E-business impacts for urban freight: results from an Australian study

E-Business is expected to dramatically change the way business is conducted internationally, nationally, within states and at the local area level. Moreover, these changes are very likely to happen well within the planning time frames required for provision of transport infrastructure and services. E-business is defined as including e-commerce, either between Businesses to Business (B2B) or Business to Customers (B2C), and the adoption of electronic technology within businesses. This paper presents some results from a study commissioned by the Australian National Transport Secretariat (NTS) to assist Australian business and government pro-actively address the transport issues arising from e-business. The resulting working papers will be used to establish a research framework for identifying policy and planning levers to maximize benefits to Australia from national and global e-business activity. The study sought to investigate three principal questions on e-business impacts: how will the transport task change; what will be affected; and how can the transport system respond? Current literature suggests that growth in e-business stems from the combined existence of market demand, suitable enabling technology, and skills and familiarity in management/users/ industry/government. The results of the study suggest that e-business will have implications for urban freight including higher levels of demand for goods and services, increased requirements for logistics distribution, changes in location preferences and improved transport network performance

FROM GLOBAL COMPETITION TO REGIONAL GOVERNANCE; NEW PARADIGMS FOR REGIONAL POLICY IN THE 1990S

The purpose of this paper is to present some elements of one or more paradigms for assessing a region's economic growth prospects and related infrastructure requirements. These concerns are central to a regional policy that offers guidance for individual decision makers of local governments and their resident populations. A paradigm for regional policy is a model of regional structure and activity that provides a basis for understanding and foresight about regional growth and change. It is a framework for well-targeted infrastructure investments, vigorous and sustained capacity-building, and continuing efforts in intra-regional cooperation. Critical infrastructure for globally-competitive business enterprise includes air transportation and the accompanying distribution system that brings together all transportation modes to provide access to regional and global markets. Capacity-building refers to the successful application and integration of the means of control and foresight - good management coupled with realistic anticipation about the future - in both private and public management. Intra-regional cooperation starts with the public agencies engaged in infrastructure planning. We focus on implications of a new paradigm for regional policy on investment in growth-influencing resources and facilities, and their location. We relate these decision variables to the recurring themes that apply to any region with high hopes of sustainability.Community/Rural/Urban Development,

Tеоретико-практичні аспекти державної антикризової політики в туристичному бізнесі

В статті надається визначення та характеристика основних засад державної антикризової політики в туристичному бізнесі, визначаються існуючі нагальні проблеми. Автором узагальнено та обґрунтовано поняття антикризової політики в туристичному бізнесі та запропоновано основні заходи щодо її удосконалення. Ключові слова: антикризова політика, державна антикризова політика, державне регулювання, туристичний бізнес, туристична інфраструктура, туристичний потенціал.В статье дается определение и характеристика основных принципов государственной антикризисной политики в туристическом бизнесе, определяются существующие насущные проблемы. Автором обобщено и обосновано понятие антикризисной политики в туристическом бизнесе и предложены основные мероприятия по ее усовершенствованию. Ключевые слова: антикризисная политика, государственная антикризисная политика, государственное регулирование, туристический бизнес, туристическая инфраструктура, туристический потенциал.In this article we present a definition and description of the main principles of the state anti-crisis policies in the tourism business determined by current pressing issues. The author summarized and substantiated the concept of anti-crisis policies in the tourism business and the key actions proposed for its improvement. In the public administration in general to understand the system of executive, whose main activity is the implementation of measures for the legislative and regulatory framework. One of the essential features of public administration is subordinate, secondary nature compared to legislative activity Crisis management includes a set of methods used in different functional subsystems management. In particular, social technologies, methods of economic analysis, forecasting, development of complex investment projects and crisis programs, restructuring and reorganization plans which are used in combination for early warning and crisis management. Varied program of tourism development that are designed for different time periods do not include the possibility of occurrence of uncertainty and risk, and, moreover, do not provide recommendations for management actions for their conditions. The results suggest that in order to optimize the impact of the current regulatory framework of state regulation on the development of tourism is necessary to develop anti-crisis policy, which is aimed at overcoming the crisis of the subject to the influence of negative factors functioning. Keywords: anti-crisis policy, government anti-crisis policy, government regulation, tourism, tourism infrastructure, tourism potential

