Safety and health is a basic human need and when not met, exacts costs that prevent societies from realizing development goals. Injury is increasing as a leading cause of death and disability. As the result of advances in public health knowledge and safety engineering technology, accidents and other injury events are often preventable. Injuries result from identifiable determinants and conditions that create exposure to identifiable hazards. By controlling hazards, the toll of injury can be reduced. / International trade and investment can create conditions that increase or diminish the global injury burden. International institutions and national governments face the question of how to protect safety and health rights and reduce the injury burden in a world of increasingly global business activity. International institutions do not yet provide comprehensive regulation for exported harms. In common law nations, liability through formal law plays an important role in regulating conditions that can lead to injury. In such nations, private law can play an important role in filling segments of the regulatory gap relating to exported harms.

Thesis (Ph. D.)--University of Hawaii at Manoa, 1995. / Includes bibliographical references (leaves 221-240). / Microfiche. / x, 240 leaves, bound 29 cm

Forming partnership networks has become a hot topic for both researchers and practitioners over the last decade. Many researchers have focused on the model types, processes and key success factors of forming various networks while more researchers have investigated the factors influencing their formation. However, not much is known about why partnership networks are formed and how they work. The aim of this research is to explore the processes and key success factors by comparing two different types of partnership networks. The "Five-Cs" conceptual framework is used to investigate and test the given partnership networks. The Five-Cs are consciousness, contention, connectivity, constitution and continuity. A number of key aspects and success factors related to forming partnership networks at different formation stages are examined. Finally, suggestions for the conceptual framework in forming partnership networks are made for both model modification and to assist managers strategic decision making and daily operation. / Thesis (DoctorateofBusinessAdministration)--University of South Australia, 2007.

Based on the application of Porter's Model for National Competitive Advantage to the state of Tamil Nadu, the author established four unique characteristics about India. These are: Tamil Nadu is India's southern gateway; Indian consumers are very price sensitive; Indians have links somehow everywhere; and India thrives on contrasts. These attributes were further distilled to arrive at three 'stones' that can pave improvements to the Indian passenger car industry, namely: 'Cornerstone', being the need to improve local propensity to earn; 'Stepping Stones', being the need to intensify engagements with regional groupings like the Indian Ocean Rim (IOR), South Asian Association for Regional Co-operation (SAARC), Bangladesh, India, Myanmar, Sri Lanka and Thailand Economic Co-operation (BIMSTEC) and the Association of South East Asian Nations (ASEAN); and 'Flintstone' being Tamil Nadu as an auto hub to ignite entrepreneurship and innovations within the Indian passenger car industry. In essence Porter's Theory on National Competitive Advantage states that prosperity depends on environment, not endowments. His Diamond Model helps identify the productive clusters that can support such wealth creation. This study bridges the gap between identification and implementation with an 'International Management Grid' that divides action agenda in accordance with structure, strategy, culture and control. This matrix is bounded by classification of items according to urgency and importance, whereby delegation, empowerment, tact and leadership would be emphasized accordingly. The central thesis of this study is that wealth creation can be initiated by a progressive location in a country through the cascading effects of a high growth industry. With faster physical and communication connectivity and increased global concerns for security and health, India's major challenge is to associate her passenger car industry with: Speed in sustaining human relationships; trendy yet affordable replacements instead of renewal repairs; and life-long learning for skills that ensure employment and employability. A permanent Exhibition Centre is recommended to especially showcase new developments in textiles, leather and security technologies for cars. In addition, a virtual Auto Centre of Excellence, managed as an internet platform based in Tamil Nadu, can help international members of the industry to upgrade and research on skills that ensure individual employment and employability through a life-long knowledge management and certification process. A unique post-sale advantage of cars made in India can be the guaranteed inspection after five years to replace or overhaul vehicle parts in franchise centres located throughout India and overseas. These franchises will help train Indian youths through an honour code of 3-in-1-youth mentorship scheme. Those who have benefited from working in these franchises would be obliged to mentor three other youths within five years after completion of their own mentorship. All these initiatives can start with Tamil Nadu because she is already an automotive manufacturing hub, a southern IT centre and an export gateway. This study has reviewed criticisms on Porter's Model, especially from Krugman, Dunning, Narula, Rugman and D'Cruz as well as Davis and Ellis. Although the model has been applied to developing economies like Korea, Venezuela, Turkey, Phillippines and even India, this study is different. None of the previous academic exercises using Porter's Model has an implementation format like the 'International Management Grid' as designed and developed by the author. The Delphi Research Technique in accordance with the Gordon and Helmer Method was adopted for 58 candidates and the results of fieldwork were found to be statistically significant at 0.05 level based on the non-parametric Chi-Squared Test of Independence. The ethical aspects in Porter's Model and the new business rhythm inside India after more privatization remain major unsolved issues of this study. / Thesis (PhDBusinessandManagement)--University of South Australia, 2004

