Internationalisation and Globalisation of Higher Education: Implications for Africa's Higher Education System

While governments are responsible for ensuring that their national education systems adequately meet the human resource needs of their countries, the provision of education -- especially higher education -- is gradually shifting to the private domain and is increasingly commoditised. Amidst these global trends, the higher education sector in Africa remains poorly developed and unable to cope with increasing demand; the reason is partly caused by a focus on primary and secondary education in earlier times, and a lack of focus on the development of a tertiary education sector. Despite excess demand, Sub-Saharan Africa has, on a global basis, the lowest higher education participation rate; preventing the region from providing the specialist knowledge and skills required to support its development. This paper explores global developments in higher education in order to assess opportunities that the global higher education market can provide to Africa to help it overcome low domestic higher education opportunities

Demographic and Economic Changes in Remote Australia

Varied distribution of resources, populations and Indigenous people result in significant socio-economic differences among statistical local areas (SLAs) in remote Australia. These differences indicate that the experience of change at the height of the resources boom will differ among SLAs in the region. Using hierarchical cluster analysis with Ward's minimum variance method, four socio-economic clusters were identified among the 197 SLAs in the region. The first was the most disadvantaged, with limited resources and human capital and the highest percentage of Indigenous people. The other three clusters improved in sequence, with the fourth having the most resources with the highest employment rate and income but least number of Indigenous people. Multivariate analysis of variance with main and interaction effects showed changes in demographics, industry structure, human capital and income over the period of investigation for the region as a whole and differences in the extent of these changes among the clusters. Policy interventions in the region are suggested for each group to match its specific needs

Do collectivist cultures prepare students for teamwork?

The study investigates differences between Australian and Chinese students on the attributes of teamwork in an entrepreneurship class. Questionnaires on teamwork were administered to students at the end of a semester during which they completed various team projects. Their responses were analysed by Chi-square and Spearman correlation tests. The findings revealed that Chinese students had greater appreciation of teamwork than Australian students, although Chinese students rated lower on the attributes of teamwork compared to Australian students. The findings also indicated that Australian students developed more of the attributes of teamwork the more collaboration required to complete the task while Chinese students gained from teamwork where the contribution from each member was assessed. The implications are that cultural dimensions must be considered in designing and implementing teamwork in cross-cultural classes

Relationships among Owner/Manager Personal Values, Business Strategies, and Enterprise Performance

The aim of a research study was to test empirically the relationships among personal values of owner/managers, the strategies they adopt in operating their businesses, and the performance of their businesses. The research fills gaps in empirical research on strategy and strategic management in small firms. Unlike in existing research, a holistic approach to strategy is adopted. Data for the research were obtained from a mail survey of small furniture manufacturers. The sample was divided into clusters using Ward's minimum variance method. Differences among the clusters with respect to personal values, strategies, and performance were examined by multi-variate analyses of variance using deviation contrasts. It was found that certain profiles of personal values correspond with certain strategic orientations. In conformity with previous research, an association between business strategy and enterprise performance was confirmed. Recommendations are made in the areas of government policy delivery, and financial and management assistance to small firms

Exit planning in small Australian firms

It is commonly held that small businesses have a high failure rate (Rob and Watson, 2012; Shane, 2008). However, close analysis of business owners who discontinue operations show that they do not all fail (Watson and Everett, 1999). Some business owners operate successfully and cease operations when they exit. Other businesses are continued in a different form with or without their owners. These businesses do not fail or become bankrupt and are not forced to close due to poor performance. Their owners exit voluntarily from healthy businesses. Voluntary exits are intentional; they involve transferring part or the whole of a viable business to others with the aim of securing maximum value for the owner's investment (DeTienne, 2010; DeTienne and Cardon, 2012)