Creating an Enabling Environment for Indigenous Business in Fiji

The ongoing strains of a sustained global economic downturn have forced a shift in focus to how individual countries can generate small-scale inward-focused economic activity while waiting for the global economy to regain its vibrancy. It is in this regard that SMEs have gravitated to centre stage, especially in isolated developing economies. In Fiji, recent government policy has prioritised ‘self-help’ and ‘self-sufficiency’ in a marked departure from the established outward-focus that characterised policies during the second half of the 1980s and much of the next 2 decades. A major concern that all of Fiji’s governments have had to grapple with has been an increasingly insistent ethnic-Fijian desire to participate in a more visible manner in the commercial sector. Given Fiji’s sociopolitical composition, this opens up promising avenues for mobilising hitherto dormant resources and encouraging indigenous business within the SME framework. After providing a critical historical overview of indigenous business initiatives in Fiji, this paper contends that many of the reasons for past shortcomings had to do with a political reluctance to acknowledge openly the need for strict economic solutions to business problems. A major shortcoming in this regard was the trivialisation of the tenet of accountability in the interests of political expediency. This paper proposes an enabling framework for indigenous business management. It concludes by proposing a number of sectors that offer encouraging opportunities for indigenous business within the SME framework

Managerial learning and management development in New Zealand SMEs

Objectives: Managerial capability in New Zealand SMEs has been perceived by policy makers as a factor that has constrained SME growth and development (MED, 2008). The New Zealand Centre for SME Research (NZSMERC) has undertaken a programme of research on managerial capability in New Zealand SMEs. This paper reports findings from the Centre’s 2009 annual survey of 1500 SMEs, the BusinesSMEasure. The survey builds on a previous qualitative study and is part of a programme of research which had the following objectives: (1) to understand how SME owner-managers assess their development needs and how they meet these needs; (2) to assess the extent of participation in management development; and (3) to assess the perceived impact of management development on their business. Prior Work: Previous literature and research evidence with SME owner managers suggests a low take up of formal managerial development programmes and a reliance on incidental and informal managerial learning processes (Massey et al, 2005). NZSMERC’s previous qualitative study with 25 SME owner-managers (Battisti, et al, 2009), enabled the development of a conceptual framework and typology to explain orientation to learning and management development. Further, it allowed the identification of variables that affected attitudes to managerial learning and participation in management development. The survey has enabled the testing of some of the propositions from the qualitative stage, such as the importance of sources of managerial learning and the importance of variables that influence owner manager participation in management development. Approach: The 2009 BusinesSMEasure survey involved 4,165 firms (including 694 firms who responded in the 2007 and 743 firms who responded in 2008 survey). There were 1447 usable responses after excluding 297 ineligible and unreachable firms, which gave an overall response rate of 35%, Building on the previous qualitative study and utilising the adapted theoretical framework, we have applied non-parametric analysis to examine the significance of SME profile characteristics affecting against typologies of learning and management development. Exploratory factor analysis has been undertaken on the range of variables affecting managerial learning and development to reveal clusters of variables driving managerial learning and development. Hypotheses generated by literature and theory have been tested and regression modelling completed. Results: Survey findings suggest incidental and informal managerial learning processes were predominant modes of owner-manager learning. These types of learning were associated with practice-based and proximal sources of learning, as opposed to more distal sources. Significant variables that affected the type and sources of SME managerial learning were gender, age, learning orientation and a belief of self improvement. There was a strong link between innovation and engagement in management development. Firms with at least one type of innovation activity reported to be more engaged in management development across all three types of learning i.e. incidental, informal and formal. Theoretical developments in the literature are used to provide the basis for testing hypotheses associated with learning orientation and belief in self improvement Implications: The research undertaken by the Centre was driven by a policy imperative: to investigate the causes of an underlying trend in New Zealand SMEs which suggested that there was a lack of managerial capability in SMEs and a failure of SMEs to engage with formal management development initiatives. Having revealed the drivers of managerial development and sources of learning we develop implications for supply side management development programmes and policy interventions

