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Editorial

Editorial HDIITORIAT This issue just of JANZAM is the last to be edited by Geoffrey Soutar. As someone who is beginning to appreciate the reality of this role, I have the privilege of expressing on your behalf our great gratitude to journal. Geoff for the huge amount of work he has put in over the last five years as Editor of our Of the journal many ways in which the Academy serves us, the annual conference and the probably make the most direct contribution to our personal development as researchers, scholars and and to the development of our areas of study in Australia and New Zealand. Geoff's last few contribution as JANZAM Editor over the years has therefore been among the most valued of his many contributions to management studies in grateful Australia. We are very that he has found time for us. The relentless advance of globalisation continues to challenge our two economies and half of the papers in this issue address some aspect of the internationalisation of business. The questions addressed in these studies ask what is the effect of internationalisation perforrnance on the business of Australia's large corporations? How should sister state relationships be structured in order to enhance their encouragement of trade between regions? And can a multinational corporation from an advanced nation like Australia adapt successfully to a widely different business and social context such as Papua New Guinea? One of the distinctive contributions provide of JANZAM is a forum for the exploration of questions like these, as they are experienced by part businesses in our of the world. All of these papers address these distinctive local realities. The diversity of management and organisation studies continues to be expressed in the rich variety of topics that attract our contributors, and in the methodologies they use. It is a diversity that JANZAM has always sought to support, and will continue to support. Changing patterns of work that take advantage of the revolution in communication technologies are explored in a study of telecommuting in Australia. This issue also includes a wholly theoretical exploration of the treatment of organisation change in a number of models from the contemporary literature. An4 consistent with JANZAM's vision to be a forum for our teaching roles as much as our research roles, there is a paper on the nature of student learning in the teaching and writing of case studies. journal Finally, our takes a significant step as its editorship crosses the Tasman for the first time to reside in New Zealand for a few years. It is another consequence of globalisation that businesses on both sides of "the ditch" are seizing opportunities to expand their scope across our two countries. It has to be said that not all of these experiences have been happy: the calamitous and brief relationship between Air New Zealand andAnsett will surely not be remembered with fondness by either party. But I know from my own work on internationalising Zealand quietly New firms that many are and successfully extending their reach just into Australia, as many Australian firms have established leading positions here. Industries such as banking are to all intents and purposes now managed by Australian parents as one national market, a phenomenon that seems likely to characterise a growing proportion of the economic activity in our region. It is not often the case, but here it seems to me that we can proudly claim that the academics were ahead of the practitioners. The Academy has always seen itself as Australasian in scope, and I thank the executive of the Academy for giving tangible evidence of that in asking a New Zealander to take responsibility for JANZAM. It is a responsibility that I approach with great respect, and hope to fulfil to the high standards set by Geoff Soutar and those who went before him. Colin Campbell-Hunt Editor http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of the Australian and New Zealand Academy of Management Cambridge University Press

Editorial

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Publisher
Cambridge University Press
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2002
ISSN
1324-3209
DOI
10.1017/S1833367200005095
Publisher site
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Abstract

HDIITORIAT This issue just of JANZAM is the last to be edited by Geoffrey Soutar. As someone who is beginning to appreciate the reality of this role, I have the privilege of expressing on your behalf our great gratitude to journal. Geoff for the huge amount of work he has put in over the last five years as Editor of our Of the journal many ways in which the Academy serves us, the annual conference and the probably make the most direct contribution to our personal development as researchers, scholars and and to the development of our areas of study in Australia and New Zealand. Geoff's last few contribution as JANZAM Editor over the years has therefore been among the most valued of his many contributions to management studies in grateful Australia. We are very that he has found time for us. The relentless advance of globalisation continues to challenge our two economies and half of the papers in this issue address some aspect of the internationalisation of business. The questions addressed in these studies ask what is the effect of internationalisation perforrnance on the business of Australia's large corporations? How should sister state relationships be structured in order to enhance their encouragement of trade between regions? And can a multinational corporation from an advanced nation like Australia adapt successfully to a widely different business and social context such as Papua New Guinea? One of the distinctive contributions provide of JANZAM is a forum for the exploration of questions like these, as they are experienced by part businesses in our of the world. All of these papers address these distinctive local realities. The diversity of management and organisation studies continues to be expressed in the rich variety of topics that attract our contributors, and in the methodologies they use. It is a diversity that JANZAM has always sought to support, and will continue to support. Changing patterns of work that take advantage of the revolution in communication technologies are explored in a study of telecommuting in Australia. This issue also includes a wholly theoretical exploration of the treatment of organisation change in a number of models from the contemporary literature. An4 consistent with JANZAM's vision to be a forum for our teaching roles as much as our research roles, there is a paper on the nature of student learning in the teaching and writing of case studies. journal Finally, our takes a significant step as its editorship crosses the Tasman for the first time to reside in New Zealand for a few years. It is another consequence of globalisation that businesses on both sides of "the ditch" are seizing opportunities to expand their scope across our two countries. It has to be said that not all of these experiences have been happy: the calamitous and brief relationship between Air New Zealand andAnsett will surely not be remembered with fondness by either party. But I know from my own work on internationalising Zealand quietly New firms that many are and successfully extending their reach just into Australia, as many Australian firms have established leading positions here. Industries such as banking are to all intents and purposes now managed by Australian parents as one national market, a phenomenon that seems likely to characterise a growing proportion of the economic activity in our region. It is not often the case, but here it seems to me that we can proudly claim that the academics were ahead of the practitioners. The Academy has always seen itself as Australasian in scope, and I thank the executive of the Academy for giving tangible evidence of that in asking a New Zealander to take responsibility for JANZAM. It is a responsibility that I approach with great respect, and hope to fulfil to the high standards set by Geoff Soutar and those who went before him. Colin Campbell-Hunt Editor

Journal

Journal of the Australian and New Zealand Academy of Management – Cambridge University Press

Published: Jan 1, 2002

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