Enablers and Barriers to Exit of Regional Small Business Owners in Australia

Successful exit enables businesses to continue with minimal disruption and provides owners with financial returns on their investments. Notwithstanding considerable scholarship in economic geography on rural and regional economic fortunes, experiences of small business exit are seldom explored. In response, this study analyses the barriers and enablers of voluntary exit by regional small business owners. A qualitative research approach with deductive thematic analysis is used to assess enablers and barriers to exit for regional small businesses, drawing upon small business literature, but cognisant of economic geographic factors. Twenty small business owners in Armidale and three business brokers were interviewed. Findings indicate that firm-level factors such as exit planning, market expansion and good performance can help overcome location barriers to exit. The regional setting makes stewardship and cessation exit strategies more feasible than financial reward strategies. Barriers to exit include: the small pool of buyers, small market, dependence on few customers, and inadequate infrastructure. Lack of exit planning and tenancy disputes also hinder exit

Debt Financing and Factors Internal to the Business

In an effort to minimise the finance gap in small businesses and to take advantage of the opportunities it offers, governments and private agencies have increased their supply of funds to the small business sector over the last decade (Hughes, 1997). The literature contains several references to funding programs targeted specifically at small and medium businesses. However, small business owners continue to cite inadequate finance, particularly long-term debt finance, as a major constraint to growth (Binks and Ennew, 1996) and a major cause of failure (Davidson and Dutia, 1991)

Human Resource Management Practices of Sunshine Coast Small Firms with Reference to the Prescribed Models

The small business sector is an important avenue for absorbing the increasing number of unemployed persons, many laid off from the public sector and by large firms. Small business owner-managers, however, have little or no experience with staff management, given that many small businesses are labour intensive. Research into HRM in small firms is limited, particularly in Australia. However, management processes in small firms are unique and may differ significantly from contemporary management theory and principles. This article aims to fill gaps in the literature by assessing the extent to which small firms on the Sunshine Coast region of Australia meet prescribed HRM practices

Small business innovation in the hostile environment of Australia's drought stricken rural communities

The study examines innovations implemented by small businesses in rural Australia to overcome the effects of the drought. Focus group meetings with a total sample of 32 owner/managers in six rural communities revealed that the innovations were generally small, incremental and associated with daily operations. They were aimed at protecting or growing markets, accessing resources and operating efficiently. These innovations were necessary to conserve scarce resources in an environment of declining markets and tight profit margins. Despite this general trend, some innovations were significant. These were radical in nature and took the form of organisational restructuring and market development through mergers and acquisitions, and product and market diversifications. They were highly risky but made notable contributions to the communities. Good and careful planning and access to resources can help mitigate some of the risks associated with these high end innovations

Flexible working arrangements and strategic positions in SMEs

Purpose - Under the Australian Fair Work Act 2009, employees can request flexible working arrangements (FWAs) from their employers. Provision of FWAs is costly to small and medium enterprises (SMEs). They can, however, use FWAs to achieve competitive advantage. The purpose of this paper is to investigate strategic positions associated with FWA availability in SMEs. It also examines the effects of size and industry sector on FWA availability in SMEs. Design/methodology/approach - With a sample of 1,541 cases comprising micro, small and medium firms from the Australian Bureau of Statistics' Business Longitudinal Database, binary regression models were used to analyse the relationships between FWAs and the independent variables: strategic position, firm-size and industry of operation. Findings - Flexible working hours, flexible leave arrangements and roster/shift selection were used by SMEs pursuing a strategy focussed on human resources. In contrast, a strategic focus on cost correlated negatively with paid parental leave and flexible rosters/shifts. SMEs pursuing innovation were unlikely to provide flexible leave while job sharing was less visible in SMEs focussing on quality. An industry effect was evident with working from home unlikely for firms in industry sectors where employees had to be present at work. Micro- and small-sized firms were less likely than medium firms to provide FWA to their employees. Originality/value - SMEs with competitive positions based on human capital could use FWAs to attract the required skills. Employees in SMEs that compete on cost may benefit from FWAs in the form of temporary and casual positions