintermsofcost,they are more accurately delineated by their convolutions. Intricacies arise from political intrigues surrounding funding of such projects and managing and governing complex social and organizational relations.Points for future research are also identified.
Purpose – This paper addresses issues of commercial success and the key attributes underlying innovative organisations in the modern age. Its objectives are to better understand enabling characteristics and prevailing values of firms regarded as innovative by others. In particular, to what degree does innovation realisation contribute to organisational success; how do peer firms in digital sectors regard each other in regard to innovation delivery; and what criteria are most recognised as provisioning innovative outcomes?
Methodology/approach – In 2013/2014 a survey into innovation within information-dependent firms was conducted in conjunction with the Information Industry Association of Australia (AIIA). The survey was both quantitative and qualitative in nature, examining factors deemed important to delivering corporate innovation when viewed by external organisations comparing achievements. Statistical analysis was undertaken upon 244 responses from 102 organisations to better understand key attributes, assessed by peers, contributing to firms being judged more/less innovative.
Findings – Our starting hypothesis was that higher the innovation rating perceived for an organisation then greater the degree of commercial growth also associated with it. The research outcomes support this. Additional findings show that there is a non-causal link between innovation and organisation size; that very successful firms prioritise development of strategic innovation above short-term revenue generation; and that in regard to marketplace rivals, less innovative organisations present lower scores specifically in the areas of building a distinctive internal culture, willingness to take risks and experimentation with new ideas.
Originality/value – While much has been written on internal prerequisites for innovation, comparatively less is available regarding outside perceptions of innovation as a source of value and competitive success. What our study shows, is that the t...
This paper presents research on innovation culture in Australian organisations in the Information
Technology Sector, with a survey sent to the Australian Information Industry Association (AIIA)
commercial members' executive. The survey was designed to determine organisational cultural
traits that determine innovation culture from the perspectives of their employees and competitors.
244 responses were received from 102 organisations. A detailed analysis of the research data
using qualitative and quantitative methods leads to the conclusion that the perceived innovation
traits. The study confirmed that the employer organisations had very good innovation cultures,
and this view was further confirmed by responses from their competitor organisations. The paper
teases out some of the cultural traits that lead to these outcomes.
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.
Joshi, R, Chelliah, J, Sood, S & Burdon, SW 2016, 'Nature and spirit of exchange and interpersonal relationships fostering grassroots innovations', The Journal of Developing Areas, vol. 50, no. 6, pp. 399-409.View/Download from: UTS OPUS or Publisher's site
Exchange and interpersonal relationships are central to the functioning and sustainability of socio-economic activities, including innovation. Grassroots innovations (GI) are dynamic and relational phenomena that evolve with grassroots innovators' beliefs, expectations and obligatory relationships for varied resources, and the actualization of their desire to make novel and beneficial products. In this paper, the dynamics of exchange and interpersonal relationships that underpin the GI phenomenon are explored through the lens of exchange theory and the consideration of the psychological contract. While exchange theory provides an explanation for the interdependent and dyadic socio-economic relations present in GI, the psychological contract provides a view on the perceptions and expectations that are embedded in exchange and innovation activities. These two theoretical lenses serve as a foundation for the research to engage with the subjective reality of the grassroots innovators' experiences. In examining the subjective reality of the innovation experiences of the grassroots innovators; the research thereby discerns the dominant form of exchange and socio-economic structure that fosters GI from ideation to commercial scaling. Through the use of phenomenological exploration and detailed thematic analysis of the innovation experiences of the thirteen Indian grassroots innovators, the research determined the nature and spirit of the relational commercial exchanges that both entail and foster GI. The paper starts off with the discussion of the theoretical foundations of the research. Thereafter, the paper briefly discusses the research methodology and the exchange dynamics present in GI. In assimilating the research findings, the paper enlists the features of exchanges embedded in GI phenomenon and highlights the capacity of relational commercial exchanges in fostering GI. The paper further proposes, through this discussion, an interpretive framework for understandi...
In this article, we examine the construct of 'leadership' through an analysis of the social practices that
underpinned the Australian Broadcasting Corporation television production entitled The Code. Positioning
the production within the neo-bureaucratic organisational form currently adopted by the global television
industry, we explore new conceptualisations of the leadership phenomenon emerging within this industry
in response to the increasingly complex, uncertain and interdependent nature of creative work within it.
