Coastal marinas in South Australia: environmental issues and strategic planning

1990 ◽  
Vol 21 (2) ◽  
pp. 141-150 ◽  
Author(s):  
Nick Harvey ◽  
Peter Swift
2007 ◽  
Vol 30 (1) ◽  
pp. 4.1-4.21 ◽  
Author(s):  
Jonathan Crichton ◽  
Angela Scarino

The internationalisation of education has become a major focus of international, national and institutional attention, reflected in a substantial and expanding literature on how internationalisation is manifested, how it might be promoted, its implications for areas such as government policy, strategic planning and management, educational quality, student mobility, teaching and learning, and the place of language and culture in teaching and learning. There is also general agreement in the literature on the need for internationalisation to include an ‘intercultural dimension’. In this paper, we examine how we are to understand the ‘intercultural dimension’ in higher education. Our approach is based on an analysis of current constructions of this dimension, to argue that these constructions are neither individually nor in combination capable of meeting the challenge of internationalisation. Drawing on recent studies undertaken at the University of South Australia, we propose culture as ‘intercultural’ as an alternative construction.


2007 ◽  
Vol 30 (1) ◽  
pp. 4.1-4.21
Author(s):  
Jonathan Crichton ◽  
Angela Scarino

The internationalisation of education has become a major focus of international, national and institutional attention, reflected in a substantial and expanding literature on how internationalisation is manifested, how it might be promoted, its implications for areas such as government policy, strategic planning and management, educational quality, student mobility, teaching and learning, and the place of language and culture in teaching and learning. There is also general agreement in the literature on the need for internationalisation to include an ‘intercultural dimension’.In this paper, we examine how we are to understand the ‘intercultural dimension’ in higher education. Our approach is based on an analysis of current constructions of this dimension, to argue that these constructions are neither individually nor in combination capable of meeting the challenge of internationalisation. Drawing on recent studies undertaken at the University of South Australia, we propose culture as ‘intercultural’ as an alternative construction.


Author(s):  
Jean-François Henri ◽  
Marc Journeault ◽  
Michelle Rodrigue

We examine how managers orchestrate their eco-control package in reaction to different perceived environmental stakeholder pressures. Using survey data from Canadian manufacturing firms, our results show that environmental pressures perceived from societal stakeholders have a greater influence on the integration of environmental objectives into strategic planning than pressures perceived from business stakeholders. This suggests that business stakeholders act as a force that mostly maintains the scope of strategic environmental orientations, while societal stakeholders act as a force that mostly expands the scope of strategic orientations by stimulating further consideration of environmental issues as strategic objectives. The integration of environmental objectives in strategic planning stimulates a domino effect within the eco-control package, where the adaptation of strategic objectives leads to greater mobilization of other eco-controls. This domino effect represents successive effects among components of the eco-control package, revealing how stakeholder pressures play a role in stimulating multi-layered changes in eco-control mobilization.


2014 ◽  
pp. 1031-1045
Author(s):  
Khaled Hjouj

This case discusses a strategic planning issue related to unplanned radical change. The Royal Credit Bank is the leading and largest lending bank in the Middle East. The bank suffered for a long time from bureaucracy, inefficiency, lack of productivity and misalignment with customers' needs for added value services. The Royal Credit Bank was approaching a change program of a scale and depth that occurs once in most employees' lifetime. It would transform the bank's business and operating models, culture, and leadership, impacting virtually every part of the organization. This had profound implications across strategy, leadership, people, and systems. This case highlights the impact of implementing large programs in an outdated banking environment where the challenge is beyond finding the solution. The real challenge was to make the solution work given the environmental issues and challenges faced by the leadership team to make things happen.


Author(s):  
Khaled Hjouj

This case discusses a strategic planning issue related to unplanned radical change. The Royal Credit Bank is the leading and largest lending bank in the Middle East. The bank suffered for a long time from bureaucracy, inefficiency, lack of productivity and misalignment with customers' needs for added value services. The Royal Credit Bank was approaching a change program of a scale and depth that occurs once in most employees’ lifetime. It would transform the bank’s business and operating models, culture, and leadership, impacting virtually every part of the organization. This had profound implications across strategy, leadership, people, and systems. This case highlights the impact of implementing large programs in an outdated banking environment where the challenge is beyond finding the solution. The real challenge was to make the solution work given the environmental issues and challenges faced by the leadership team to make things happen.


1987 ◽  
Vol 27 (1) ◽  
pp. 53
Author(s):  
M.J. Stone

In early 1986 the APEA Environmental Affairs Committee developed an environmental policy to provide a framework for the Association's response on environmental issues which affect the petroleum industry. To fulfil the aims of this document there is a need for member companies to assist the committee in addressing and promoting the industry's environmental management aims. Environment is defined in broad terms in current legislation. To embrace this definition, APEA must adopt a position that reflects the industry's desire to be represented at the policy review stages of such environmental issues as land use proposals. Since 1971 only eight papers in the APEA Journal have addressed environmental issues. Companies have generally not shared or promoted their individual responses to such issues, although there would be value to the industry as a whole through identifying and discussing environmental management expertise and experience within APEA. Two examples of environmental management practice applied by CSR in Delhi Petroleum's activities in South Australia and Queensland are discussed: a demonstration seismic line within the Witjira National Park, South Australia and the use of rollers for seismic line preparation. Similar examples can probably be identified for all member companies. In generating a pool of operational examples, APEA might better represent the industry's ability and record in this field to governments and to the general public.


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