INFORMATION SYSTEM STRATEGIC PLANNING BASED ON TOGAF ADM FRAMEWORK IN BUDGET, TREASURY, AND ACCOUNTING FUNCTION OF REVENUE AND FINANCIAL MANAGEMENT DEPARTMENT BANDUNG REGENCY

Revenue and Financial Management Department (DPPK) is public oriented enterprise that engaged in the world of financial. To carry out its business activities in achieving the goal of the company, DPPK needs information system strategic planning that is supported by enterprise architecture concept. Moreover, with the government policy became one of the challenges in the financial world to align business and information technology strategy in accordance with the needs of DPPK. Enterprise architecture is one of methods that can be used to align business and information technology strategy that is designed to suit the business needs. TOGAF ADM can be one of the framework that can be used as a guidelines in designing of enterprise architecture. Usage of TOGAF ADM in this study due to the iterative, detail, and sustainable nature in developing of enterprise architecture level. TOGAF ADM is composed of 9 phases from preliminary phase to change management architecture phase, but in this research only focus on 6 phase from preliminary phase until opportunitites and solution phase. This research results in business, information system, and technology architecture blueprint used as a reference for designing information system strategic planning of DPPK. With these result, DPPK has ability to optimize all IT resource to support all business activity. So in the future can evolve to be better in achieving the goal. Keywords: information systrem strategic planning, enterprise architecture, TOGAF AD

The policy/project nexus: lessons learned from a policy implementation project

The higher education sector forms an integral part of Australia’s economy and is becoming increasingly global, dynamic, competitive and regulated. Comprised substantially of universities, the standards of governance, academic quality and management that enable universities to operate in this environment are established in their policies. These critical organisational instruments are fundamental to providing students with relevant learning experiences and enable a university to respond to opportunities and innovation and research agendas. Notoriously complex, yet foundational to all organisational activity, policy development and review is a key means by which a university achieves strategy, ensures quality, mitigates risk and complies with its regulatory environment. This presentation explores the impact of a three-year, policy implementation project undertaken in an Australian university. Effectively a change program, it established a flexible and sustainable framework for the development, deployment and ongoing review of policy. The presentation identifies the vital role of development and implementation of a governance-level policy framework (the ’meta policy’ or ‘policy on policies’), the positive impact of an engaged sponsor and application of a project management methodology. A reflection upon the challenges and lessons learned will explore the key role of keen organisational knowledge and a strong, yet flexible and adaptive, approach to project management. The presentation will provide an analysis of the critical success factors and benefits realised from the project, including the critical nature of policy deployment, establishment of organisational policy development capability and the consequent maturation of cross organisational collaboration and change facilitation. The key role of planning to embed project outcomes into ‘business as usual’ activity is brought into focus, as is the need to plan for and integrate evaluation, review and continuous improvement. Consistent with this, post-project lessons and subsequent high-level policy change agenda adjustments are explored. The nexus between policy development and project management is considered and clear parallels drawn between the approach taken and the recommendations provided in the report of Professor Peter Shergold, AC, Learning from Failure (2015). Outcomes from this project and its subsequent embedding in standard organisational practice continue to inform change, research and efficiency agendas. They have the potential to impact similarly across the higher education sector and more broadly. References: Shergold, P. (2015). Learning from Failure - Why large government policy initiatives have gone so badly wrong in the past and how the chances of success in the future can be improved. Canberra, Australia: Commonwealth of Australia Retrieved from http://www.apsc.gov.au/__data/assets/word_doc/0003/72687/learningfromfailure.docx