We show how the polyarchic governance regime characteristic of the neo-bureaucratic organisational
form ensures broadcaster control and coordination through 'hard power' mechanisms embedded in
the commissioning process and through 'soft power' relational practices that allow creative licence to
those employed in the production. Furthermore, we show how both sets of practices (commissioning
and creative practices) leverage and regenerate the relational resources – such as trust, commitment and
resilience – gained from rich stakeholder experience of working together in the creative industries over a
significant period of time. Referencing the leadership-as-practice perspective, we highlight the contingent
and improvisational nature of these practices and metaphorically describe the leadership manifesting in this
production as a form of 'interstitial glue' that binds and shapes stakeholder interests and collective agency.
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.
The paper explores the relationship between leadership, culture and innovation. Through an analysis of four enterprises, voted by their peers as having strong innovation-friendly cultures, we explicate the assumptions embedded in these innovation-supporting cultures, and outline the leadership practices that have created them. By locating the study within the interpretivist research paradigm and adopting the 'practice turn' perspective that has characterised recent leadership research, this study has been able to acknowledge and address the political dynamics involved in the creation of innovation-conducive cultures.
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.
Burdon, SW & Feeny, D 2011, 'Mobilizing For Value Added Partnerships', Journal of Information Technology Case and Application Research, vol. 13, no. 2, pp. 22-41.View/Download from: UTS OPUS or Publisher's site
According to Krishnamurthy et al (2007) the building of competitive advantage from alliances via innovation with technical partners is the most challenging of the objectives sought in partnerships. Academic research in the last decade has examined the prerequisites and success factors and general agreement has been reached on the critical issues. They include, for example, the concept of relationship capital - mutual trust, mutual commitment and information exchange (Sarkar et al, 2001). However, it is not clear that this knowledge has led to improvements in the historically poor success ratio. This case explores the successful implementation of an innovation partnership, endorsing the recent work by Sturgess & Cumming (2011) on the importance of a focus on implementation.
Previous academic research on such partnerships has tended to focus on manufacturing; in particular the automotive engineering and pharmaceutical sectors. Relationships were typically asymmetric with the supplier being much smaller in size and power relative to the manufacturer. The authors wanted to explore a different power and size relationship emerging from the growing needs of a number of service industries, where technology is becoming a strategic imperative for gaining competitive advantage. Organisations in the aviation, retail banking and retail communications sectors are seeking IT and telecommunication skills that will help them build competitive advantage from better services, systems and products. The most knowledgeable organisations with this technical knowledge tend to be large ones. Our case examines how Westpac, a large retail bank in Australia, went about the task of reviewing their existing commercial relationships and selected the most promising one for the objective of building a trusted value adding partnership. In the process, they identified the critical pre-requisites and developed a five stage key success model for implementation. It is hoped that the study ...
Burdon, SW, Webb, W & Courtney, N 2010, 'leading digital economies: a best practice approach to converged regulation', Info (Bingley): the journal of policy, regulation and..., vol. 12, no. 3, pp. 3-15.View/Download from: UTS OPUS or Publisher's site
Purpose - Over the past decade telecommunications media and technology (TMT) has driven a new era that has evolved into the digital age. There is a growing consensus in developed countries that TMT is the most important driver of economic and social development for a society. Its genesis began in the USA and its cultural preference for market-based development set the framework for national policy and development. Recently the formation of convergence regulators amongst many of the leading nations has begun another episode. This article aims to explore and build upon a research study of the senior executives of six of the leading convergence regulators in Asia and Europe. The article aims to analyse by way of a numeric comparison expert views of the key convergence issues three and five years out. Design/methodology/approach - A generic conceptual model was constructed of the foundation, social and economic dividend issues. By examining the relative progress of nations developments of these issues and their different approaches, new insights are developed into different regulatory approaches. Findings - The concept of proactive regulation with-competition (PRC) would appear to have benefits for a number of these nations. It is hoped that these research outcomes and hypotheses will generate further research and analysis amongst the world's leading regulators in order to work through the best regulatory approaches for the current challenges.
Burdon, S.W., Chelliah, J. & Bhalla, A. 2009, 'Structuring Enduring Strategic Alliances-The Case of Shell.', Journal of Business Strategy, vol. 30, no. 4, pp. 42-51.View/Download from: Publisher's site
This paper provides insights into understanding three generations of evolution in the Shell and Transfield Services relationship, starting from the building of a successful relationship based on labour savings and then on to one which seeks incremental innovations to become one of the most efficient maintenance operators in the world and finally investing in additional capabilities to continue improving alliance outcomes.
