John Glynn

SME Innovation within the Australian Wine Industry: A Cluster Analysis

Abstract This paper assesses core innovation activity among SMEs within different levels of cluster development. The aim of the paper, using empirical data from the Australian wine industry, is to demonstrate that innovation levels and activity intensift as an industry cluster develops. By dividing wine clusters into ‘innovative’ (highly developed) and ‘organised’ (less developed) models, the paper uses selected core indicators of innovation activity to explore levels of integration within each model. This integration is examined in the context of Porter ‘s theory of ‘competitive advantage’, with implications for SMEs in particular, and lessons for industry clusters in general.

Factors Associated with Research Management in Australian Commerce and Business Faculties

Measurable research outputs have become part of the overall research management structure within Australian universities over the past ten years. As such, policy makers and administrators alike have come to regard effective management structures and mechanisms as fundamental components of a research environment capable of generating desired quantities of quality outcomes. This paper is based on empirical research carried out over the past year that surveyed academics from commerce and business faculties in Australian universities. The data show that factors such as gender, discipline, and academic level appear to impinge on the relative importance of components that make up research management.

The City Branding of Wollongong

The city of Wollongong’s brand image strategy, ‘Wollongong: City of Innovation’ was implemented in 1999 and is still in use in 2010. The objective of this chapter is firstly to show how the leaders in the city of Wollongong came to realize that the image of their city had become a barrier to the city’s improvement and growth. Secondly, supported by an analysis of recent interviews with some involved in the brand strategy, an explanation is provided of the process which was undertaken to gain support for, and implement, what was to become known as the city image campaign. Advice has also been obtained from some stakeholders as to what could have been done better and what more could have been done. Finally, some concluding comments are provided.

Organization-based social marketing: An alternative approach for organizations adopting sustainable business practices

This article conceptualizes a new area for social marketing practitioners by focusing on individual behavior change that might occur within organizations. Organization-Based Social Marketing (OBSM) draws from organization change theory and internal marketing theory, while maintaining social marketing’s focus on beneficial behavior modification. The article argues that as such, OBSM represents a viable approach for organizations seeking to address the increasing demand for change strategies that promote proenvironmental behavior among their employees.