Research paper one: To minimize adverse impact on expatriation, multinational corporations (MNCs) need to recognize the elements that facilitate expatriate managers and their spouses' smooth adjustment to a new work environment and everyday living. This paper presents a model of expatriation to review the expatriate context and details a variety of factors that could affect an expatriate manager's survival in a foreign environment. The model is a life cycle approach with five phases: selection of expatriates, cross-cultural training, international adjustment, performance appraisal, and repatriation. The use of such a model has the potential to greatly help MNCs understand and manage the complex and problematic expatriation process especially in terms of international human resource management and concern for expatriate spouses and families. / Research paper two: Taiwanese companies have invested in China's rapid growth over the past decade. In this regard, a large number of Taiwanese expatriate managers are assigned to China to manage foreign subsidiaries. The paper provides data on how the expatriate process is working in terms of career and family issues for Taiwanese expatriates in China. It does this through consideration of the different stages of the expatriate cycle (selection of expatriates, cross-cultural training, international adjustment, performance appraisal, and repatriation) described in the previous paper. The results show that Taiwanese organizations need to take a more systemic and less ad hoc approach to the expatriation process. Family issues need to be given more recognition, particularly as they relate to health, education and careers. Recommendations for effective policies in expatriate management practices by Taiwanese firms are developed and suggestions for future research are proposed. / Research paper three: Expatriate managers are likely to be differently motivated than local managers. This paper reports on the motivations of Taiwanese expatriate managers and Chinese managers within the context of Taiwanese firms operating in the People's Republic of China. Data were collected from 120 Taiwanese expatriate managers and 103 Chinese managers in the PRC in regards to work values, internal motivation, external motivation, non-monetary reward, rule enforcement and family ties. Chinese managers showed significantly higher scores than Taiwanese expatriate managers on the dimensions of work value whereas Taiwanese expatriate managers presented significantly higher scores on both external motivation and family ties. The results suggest that there is more emphasis on a closer link between individual performance and reward than the egalitarianism of socialistic ideology in the new market-oriented Chinese economy. Discussion of the results for the motivational differences is provided in detail and future research is also recommended. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2004.

Thesis (PhDBusinessandManagement)--University of South Australia, 2004.

Thesis (PhD)--University of South Australia, 2003

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2003.

Based on the application of Porter's Model for National Competitive Advantage to the state of Tamil Nadu, the author established four unique characteristics about India. These are: Tamil Nadu is India's southern gateway; Indian consumers are very price sensitive; Indians have links somehow everywhere; and India thrives on contrasts. These attributes were further distilled to arrive at three 'stones' that can pave improvements to the Indian passenger car industry, namely: 'Cornerstone', being the need to improve local propensity to earn; 'Stepping Stones', being the need to intensify engagements with regional groupings like the Indian Ocean Rim (IOR), South Asian Association for Regional Co-operation (SAARC), Bangladesh, India, Myanmar, Sri Lanka and Thailand Economic Co-operation (BIMSTEC) and the Association of South East Asian Nations (ASEAN); and 'Flintstone' being Tamil Nadu as an auto hub to ignite entrepreneurship and innovations within the Indian passenger car industry. In essence Porter's Theory on National Competitive Advantage states that prosperity depends on environment, not endowments. His Diamond Model helps identify the productive clusters that can support such wealth creation. This study bridges the gap between identification and implementation with an 'International Management Grid' that divides action agenda in accordance with structure, strategy, culture and control. This matrix is bounded by classification of items according to urgency and importance, whereby delegation, empowerment, tact and leadership would be emphasized accordingly. The central thesis of this study is that wealth creation can be initiated by a progressive location in a country through the cascading effects of a high growth industry. With faster physical and communication connectivity and increased global concerns for security and health, India's major challenge is to associate her passenger car industry with: Speed in sustaining human relationships; trendy yet affordable replacements instead of renewal repairs; and life-long learning for skills that ensure employment and employability. A permanent Exhibition Centre is recommended to especially showcase new developments in textiles, leather and security technologies for cars. In addition, a virtual Auto Centre of Excellence, managed as an internet platform based in Tamil Nadu, can help international members of the industry to upgrade and research on skills that ensure individual employment and employability through a life-long knowledge management and certification process. A unique post-sale advantage of cars made in India can be the guaranteed inspection after five years to replace or overhaul vehicle parts in franchise centres located throughout India and overseas. These franchises will help train Indian youths through an honour code of 3-in-1-youth mentorship scheme. Those who have benefited from working in these franchises would be obliged to mentor three other youths within five years after completion of their own mentorship. All these initiatives can start with Tamil Nadu because she is already an automotive manufacturing hub, a southern IT centre and an export gateway. This study has reviewed criticisms on Porter's Model, especially from Krugman, Dunning, Narula, Rugman and D'Cruz as well as Davis and Ellis. Although the model has been applied to developing economies like Korea, Venezuela, Turkey, Phillippines and even India, this study is different. None of the previous academic exercises using Porter's Model has an implementation format like the 'International Management Grid' as designed and developed by the author. The Delphi Research Technique in accordance with the Gordon and Helmer Method was adopted for 58 candidates and the results of fieldwork were found to be statistically significant at 0.05 level based on the non-parametric Chi-Squared Test of Independence. The ethical aspects in Porter's Model and the new business rhythm inside India after more privatization remain major unsolved issues of this study. / Thesis (PhDBusinessandManagement)--University of South Australia, 2004

Thesis (PhD)--University of South Australia, 2003