Burdon, SW & Bhalla, A 2005, 'Lessons from the Untold Success Story:: Outsourcing Engineering and Facilities Management', European Management Journal, vol. 23, no. 5, pp. 576-582.View/Download from: UTS OPUS
Over the past decade, there has been proliferation in the number of studies looking into IT enabled outsourcing. Little attention has been given to outsourcing of services in other sectors, such as Engineering and Facilities Management (EFM), which have also seen explosive growth. The article builds on a market research study of twenty-six outsourcing contracts making up approximately fifteen percent of Australias EFM segment. This article aims to take a detailed look at the benefits sought and actually obtained from EFM outsourcing. The most successful contracts were then correlated against the most successful practitioners and the management issues further examined in five case studies. A number of learning points were apparent, and these can be grouped under four generic success factors: choice of contract style and management, relationship management, innovation management and workforce management.
Clegg, S.R., Burdon, S. & Nikolova, N. 2005, 'The Outsourcing Debate: Theories and Findings', Journal of Management & Organization, vol. 11, no. 02, pp. 37-52.View/Download from: UTS OPUS or Publisher's site
Burdon, S 1985, 'OPTIMIZING STEEL SALES IN THE AUSTRALIAN CONSUMER GOODS MARKET.', SEAISI Quarterly (South East Asia Iron and Steel Institute), vol. 14, no. 2, pp. 59-64.
During the last few years the Australian white goods industry has been involved in a major restructuring and rationalisation program which has resulted in fewer, more efficient manufacturers gaining an opportunity to achieve the cost of scale benefits associated with such a move. Manufacturers who survived this shake-out quickly recognised the need to innovate and produce more cost effective products to stimulate and meet market demand while at the same time fend off local and import competition. As a result there has been significant investment in capital equipment to increase productivity and reduce costs. Meanwhile, smart suppliers recognised the part they could play by developing more cost effective products and providing resource input into customer development projects with assistance in areas such as product design, fabrication techniques and material specification. In this paper it is explained how Lysaght recognized the challenge and approached the new opportunities which have evolved within this market.
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.
Burdon, S. & Al-Ohali, M. 2013, 'International Collaboration' in Smith, L. & Abouammoh, A. (eds), Higher Education in Saudi Arabia - Achievements, Challenges and Opportunities, Springer, Dordrecht, pp. 159-167.View/Download from: UTS OPUS or Publisher's site
The decision to move down a path of international higher education collaboration is not one that should be taken lightly by Saudi universities. Significant resources and investment in time and money are required for success. This chapter will explore the issues confronting higher education in Saudi Arabia as it moves towards globalization of learning and research and the integration of its universities into national economic and social policy frameworks.
Burdon, S.W. 2006, 'The convergence continuum model: a framework for analysing regulatory reform in asia-pacific' in Richards, E., Foster, R. & Kiedrowski, T. (eds), Communications - the next decade, OFCOM, London, UK, pp. 294-309.
Burdon, S. 2017, 'Disruptive Innovation - The Industry Challenge', ATSE Disruptive Innovation - The Industry Challenge, Union, University and Schools Club.
Burdon, S.W. 2017, 'Moving Digital Transformation Forward', https://business.leeds.ac.uk/about-us/article/ideas-in-practice-seminar…, Leeds University Ideas in Practice - Strategic Responses to Disruptive Innovation, Leeds University Business School, Royal Society of Arts, London.View/Download from: UTS OPUS
Technology is set to cause business model disruption for nearly all industry sectors. A recent global study indicated that 87% of senior executives believe digital technologies will disrupt their industry but only 44% believe their organisation is adequately prepared. This paper examines the four essential management of technology issues in building a successful digital transformation.
Burdon, S.W. 2017, 'The Essential Role Played by Boards in Harnessing Disruptive Technology for Organisational Success', https://www.governanceinstitute.com.au/education-training/calendar-of-e…, Corporate Governance Forum 2017, Governance Institute, Four Season Sydney.View/Download from: UTS OPUS
A recent survey of 185 CEOs and non-executive directors came up with a conclusion that there were five key technology issues that really count in terms of success and failure of organisations. One of the most important was the level of board support and engagement for digital strategy.
