Modern perspectives on strategy often attempt to address one question “whether the strategy will achieve wealth transfer or create new wealth?” While wealth transfer strategies may deliver one time gains to shareholders, they don't fundamentally change a company's long-term earning potential. These strategies don't create new wealth because they don't create new products, new markets, or new customers. The increasing difficulty of finding new wealth creation is a result of a fundamental shift in the business operating environment in which opportunities are sought after. Competing in such an environment is increasingly difficult and as a result, the value of strategic resources has shifted to more intangible resources. This study is concerned with exploring relationships that are considered to be instrumental to creating new wealth. It identifies entrepreneurial strategic posture as a widely supported approach to creating new wealth. The thesis also discusses organisational learning and structure as two intangible strategic resources that are increasingly valuable to successful strategy formulation and implementation. Furthermore the thesis considers organisational perceptions about the operating environment and seeks to relate resource configuration and strategic decision-making to these perceptions.

This research inestigates and examines the relationship between innovation success, internal organizational factors, local cultural factors and external environmental factors in the Malaysian ICT industry. From the responses of 122 local and multinational companies operating in Malaysia, the independent variables having positive relationships with innovation success are external ecconomic environmental factors and leadership organizational factors, while independent variables having negative relationships with innovation success are collectivism local cultures and external social environmental factors. The findings also indicate that these factors do not influence the innovation on an individual basis, but they are working in unison. / This study brings to the innovation field a more synthesized and holistic model on factors influencing innovation, and allows academics and practitioners such as managers, leaders and public policy makers to play a better role in fostering company's innovation success, particularly in developing countries like Malaysia. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2007.

An inquiry into the perceptions of chief executive officers: What exactly needs to be known about chief executives and information technology in the organisation to gain this understanding? Clearly, it is not related to an expectation that chief executives do, or should, participate in the daily or departmental micro-management of information technology. Neither is it dependent on an expectation that CEOs should have a grasp of all the technical and philosophical issues relating to information systems or technology management and development. Rather it stems from a view that technology, as an enabler of change, should receive the attention of the chief executive in order to best harness its power to achieve corporate goals. / What is it that chief executives actually do when considering information technology issues in their organisations? If they are not computer literate and have limited understanding of the technological possibilities for the organisation, what are their sources for such information? If they are comfortable with technological concepts and terminology, how much does this affect their relationship with the senior information officer? How do chief executives communicate with their senior technologists? What are the CEOs' perceptions and assumptions about technology and the future? How is their decision-making affected? Do CEOs' use criteria or processes for technology projects other than those normally applied? Does the educational level, qualifications, years of experience as chief executive, or domain expertise, affect their approach to aligning the strategic direction with technology? Will different leadership styles map consistently with different ways of influencing the corporate technology function? Are there other factors that affect what strategies they choose? / Summary: The purpose of this research is to gain a better understanding of the perceptions of chief executive officers relative to the actions they take when faced with leadership of organisational change using information technology as the enabler. To that end, the literature is reviewed, the research methods for the project are described, and the research findings are presented. Relationships and relevant theories are discussed, a new theory is proposed, conclusions are drawn, and further research is suggested. / Thesis (MBusiness-Research)--University of South Australia, 2001.

Within the ephemeral world of fad products and activities (such as teenage fashion and the hula-hoop) things come and go quickly. In such a competitive market many new products become obsolete from the moment they reach the market. It is therefore essential to launch new products on the market as soon as possible in order to sustain business and profits. / With activities that can easily become passing fads and fashions, such as going to a Karaoke box, it is important to sustain the novelty value of the leisure-time pursuit by keeping customers motivated and interested in coming back for more. A failure to operate successfully in a fad business seriously threatens profit margins, return on investments and ultimately the lifespan of the product. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.

This thesis is based on an exploration of the aspects of major organisational change that influence middle manager actions. The first part of this work explains the Stability Pursuance Model, which was developed for this research to conceptualise and clarify the existing organisational change literature. This model showed how the actions of middle managers relate to a major change program. The second part of this work comprises three complementary studies that explore the aspects (action triggers) of influence in middle managers' decisions to act. / Action triggers are aspects of a major change program that cause (trigger) middle managers to act. Action triggers determine whether middle managers will comply or act alternatively. Alternative actions are hindering or promotional. Promotional actions are 'above and beyond' those requested or while hindering actions are meant to interrupt or damage the change. / Three complementary studies were conducted to explore the research question: What aspects of major organisational change programs trigger alternative actions (promotional or hindering) to be performed by middle managers? The first study included a content analysis of literature, the second study involved interviews with middle managers while the third study included both questionnaires for middle managers and several further interviews. These three studies were complementary as each expanded upon the results of the previous one. Together, in using several different approaches, these studies provide a very holistic view of action triggers. / Thesis (PhDBusinessandManagement)--University of South Australia, 2006.

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2004.

The purpose of the thesis was to investigate the use of action research in the conceptual development of the aim of developing managers through action learning and determining the effectiveness of this in Singapore, Hong Kong and China. / The concept did not begin its practical life as an applied idea already formed; it emerged and developed naturally in something of an evolutionary process. It took on a more definitive form and spirit through a series of cycles of learning, reflection, modification and re-application. / In evolving this concept, the research was intended to provide new contributions in adapting action learning as a form of workplace managerial development. In this scenario, managers learn and develop by using their experience in solving workplace problems in project teams. / The first of three cycles of action research was conducted at Apex Technologies, Singapore, for a group of seven managers. The expected outcome was to integrate a common problem-solving framework and the action learning process into a practical process for developing managers. The second cycle took place at Intraco Limited, Singapore, for a group of 12 managers. The objective was to familiarise the managers with the action learning process and to encourage them to pass on the process in the training and development of their staff. The third cycle of the research study was at Viasystems Asia Pacific in Hong Kong and China for 120 middle managers and frontline supervisors. The objective was to apply action learning as an on-going process in developing managers to address the many issues and challenges facing the company as it expanded rapidly. / The research findings showed that the action learning process in Apex and Intraco was effective in meeting the expected outcome. In Apex, the senior management was pleased with the progress made and morale among the management team improved. At Intraco, the managers were enthusiastic and indicated that action learning was effective in helping them to become better managers. In Viasystems, the participants were recognised by senior management for developing the ability to manage change and to work together to solve problems and improve practices. Following the completion of the research study, Viasystems implemented the second phase of the Team Learning Circle process to develop 42 high-potential managers. / Overall, the thesis demonstrated that action research, involving a spiral of three research cycles-planning, acting and observing and reflecting- was effective in devising the Team Learning Circle for developing managers through action learning. From the research data, I have contributed to the theory of action learning by developing the Team Learning Circle model. This adds the team learning process to action learning and action research in managerial development. It demonstrates that managers will learn most effectively with and from each other, through regular dialogue sessions and skilful discussions, and by working on real problems or projects in the workplace. / Thesis (PhDBusinessandManagement)--University of South Australia, 2004.

Thesis (PhDBusinessAdministration)--University of South Australia, 2003.

Thesis (MBus)--University of South Australia, 1996

Thesis (M.Ed.)--University of South Australia, 1997.