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As the consequences of a warming world intensify and actions to mitigate climate change remain persistently slow, demands for a more radical political economic transition focused on climate and justice have grown. 'Just transition' is one such counter-hegemony that has gained wide appeal within the field and practice of international political economy. Through document analysis and interviews with industry associations in Australia, this article seeks to demonstrate the pliability of just transition, a plasticity that allows incumbent business interests to 'remake' what is just within a just transition. Underpinning this analysis is a novel theoretical framework based on 'justification of worth', which shows that fossil capital seeks to outmaneuver calls for just transition by discursively re-aligning justice with the 'common good' of fossil capital hegemony. The article therefore assists scholars of international political economy to understand the discursive strategies through which powerful incumbent actors endeavor to maintain fossil capital hegemony in response to justice focused counter-hegemonies. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to provide insights into the development of firm strategies of international expansion by examining the direct relationship between internationalization speed and firm performance and by exploring the interactive role played by networking capability. Design/methodology/approach: This is an empirical study based on survey data collected from 343 small and medium-sized enterprises operating in Australia and New Zealand. Regression modelling analysis was performed. Findings: This study found an inverted U-shape relationship between the speed at which a firm expands internationally and its performance. Expanding too fast or too slow leads to lower performance, and this performance implication is because of an interactive effect of the firm's networking capability. Research limitations/implications: This study contributes to the literature by generating insights into how firm strategies of international expansion lead to improvement of firm performance, thereby giving guidance and providing suggestions to managers regarding how quickly to internationalize. Practical implications: This study contributes to the literature by generating insights into how firm strategies of international expansion lead to improvement of firm performance and by providing suggestions to managers regarding decision-making in developing strategies for international expansion speed. Originality/value: This is an original study based on empirical data collected from a management survey. [ABSTRACT FROM AUTHOR]

We examine the decisions by small and medium-sized Australian firms to undertake new outsourcing. We hypothesize that new outsourcing may be related to demand uncertainty. We test this hypothesis at the firm level, making use of unique longitudinal data on Australian manufacturing. We find an asymmetric relationship between new outsourcing and demand uncertainty. For the larger firms in our sample, positive demand shocks are related to more new outsourcing. For all firms, negative demand shocks are related to less new outsourcing. New outsourcing appears to be related to demand uncertainty and to the firm's overall approach to labor utilization. [ABSTRACT FROM AUTHOR]

A growing number of cities around the world have now realised the need to use digital technology to capitalise on the rapidly growing digitally driven economy. In mid-2013 Brisbane, Australia released its ‘Digital Strategy’ document to strengthen its economy through improved productivity for local businesses. The article is based on a combination of policy analysis and empirical data gathered through interviewing a sample of stakeholders involved in the strategy development process. It aims to understand how Brisbane intends on using the potentials of the digital economy. The results raise questions around the role defined for the digital economy in the future and shed light on the ‘smart city’ concept as a plausible digital-enabled direction for cities and regions with reference to the third wave of economic development, and the Triple (Quadruple) Helix of knowledge development. The lessons learned here may be applicable to any city interested in playing a proactive and productive role in the new economy. [ABSTRACT FROM AUTHOR]

Relationships between organizations sharing the same domain (such as a marketplace) can take the form of competition, cooperation, coexistence, or a combination of such. An article previously published in Tourism, Culture & Communication suggested that competition and cooperation are mutually exclusive. That is, business organizations cannot simultaneously compete and cooperate. This critique from Leiper, Lamont, and Hing critically discusses the notions of "competition" and "cooperation," and presents evidence supporting a contention that business organizations commonly compete and cooperate on a concurrent basis. This review also seeks to clarify the notion of industrial cooperation by identifying and discussing two forms of industrial cooperation: intraindustry, and interindustry. The importance of both intraindustry and interindustry cooperation in understanding the structure of tourism industries is also highlighted. Readers should note that this article was initially composed as a counterargument paper (and almost completed!!) by Professor Neil Leiper in his study on the east coast of Australia. The article has been read as an "'in progress" work by Lamont and Hing, who had worked closely with Professor Leiper over recent years. Lamont and Hing have sought to work with precision to retain and strengthen the core ideas of their colleague, Professor Leiper. In certain places, they have drawn on their long knowledge of the Leiper manifesto for relevant and strategic Tourism Management/Tourism Development decision making to round off the interpretations that Professor Leiper was in process of finalizing at his untimely passing. [ABSTRACT FROM AUTHOR]

The banking industry in Oman is of major importance to Oman's economy, yet Omani banks continue to conduct most of their transactions using traditional methods. A strong banking industry significantly supports economic development through efficient financial services, and their role in trying to achieve the objectives outlined by the Sultan of Oman will depend heavily on the industry's capabilities. Omni banks will need to introduce change at both procedural and informational levels that includes moving from traditional distribution channel banking to electronic channel banking. This paper addresses the question: What are the enablers and the inhibitors of internet technology adoption in the Omani banking industry compared with those in the Australian banking industry? The paper does not attempt a direct comparison of the banking industries in these two very different countries, but rather presents a discussion of Internet technology adoption in Oman, informed by the more mature Australian experience. [ABSTRACT FROM AUTHOR]

This paper draws on a decadal dataset of 250 farms in south-western Australia. These farms, when categorised according to their type of farming system and business strategy, faced different trends in their terms of trade. Profitability measures of these farms for the period 2002/3 to 2011/12 were compared. Most farms, other than some highly crop dominant ones, applied a strategy of maintaining or increasing their cropping intensity and farm size over the decade. The strategy of a greater commitment to cropping was supported by cropping technologies and beneficial change in agronomic practices. Increased cropping was universally profitable among all types of farming systems, providing a statistically significant increase in operating surpluses. By contrast, irrespective of their underpinning farming system, farms which did not strategically increase their intensity of cropping generated statistically significant less returns to their business equity. By maintaining rather than increasing their cropping intensity these businesses failed to capture the operating surplus upside available from increased cropping. Overall, the results show that management of farming systems is not solely about tactics and flexibility. Strategic management can additionally influence the nature and profitability of farming systems. • Business strategies applied to different Australian farming systems are assessed. • The strategy of increased cropping is consistently significantly profitable. • Managing farming systems is not solely about tactics and flexibility. • A beneficial strategy can greatly add to farm business wealth and profit. [ABSTRACT FROM AUTHOR]

Industry and academic perspectives have become more focused on designing for Diversity and Inclusion (D&I) over the past few years, both in general and particularly within the built environment. This renewed interest appears to have stemmed from a basis of respect-based 'due diligence' in 2018 to one of necessity in 2020, when the COVID-19 pandemic brought areas of difference into focus and exacerbated them, making it harder for people to live their everyday lives. In this paper, the authors seek to bridge the divide between academia and industry on the subject of Inclusive Design (ID) through their use of a combination of an academic and grey literature review as well as empirical research conducted with scholars and practitioners. These multiple methods focus less on the academic perspectives and more on how the industry has responded to the research and market demand. It clarifies nuanced differences among ID-related terms, provides best practice examples for wellness in the built environment, and identifies governing body guidelines (i.e., principles, protocols, policies) that have been enacted for ethical and business differentiating purposes.