Burdon, STEVE 2016, 'A Tool Box for Success from Using Disruptive Technology and Creating an Innovation Culture', Disruptive Technology and Creating an Innovation Culture, Park Hyatt, Sydney.View/Download from: UTS OPUS
Frawley, JK & Burdon, SW 2017, 'How technology companies are revitalizing Management by Values for innovation', http://ispim.org/vienna_/ISPIM_Vienna_Proceedings/index.html, The XXVIII ISPIM Innovation Conference 2017, LUT Scientific and Expertise Publications–Reports, Vienna, Austria.View/Download from: UTS OPUS
Despite their prevalence, little is understood about the role of organizational values within the high technology sector. This paper extends the authors existing research on management by values (MBV) as a pathway to fostering innovation culture. This empirical mixed-methods approach analyses three industry narratives on innovation culture and the value statements of twenty-four listed technology companies. Values are thematically coded in Nvivo and quantitative and categorical metadata also recorded. This study provides one of the first empirical studies of value statements within the high-tech sector. Findings from this research highlight the re-emergence of MBV as a key prerequisite for creating an innovation culture and changing the focus of these values more strongly to reflect the attitudes and actions required to establish an innovation culture. The paper concludes with a model of the conditions and properties needed to establish innovation culture through an MBV approach.
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.
Burdon, S.W. & Banerjee, A. 2016, 'Exploring the role of organizational constraints on creative routines at ABC and BBC productions', British Academy of Management, Newcastle, UK.View/Download from: UTS OPUS
Allen, G., Burdon, S.W. & Dovey, K. 2016, 'The Socio-Political Antecedents of Technical Innovation', International Society for Professional Innovation Management, International Society for Professional Innovation Management, Porto, Portugal, pp. 1-10.View/Download from: UTS OPUS
The paper reports on a management initiative within an iconic global high-tech company to facilitate technical innovation within two teams (situated in different global locations of the company) that had been unable to produce any form of technical innovation over a period of several years. Experimenting with an action research strategy, this initiative had the practical goal of generating technical innovation and the research goal of gaining insight into the social dynamics that may facilitate such innovation. The two-year process delivered novel insights into the circumstances that enabled these teams to deliver four company-lauded technical innovations. The principal finding of the research - that social innovation is an antecedent of technical innovation – highlights the importance of alternative research methodologies (to that of the dominant research approach involved in R&D facilities) in addressing the politics of innovation within large organisations.
Burdon, S.W. 2015, 'Why are Disruptive Technology and Innovation the top issues facing Australian CEOs', CAPA Australia Pacific Aviation Summit 2015, Sheraton on the Park, Sydney, Australia.View/Download from: UTS OPUS
Joshi, R.G., Chelliah, J., Sood, S. & Burdon, S. 2015, 'Nature and Spirit of Exchange and Interpersonal Relationships Fostering Grassroots Innovations', Journal of Developing Areas, Asia Pacific Conference on Business and Social Sciences, Kuala Lumpur, Malaysia.View/Download from: UTS OPUS
Exchange and interpersonal relationships are central to the functioning and sustainability of socio-economic activities, including innovation. Grassroots innovations (GI) are dynamic, relational phenomena that evolve with grassroots innovators' beliefs, expectations and obligatory relationships for varied resources, and the actualisation of their desire to make novel and beneficial products. In this paper, the dynamics of exchange and interpersonal relationships that underpin the GI phenomenon are explored through the lens of exchange theory and the consideration of the psychological contract. While exchange theory provides an explanation for the interdependent and dyadic socio-economic relations present in GI, the psychological contract provides a view on the perceptions and expectations that are embedded in exchange and innovation activities. The research endeavours to examine the subjective reality of the innovation experiences of the grassroots innovators; thereby discerning the dominant form of exchange and socio-economic structure that fosters GI from ideation to commercial scaling. Through phenomenological exploration and detailed thematic analysis of the innovation experiences of the thirteen Indian grassroots innovators, the research determined the nature and spirit of the relational commercial exchanges entailing and fostering GI. The paper begins with a discussion of the theoretical foundations of the research. Thereafter, the paper briefly discusses the research methodology and exchange dynamics in GI. In assimilating the research findings, the paper enlists the features of exchanges embedded in GI phenomenon and highlights the capacity of relational commercial exchanges in fostering GI. The paper further proposes, through this discussion, an interpretive framework for understanding how exchange influences the development of GI. Finally, the paper concludes with an identification of the dynamics of exchange within the GI process, and ascertains the ne...
