ORCID Profile
0000-0002-6519-0090
Current Organisation
Deakin University
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Publisher: Elsevier BV
Date: 02-2019
Publisher: Elsevier BV
Date: 03-2021
Publisher: Emerald
Date: 19-02-2018
DOI: 10.1108/AAAJ-02-2016-2418
Abstract: The purpose of this paper is to examine why firms governed by the same environmental management standards within an industry exhibit contrasting responses, with some adhering to the letter and others achieving the spirit behind the standards. Using Arena et al. (2010) as an analytical schema to examine the institutional dynamics behind such contrasting responses, the paper analyses archival and interview data relating to firm strategy, control technology and human expertise in two contrasting Australian forestry firms. The embedding and decoupling of environmental standards with a firm’s environmental management practices is influenced, first, by the extent to which founder directors and senior management integrate environmental responsibility with the underlying business motives and, second, by the use of organisational beliefs and values systems to institutionalise the integrated strategic rationality throughout the firm. Finally, informed by the institutionalised strategic rationality, the participation and expertise of actors across the organisational hierarchy determine the level to which the design and execution of the eco-control technologies move beyond merely monitoring compliance, and act to facilitate continuous improvement, knowledge integration and organisational learning at the operational level. This paper responds to institutional theorists’ call for a holistic explanation that considers the interactions among several intra-organisational factors to explain the dynamics behind why some firms decouple while others do not, even though the firms exist in the same social and regulatory context.
Publisher: Virtus Interpress
Date: 2008
DOI: 10.22495/COCV6I2P12
Abstract: While there has been much judicial discussion regarding the competency of Australia’s continuous disclosure regime with reference to contemporaneous international standards, there has to date been limited empirical analysis of the Australian system’s effectiveness in preventing selective disclosure and information leakage. This paper presents an empirical study of information content and trading behavior around unscheduled earnings announcements – comprising of profit upgrades, profit warnings and neutral trading statements – made by ASX-listed companies during 2004. The contention is that informed trading impacts on the stock returns and trading volumes of listed entities, and hence abnormal returns or trading volumes observed prior to an announcement provide evidence of information leakage. The paper models a range of factors that potentially influence firm disclosure practices and contribute to the level information asymmetry in the market during the pre-announcement period. Previous research has investigated the influence of firm size and information content in contributing to information leakage. This study further considers the variables of firm growth, capital structure and industry group
Publisher: Emerald
Date: 14-05-2020
Abstract: This study aims to present an extended service-profit chain (SPC) framework for assessing service performance. This framework is then used to investigate non-linear and asymmetric links between service delivery investments and customer satisfaction, as well as time lags in organisational performance outcomes. The study draws on panel data with repeated measures from a s le of automotive after sales service departments. Data collected comprises both objective and survey-based data, including operational inputs, productivity, service quality, service experience, behavioural intentions, customer retention and organisational performance. Non-linear and asymmetric effects are identified, suggesting that customers’ evaluations of service performance are more sensitive to negative performance (dissatisfaction) than positive performance (satisfaction). Accordingly, focusing on attributes for which customers are experiencing negative performance first, and then allocating resources to attributes for which customers are experiencing positive performance, can be far more consequential for improving customer satisfaction. From a practical perspective, the findings deepen current understanding of the relationships between service performance metrics. They also provide guidance for managers seeking to better deploy service resources to enhance service quality, customer satisfaction and customer retention to improve profitability over time. Drawing on a unique and rich data set, this study provides a significant improvement on previous SPC frameworks by adding new dimensions identified in recent meta-analyses and addresses calls for more research into non-linear, asymmetric and longitudinal effects within the SPC.
No related grants have been discovered for Campbell Heggen.