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Globally, centralised urban water systems are under pressure to respond to environmental and economic pressures. In Australia, high infrastructure costs and variable rainfall have prompted governments, end-users and property developers to begin investing in more decentralised systems that use alternative water sources (rainwater, stormwater and wastewater). This trend is based on a fit-for-purpose principle and is part of a global shift toward sustainable urban water management. These developments suggest that Australia's urban water sector may be in the early stages of transition and represent a multi-decadal shift from centralisation of water supply and sanitation to partial decentralisation based on local conditions. Much of the scholarship on decentralised systems focuses on drivers and barriers to adoption, which implies a static and mechanistic process of change, and overlooks the complex interplay between exogenous pressures, innovation, multiple actors and industry reform. This paper addresses this gap by analysing temporal processes of Australia's urban water sector, using a regionally based case study comprising an historical review and interview study that analyses the multi-level, -decadal and -actor developments at the nexus between water service provision and property development. The analysis revealed emerging tensions between incumbent water utilities, property developers and end-users, and an inherent conflict between neo-liberal and environmental policy agendas. Such tensions and conflicts are missing from urban water policy and research discourse. [ABSTRACT FROM AUTHOR]

This paper uses data from interviews with HRM managers of the Australian operations of overseas multinational companies to critically question the analytical utility of a number of standard factors that have traditionally been claimed, in the international HRM literature, to influence decisions concerning the appropriate balance between centralization and localization in HRM. The variables reviewed are primarily structural industry sector, strategic role of the subsidiary, administrative heritage and formal organizational structure. The data suggest that the firms modify their formal structures frequently in response to environmental turbulence and have evolved towards structural forms that are radically asymmetrical Two variables that have received limited academic attention to date but which critically mediate the pattern of intended changes are identified. First, the perception by key actors in subsidiaries of HR competence elsewhere in the MNC network, particularly head office. Second, the propensity of the staff in the subsidiary to lobby politically against changes they did not perceive to be rational. [ABSTRACT FROM AUTHOR]