Margaret McCabe

The independent director on the board of company directors

Purpose - The purpose of this paper is to examine the views of directors of public-listed Australian companies regarding the role of the independent director and the significance of that role in relationship to the composition of the board of company directors. Design/methodology/approach - A qualitative study using a grounded research approach was used and 30 directors of Australian public-listed companies were interviewed. Findings - The analysis indicates that participating directors were convinced that a majority of non-executive directors (NEDs) provided a safeguard for a balance of power in the board/management relationship. The difference between NEDs, who are also independent directors, and NEDs who are not independent, was highlighted as an important distinction. The capacity for board members to think independently was seen to be enhanced, but not necessarily ensured, with majority membership of NEDs. However, a majority of independent minds expressing multiple points of view was perceived to reduce the board room hazard of “group think.” Research limitations/implications - The study was conducted within the context of the preferred model for board composition in Australian public-listed companies which requires a majority of NEDs. Originality/value - Conflicting evidence surrounding the claim that a majority of independent members in the board structure contributes to “best pratice governance” makes the paper relevant to governance issues being debated in the global arena.

Trust and communication development needs: An Australian waterfront study

This paper examines how the findings of a wider research effort, designed to examine the effect of change processes on the waterfront in Fremantle, Western Australia, gave rise to another research project. This second research project is described in full as an action research. The paper presents the objectives, content method and outcomes as well as the processes followed throughout the project. The Enterprise Communication Committee was not created for the action research program yet it was able to define both trust and communication. A home produced mechanism for developing trust and communication was constructed together with a commitment to carry on action learning within the organization. This is the waterfront ‐ with no history of development and no exposure to theory, the group members identified a need, produced a set of working definitions a methodology and an enthusiastic commitment to action.

Human resources on the waterfront: Managing history

The paper reports on a three year study into change as it was occurring at the Conaust Ltd Terminal at the Port of Fremantle. The research began after the first Conaust Ltd Enterprise Based Agreement and continued through the period of negotiations and implementation of the second Enterprise Based Agreement. In depth interviews held with members of the workforce generated spontaneous constructs about life on the waterfront. The paper examines employee and management perceptions on the history of the Port of Fremantle life. These perceptions are supported by interviews with key stakeholders and relevant literature. The findings are reviewed in the context of the pre 1960?s workplace culture, the 1960?s - 1991 environment, and the post 1991 Enterprise Based Agreement workplace. In response to the debate surrounding the question ?has there been real change on the waterfront?? the findings support the claim that there has indeed been change on the waterfront. It is demonstrated that the change which was implemented in November 1991 with the first Enterprise Based Agreement has been true to the nature of change. It has been ongoing change which has acquired a flow on effect with one change precipitating another. The paper concludes with a discussion on the importance of history in establishing a platform for change.