Burdon, S.W. & Dovey, K. 2015, 'THE CULTURAL ANTECEDENTS OF SUCCESSFUL INNOVATION', PROCEEDINGS IFKAD 2015 on the theme of 'Culture, Innovation Entrepreneurship: connecting the knowledge dots', International Forum of Knowledge Asset Dynamics - 'Culture, Innovation and Entrepreneurship: connecting the knowledge dots", IFKAD, Bari, Italy, pp. 1061-1072.View/Download from: UTS OPUS
This paper outlines the leadership practices that support an organisation's strategic intent to innovate through the creation of an innovation-conducive culture. By surveying the opinions of member organisations of the Australian Information Industry Association (AIIA), four companies (each within a particular revenue category) were selected by AIIA members as having the most innovation-friendly cultures. The paper explicates the cultural basis of effective innovation within these four companies by drawing on survey data; analyses of the presentations given at the awards ceremony by senior members of each of the winning companies; and follow-up interviews with the leaders of these companies. The results point to the vital role that leadership plays in the creation of an appropriate cultural platform for successful innovation; and indicate how the execution of the strategic intent to innovate depends on the appropriateness of the cultural assumptions held by a stakeholder community. In particular, the study shows that within companies that are recognised as having innovation-supporting cultures, innovation is assumed to be a human/social process that is enhanced by open and honest communication, strong interpersonal relationships, mission-pertinent learning, and permission to experiment and fail.
Burdon, S. 2014, 'Digital Disruption's Impact on Education', National Economic Review 2014, Gap V - Annual Growth Summit, National Economic Review 2014, Global Access Partners Pty Ltd, Writing Partners Pty Ltd,, NSW Parliament House, Sydney, Australia, pp. 51-55.View/Download from: UTS OPUS
The presentation covered four themes: how to 'catch the next wave of the digital revolution', the new skills required by Australians of all ages, how Australia can rebuild its higher education business model, and how to take best advantage of exciting transformational times.
Burdon, S.W. 2014, 'Australian Innovation with Asia', Highlights 2013, Australian Institute of Company Directors Annual Conference, Australian Institute of Company Directors' Company Directors Conference, Australian Institute of Company Directors, Singapore.View/Download from: UTS OPUS
Enterprise Innovation requires the creation of better and more effective products, services, technologies or ideas that are accepted by markets, governments and generate outputs. For this to occur, an innovation culture to deal with radical incremental and transformational innovation is required. In addition new skills of partner and symmetrical collaboration will be required. The latest INSEAD innovation outputs and inputs that Australia is 13th on inputs but 31st on outputs for higher-income countries. Examples of opportunities with greater focus on collaboration with Asia include higher education with the emphasis on symmetrical collaboration attracting more R&D centres with global MNCs and a case study of partnership requirements with China. The presentation concluded with seven prerequisites for success.
Burdon, S.W. 2014, 'Summary of Research Findings From AIIA/UTS Innovation Online Survey', Summary of Research Findings from AIIA/UTS Innovation Online Survey, AIIA/UTS Innovation Research Breakfast Seminar, UTS Printing Services, Sydney, Australia, pp. 1-7.View/Download from: UTS OPUS
The main research objective was to explore the innovation culture of organisations from the perspective of their employees and competitors. Measuring these two factors has demonstrated a strong correlation between the organisation's ability to establish a successful innovation culture, and gaining competitive advantage and financial success.
In Q4 2013, UTS academics designed an online survey that would be sent to the AIIA commercial members' executives. We received 244 responses from 102 organisations.
In addition, each respondent was asked to nominate the top three most innovative organisations, listing the reasons why they were the best, and comparing their own organisations with those factors.
When the survey results were analysed, percentage ratings were compared for various segments. A 5% - 9% difference was deemed to be significant, and a 10%+ difference was deemed major.
Our research partner was Aon Hewitt, currently global leaders in human capital consulting and outsourcing solutions. Their database was invaluable to our project.
Burdon, SW & Burdon, S 2014, 'How to Catch the Next Wave of the Digital Revolution', http://www.companydirectors.com.au/In-My-State/NSW/Latest-news-and-even…, Directing for Digital Disruption - Governance, Technology & Innovation, Australian Institute of Company Directors, Sydney, Australia.View/Download from: UTS OPUS
The next wave is intelligent software
Software revolution - Web services and products have become so evolved, cheap and ubiquitous that they can easily be combined and recombined.
