Retha Wiesner

Bio: Retha Wiesner is an academic researcher from University of Southern Queensland. The author has contributed to research in topics: Small and medium-sized enterprises & Change management. The author has an hindex of 13, co-authored 34 publications receiving 577 citations. Previous affiliations of Retha Wiesner include Queensland University of Technology.

The dynamics of delayering: changing management structures in three countries

Abstract: The 1990s witnessed significant changes in organizational design philosophy.This paper delineates trends in delayering based on surveys of 2964 organizations across three countries and assesses the effects in terms of management structures, workloads,productivity and the notion of the 'survivor syndrome'. It concludes that delayering has been widespread as an organizational strategy; that there are few signs of a delayering -relayering cycle, but the effects in relation to managers was a collapse of commitment in Australia and South Africa. However, there were significant diffences in New Zealand. A downsizing/delayering model is discussed.

Australian small and medium sized enterprises (SMEs): A study of high performance management practices

Abstract: A B S T R A C T While there is extensive management and academic literature on the topic area of high performance management internationally, research on high performance management practices in the Australian context is limited Furthermore, research on high performance management practices has focused predominantly on large organisations and is largely a new direction for research in SMEs This study attempts to fill some of the gaps in existing studies by considering a wide range of high performance management practices in Australian SMEs Owing to the dearth of national data on high performance management in Australian SMEs, the results of this study are used to determine whether there is any evidence of a ‘high performing’ scenario in relation to management practices in Australian SMEs The results, reporting a national study (N = 1435) on employee management in Australian SMEs, reveal a moderate take-up of high performance management practices The findings by themselves do not support a ‘high’ performing scenario in relation to management practices in SMEs; however the low application of participative practices in the context of low unionization, and a low incidence of collective relations, indicates that many SMEs need a makeover if they are to meet the demands of competition It is evident from the findings in this study that high performance practices in SMEs stand to benefit from modernisation and improvement

Bleak house or bright prospect? Human resource management in Australian SMEs

Abstract: This study fills the gaps in existing research on HRM in Australian SMEs by considering a wide range of standard human resource (HR) practices and some industrial relations practices. The small business sector has been regarded as the natural home for ‘bleak house’ human resource management practices typified by low uptake of human resource practices, little or no collective representation of employees and little or no employee participation. The results, reporting a national study (n = 1435) on human resource management practices in Australian SMEs, reveal a moderate take-up of human resource management practices. These findings by themselves do not support what Storey has called the ‘bleak house’ scenario in Australian SMEs. However, there are factors that may have a negative impact on the relative positive picture portrayed in this study, when the impact of organisational size, the presence of a HR manager and prevalence of a strategic plan on the uptake of HR practices in SMEs are considered, together with low unionisation, low employee participation and a low incidence of collective practices.

Managing Change Toward Environmental Sustainability: A Conceptual Model in Small and Medium Enterprises:

Abstract: This article aims to develop a model for managing change toward environmental sustainability (ES) within small and medium enterprises (SMEs) by investigating the main ES change management actions evident from the ES journeys of SME ES champions. Using in-depth face-to-face interviews, the article draws from the ES change management experiences of a sample of 12 ES champions from the SME sector, as well as secondary organization–specific data. A multicase design was adopted to develop the proposed model. A thematic content analysis identified 10 main change management actions along with a number of associated actions. The findings provide an empirically developed ES change management model and practical managerial ES change management guidelines to SMEs embarking on an ES journey.

Strategic approaches in Australian SMEs: Deliberate or emergent?

Abstract: The aim of this paper is to determine whether Australian SMEs could be characterised as 'deliberate' or 'emergent' in their strategic approaches. More specifically, surveying 1230 Australian SMEs, this paper focuses on answers to the following questions: What is the nature and prevalence of strategic practices in Australian SMEs? and to what extent does firm size differentiate the patterning and prevalence of strategic practices? The findings add to the little empirical research showing the principal activities and tools that comprise the strategic practices undertaken in Australian SMEs. Overall, and in both small and medium enterprises respectively, strategic thinking and action seem to be undertaken with the use of a framework of a written business plan which is in line with the 'deliberate' approach; however few sophisticated strategy making techniques were employed. Researchers and practitioners may find it valuable to develop tools that will naturally suit SME firms so that these tools can be of more value. Academics and tertiary institutions will be well advised to develop strategic management courses which also specifically focus on more emergent approaches designed for smaller firms including specially developed techniques and tools that are less time-consuming and expensive to use and more suited to smaller firms. This would enable SMEs to expand the range of strategy making tools they employ.