Social enterprise as a socially rational business

Purpose: This paper examines the discourses that influence policy and practice in social enterprises. In institutional circles, arguments are shaped by the desire to protect assets for the community, while entrepreneurial discourses favour a mixture of investment sources, surplus sharing and inclusive systems of governance. A critique is outlined that challenges policy-makers and academics to move beyond the heated debate on ‘business-like’ activity through a deeper understanding of the social relations entered into (and created by) different social entrepreneurial activities. Design/Methodology/Approach: The paper is wholly theoretical. Firstly, contradictions are exposed through a review of practitioner and scholarly literature. Thereafter, empirically grounded studies are used to develop a theoretical model that accommodates and accounts for diverse practices. A broader perspective, that views human behaviour as a product of, and support system for, our socio-sexual choices, is deployed to extend understanding of social capital. By integrating this into governance theory, workplaces come to be seen as complex centres of community building replete with economic and social goals. The concept of ‘social rationality’ is elaborated as an alternative way to understand the legitimacy of social entrepreneurial activity and management practice. Originality/Value: The paper concludes by developing a framework and typology that theorises social enterprise as a heterogeneous business movement. Each form of social enterprise integrates socially rational thinking into its policies and practices. This suggests a different educational agenda for social entrepreneurs oriented towards the equitable distribution, and not accumulation, of social and economic capital. Keywords: Social Enterprise, Governance, Social Rationality, Social Capital, Co-operative Practice Paper Type: Conceptual pape

Analysis of Productivity and Competitiveness in Beekeeping: A Case Study of Cundinamarca, Colombia

Purpose: The objective of this article is to analyze the productivity and competitiveness of beekeepers located in the department of Cundinamarca, Colombia.   Theoretical framework: Measuring productivity and competitiveness is a fundamental aspect of business management. In the case of beekeeping in Colombia, which has artisanal nature based on local knowledge and traditional practices, there is usually a lack of records and information that would allow this type of study.   Design/Methodology/Approach:  We designed a questionnaire related to productive factors and competitiveness in beekeeping and applied it to members of the Association of Environmentalist Beekeepers. We determined the productive index and the profitability of assets and equity -identified as measures of the beekeepers’ productivity and competitiveness- for the year 2020 using a quantitative analysis.   Findings: The depreciation of fixed assets is the highest production cost. The organizational and technological management implemented by the producers, as well as the time dedicated to beekeeping, are relevant factors to achieve productivity and business competitiveness.   Research, Practical & Social implications: This research has expanded the comprehension of beekeeping as an activity with profound economic, social, and environmental impacts. This study can be a basis for other research works and policy design oriented to achieve a comprehensive measurement of business performance and make programs to impulse the beekeepers in the country.   Originality/Value:  This research broadens the understanding of the importance of cost management in the productivity and competitiveness of the beekeepers studied. We do not approach productivity as the quantity of honey and pollen produced but as the production efficiency. Competitiveness was evaluated using globally accepted indicators and easily interpreted to measure business performance.

Office of the Director

Our Mission: To manage, direct, coordinate, and evaluate all CSELS activitiesOur Services\ue2\u20ac\ua2 Guide CSELS policy formation, scientific oversight, and program planning and development.\ue2\u20ac\ua2 Identify program priorities through strategic planning.\ue2\u20ac\ua2 Review and evaluate program data for opportunities to make CSELS more effective.\ue2\u20ac\ua2 Coordinate CSELS science, communication, policy, and business management activities.\ue2\u20ac\ua2 Create an organizational framework to strengthen public health laboratory science, policy, and practice within CDC and at local, state, and global levels.\ue2\u20ac\ua2 Establish a coordinated approach to address cross- cutting issues in laboratory policy, science, and practice, and coordinate program and laboratory integration.\ue2\u20ac\ua2 \uef\ubf\ubcRecruit strong, credible, dynamic leaders and staff\ue2\u20ac\ua2 to CSELS to demonstrate the scientific credibility and value of our programs to internal and external partners through research, consultation, service, and innovation.\ue2\u20ac\ua2 Develop a highly collaborative service culture within CSELS, and between CSELS and other CDC programs, to maximize our value to the agency and its partners.\ue2\u20ac\ua2 Collaborate with CDC, HHS, other federal agencies, and external public health partners.Our Activities and Programs Activities\ue2\u20ac\ua2 Science\ue2\u20ac\ua2 Communication\ue2\u20ac\ua2 Policy\ue2\u20ac\ua2 Business ManagementPrograms\ue2\u20ac\ua2 CDC Biosurveillance Coordination Activity\ue2\u20ac\ua2 Health Information Strategy Activity\ue2\u20ac\ua2 Program Integration Unit (PIU)\ue2\u20ac\ua2 Surveillance Data Platform (SDP) With Shared ServicesPublication date from document properties.csels_framework_od.pd