The likely impact has seen additional GDP growth of 30% and productivity of 50%, and major disruption to legacy business models in industries such as publishing and retail.
Challenges for CEOs & Boards
If 50% of CEOs believe their business model will undergo fundamental transformation in the next 10 years, what priority is this given in risk analysis?
Skills Mix on Boards
If 91% of CEOs believe technology will be the biggest transforming influence for business, what does this mean for skills required on boards?
Creating an Innovation Culture
If innovation culture is critical, boards will need to support and engage in its creation by checking the employees' view of their innovation culture.
Innovation Strategic Framework
We need to understand whether incremental, radical or transformation is required and whether their objectives are for new products and services, competitive advantage or cost reduction.
Building a Superior Innovation Culture
Must be set by CEOs 'who must walk the talk (50% Steve Jobs time was spent on innovation).
Successful innovative organisations understand you can't tell people to be innovative.
Need new resources, processes, skills, training, measurement techniques and feedback mechanisms.
Need strategic framework i.e. relative balance incremental radical transformational innovation and focus outputs.
Individual participation needs to be measured and recognised i.e. prizes, bonus, etc.
What is Management Innovation?
Is it the marked departure from traditional management principles, processes & practices, or a departure from customary organisational forms that significantly alters the way the work & management is performed? Put simply management innovation changes how managers do what they do.
Will the next wave be a tsunami of change fo...
Burdon, SW, Al-Kilidar, H & Courtney, N 2012, 'Developing a Management Enterprise Model for Sustainable Organisational Innovation Publication', The XX111 International Society for Professional Innovation Management conference, International Society for Professional Innovation Management conference, The International Society for Professional Innovation Management Ltd, Barcelona.View/Download from: UTS OPUS
Burdon, S.W. 2005, 'Business and IT alignment - reframing the challenge', Align IT Conference 2005, Align IT Conference 2005, -, Sydney, Australia.
Burdon, S.W. 2005, 'Gaining competitive advantage from best practice outsourcing', Best Practice Forum 2005, Best Practice Forum 2005, -, Adelaide, Australia.
Burdon, S.W. 2005, 'Transformation through innovation and entreprenuership', Transformation Through Innovation and Entreprenuership, Transformation Through Innovation and Entreprenuership, -, Sydney, Australia.
Guo, X, Zhang, G, Chew, EK & Burdon, SW 2005, 'A Hybrid Recommendation Approach for One and Only Items', AI 2005: Advances in Artificial Intelligence, 18th Australian Joint Conference on Artificial Intelligence Proceedings, Australasian Joint Conference on Artificial Intelligence, Springer, Sydney, Australia, pp. 457-466.View/Download from: UTS OPUS or Publisher's site
Many mechanisms have been developed to deliver only relevant information to the web users and prevent information overload. The most popular recent developments in the e-commerce domain are the user-preference based personalization and recommendation techniques. However, the existing techniques have a major drawback poor accuracy of recommendation on one-and-only items because most of them do not understand the items semantic features and attributes. Thus, in this study, we propose a novel Semantic Product Relevance model and its attendant personalized recommendation approach to assist Export business selecting the right international trade exhibitions for market promotion. A recommender system, called Smart Trade Exhibition Finder (STEF), is developed to tailor the relevant trade exhibition information to each particular business user. STEF reduces significantly the time, cost and risk faced by exporters in selecting, entering and developing international markets. In particular, the proposed model can be used to overcome the drawback of existing recommendation techniques
Burdon, S.W. 2004, '12 Best in class practices form successful outsourcing relationships', -, Customer contact world conference, Terrapinn P/L, KL Malaysia, pp. 1-28.
Burdon, S.W. 2004, 'Australia's experience of attracting offshore outsourcing.', BPO Asia conference 2004 - Hong Kong, BPO Asia 2004, Terrapinn PLC, Hong Kong, pp. 1-26.
Burdon, S.W. 2004, 'Competitive advantage from best practice outsourcing', Competitive advantage from best practice outsourcing, Competitive Advantage form Best Practice Outsourcing, University of Technology, Sydney, Sydney, Australia, pp. 1-15.