Marketing for management.

Abstract: MKT 6009 Marketing Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S MKT 6244 Digital Marketing Strategy (2 semester credit hours) Executive Education Course. The course explores three distinct areas within marketing and sales namely, digital marketing, traditional sales prospecting, and executive sales organization and strategy. The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales. The course identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies. Prerequisites: MKT 6301 and instructor consent required. (2-0) Y MKT 6301 (SYSM 6318) Marketing Management (3 semester credit hours) Overview of marketing management methods, principles and concepts including product, pricing, promotion and distribution decisions as well as segmentation, targeting and positioning. (3-0) S MKT 6309 Marketing Data Analysis and Research (3 semester credit hours) Methods employed in market research and data analysis to understand consumer behavior, customer journeys, and markets so as to enable better decision-making. Topics include understanding different sources of data, survey design, experiments, and sampling plans. The course will cover the techniques used for market sizing estimation and forecasting. In addition, the course will cover the foundational concepts and techniques used in data visualization and \"story-telling\" for clients and management. Corequisites: MKT 6301 and OPRE 6301. (3-0) Y MKT 6310 Consumer Behavior (3 semester credit hours) An exposition of the theoretical perspectives of consumer behavior along with practical marketing implication. Study of psychological, sociological and behavioral findings and frameworks with reference to consumer decision-making. Topics will include the consumer decision-making model, individual determinants of consumer behavior and environmental influences on consumer behavior and their impact on marketing. Prerequisite: MKT 6301. (3-0) Y MKT 6321 Interactive and Digital Marketing (3 semester credit hours) Introduction to the theory and practice of interactive and digital marketing. Topics covered include: online-market research, consumer behavior, conversion metrics, and segmentation considerations; ecommerce, search and display advertising, audiences, search engine marketing, email, mobile, video, social networks, and the Internet of Things. (3-0) T MKT 6322 Internet Business Models (3 semester credit hours) Topics to be covered are: consumer behavior on the Internet, advertising on the Internet, competitive strategies, market research using the Internet, brand management, managing distribution and supply chains, pricing strategies, electronic payment systems, and developing virtual organizations. Further, students learn auction theory, web content design, and clickstream analysis. Prerequisite: MKT 6301. (3-0) Y MKT 6323 Database Marketing (3 semester credit hours) Techniques to analyze, interpret, and utilize marketing databases of customers to identify a firm's best customers, understanding their needs, and targeting communications and promotions to retain such customers. Topics

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

Competing for the Future

Abstract: Everybody knows that digital technology has revolutionized our economy and our lifestyles. But how many of us really understand the drivers behind the technology – the significance of going digital; the miniaturization of electronic devices; the role of venture capital in financing the revolution; the importance of research and development? How many of us understand what it takes to make money from innovative technologies? Should we worry about manufacturing going offshore? What is the role of India and China in the digital economy? Drawing on a lifetime’s experience in the industry, as an engineer, a senior manager, and as a partner in a global venture capital firm, Henry Kressel offers an expert personalized answer to all these questions. He explains how the technology works, why it matters, how it is financed, and what the key lessons are for public policy.

Career success in a boundaryless career world.

Abstract: This paper compares contemporary career theory with the theory applied in recent career success research. The research makes inconsistent use of career theory, and in particular neglects the interdependence of the objective and subjective careers, and boundaryless career issues of inter-organizational mobility and extra-organizational support. The paper offers new guidelines for bringing about a rapprochement between career theory and career success research. These guidelines cover adequacy of research designs, further dimensions of career success, broader peer group comparisons, deeper investigation of the subjectively driven person, and seeing new connections between boundaryless career theory and career success research.

The Concept of Corporate Strategy

Abstract: The Concept of Corporate Strategy. Por Kenneth R. Andrews. Homewood, III.: R. D. Irwin, 1980 Revised Ed. xi, 180 p.; 24 cm. Incluye referencias e indice. ISBN 0-256-02371-9.