Burdon, S.W. 2004, 'How management of ICT can deliver strategic competitive advantage.', -, CIMA AGM, CIMA, Sydney, Australia, pp. 1-24.
Burdon, S.W. 2004, 'Optimising the business value of it.', -, CPA 6th Annual IT and Management Symposium, CPA Australia, Melbourne, Australia, pp. 1-23.
Burdon, S.W. 2004, 'Organisational and management best practice for outsourcing services through alliance contracts.', -, Academy of Management, Academy of Management, New Orleans. USA, pp. 1-17.
Burdon, S.W. 2004, 'The role of relationship management in best practice outsourcing', -, BPO Australia 2004, Terrapinn P/L, Melbourne, Australia, pp. 1-18.
Burdon, S 1985, 'OPTIMISING STEEL SALES IN THE AUSTRALIAN CONSUMER GOODS MARKET.'.
During the last few years the Australian white goods industry has been involved in a major restructuring and rationalisation programme which has resulted in fewer, more efficient manufacturers. Manufacturers who have survived have recognised the need to innovate and produce more cost effective products to stimulate market demand and resist local and import competition. As a result there has been significant investment in capital equipment to increase productivity and reduce costs. This paper explains how Lysaght recognised the challenge and approached the new opportunities which have evolved within this market.
In a recent PricewaterhouseCoopers survey of the most important issues for global and Australian CEOs, disruptive technology ranked first and innovation culture second. The objective of this research project was to determine how successful organisations decode these issues. We also aimed to create a palette of insights for CEOs and Boards to analyse and progress their own organisations towards best-in-class. We conducted a survey of all The CEO Circle members and received 185 completed surveys with a response rate of 75% from the members. This represented 110 CEOs, 18 Non-Executive Directors, and 56 other C-Level and Business Unit Heads.
The results should be sending shockwaves through Australian CEOs and Boards: a strong relationship exists between success and harnessing disruptive technology and fostering an innovation culture. Senior leadership teams should be taking immediate action to meet the best-in-class approaches described in this report. This is particularly pertinent to 61% of the respondent organisations with unsatisfactory scores.
This research publication gathers opinions and perspectives of senior executives from the leading European and Asian convergent regulators on a set of priority issues within a three and seven year time frame. It provides constructive insights into their perspectives and examines how convergence is shaping the structure, priorities or regulator institutions and how regulators are responding to these issues.
Burdon, S.W. & Ong, K. University of Technology, Sydney 2008, Beyond 2008: Lesson from Australia's Outsourcing Practitioners, pp. 1-22, Sydney, Australia.
Many of Australia's leading organisations are seeking to leverage third party capabilities through higher value outsourcing arrangements, having successfully established first and second generation relationships. Increasingly, traditional sourcing arrangements with cost reduction objectives are evolving into more collaborative engagement models with longer term strategic objectives.
Burdon, S.W., Clegg, S.R. & Weiss, R. Faculty of Business, School of Management, University of Technology, Sydney 2004, Outsourcing: The untold success Story - Competitive Advantage from Best Practice, pp. 3-78, Sydney, Australia.
Burdon, S.W., Holmes, J. & Terrill, D. Commonwealth of Australia/ National Office for the Information Economy 2003, Productivity and organisational transformation: optimising investment in ICT, pp. 1-192, Sydney.
An interactive seminar lasting 60 minutes. The first part established why an innovation culture is needed, and in particular, how disruptive technology is changing business models and what is the strategic importance of technology. The presentation then went on to discuss how to build a strategic approach to innovation, including the five overall objectives and the necessary strategic actions. It then went on to discuss the prerequisites of an innovation culture, the importance of organisational design, management and leadership. This was followed by the ten key requirements of an innovation culture, together with the importance of the role played by C-level boards.
Gardiner, B. 2015, 'Get ready for a 'digital tsunami', says UTS professor', CIO Magazine.View/Download from: UTS OPUS
The 'intelligent software revolution' could be a larger digital overhaul than the commercialisation of the web
Burdon, S.W. 2014, 'Will Australia catch the next digital wave?', ABC Radio National, http://www.abc.net.au/radionational/programs/ockhamsrazor/will-australi… from: UTS OPUS
According to Professor Stephen Burdon from the University of Technology Sydney, the Australian government has a critical role to play in advancing Australia's digital position. He also suggests that creating an innovation culture is a high priority for all organisations now and not just the fast changing technology sector.