Managerial practices in a high cost manufacturing environment: A comparison with Australia and New Zealand

Agarwal, R; Bajada, C; Brown, PJ; Green, R

Managerial practices in a high cost manufacturing environment: A comparison with Australia and New Zealand

Agarwal, R

Bajada, C

Brown, PJ Green, R

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Publisher:: IGI
Publication Type:: Chapter
Citation:: Operations and Service Management: Concepts, Methodologies, Tools, and Applications, 2018, pp. 1749-1768
Issue Date:: 2018

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Field	Value	Language
dc.contributor.author	Agarwal, R https://orcid.org/0000-0002-8493-7313
dc.contributor.author	Bajada, C https://orcid.org/0000-0003-0590-1492
dc.contributor.author	Brown, PJ
dc.contributor.author	Green, R https://orcid.org/0000-0001-5936-8203
dc.date.accessioned	2021-01-06T05:56:47Z
dc.date.available	2021-01-06T05:56:47Z
dc.date.issued	2018
dc.identifier.citation	Operations and Service Management: Concepts, Methodologies, Tools, and Applications, 2018, pp. 1749-1768
dc.identifier.isbn	9781522539100
dc.identifier.uri	http://hdl.handle.net/10453/145115
dc.description.abstract	© 2018 by IGI Global. All rights reserved. This chapter explores the management strategies adopted by manufacturing firms operating in high versus low cost economies and investigates the reasons for differences in the management practice choices. The study reported in this chapter identifies a subset of countries that have either high or low labour costs, with USA, Sweden, and Japan being high, and India, China, and Brazil being low labour cost economies. The high labour cost manufacturing firms are found to have better management practices. In this chapter, the authors find that Australia and New Zealand manufacturing firms face relatively high labour cost but lag behind world best practice in management performance. The chapter concludes by highlighting the need for improvement in management capability for Australian and New Zealand manufacturing firms if they are to experience a reinvigoration of productivity, competitiveness, and long-term growth.
dc.format.extent	82
dc.language	en
dc.publisher	IGI
dc.relation.ispartof	Operations and Service Management: Concepts, Methodologies, Tools, and Applications
dc.relation.isbasedon	10.4018/978-1-5225-3909-4.ch081
dc.rights	info:eu-repo/semantics/closedAccess
dc.title	Managerial practices in a high cost manufacturing environment: A comparison with Australia and New Zealand
dc.type	Chapter
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Economics Discipline
pubs.organisational-group	/University of Technology Sydney/Faculty of Transdisciplinary Innovation
utslib.copyright.status	closed_access	*
pubs.consider-herdc	false
dc.date.updated	2021-01-06T05:56:44Z
pubs.place-of-publication	USA
pubs.publication-status	Published
dc.location	USA

Abstract:

© 2018 by IGI Global. All rights reserved. This chapter explores the management strategies adopted by manufacturing firms operating in high versus low cost economies and investigates the reasons for differences in the management practice choices. The study reported in this chapter identifies a subset of countries that have either high or low labour costs, with USA, Sweden, and Japan being high, and India, China, and Brazil being low labour cost economies. The high labour cost manufacturing firms are found to have better management practices. In this chapter, the authors find that Australia and New Zealand manufacturing firms face relatively high labour cost but lag behind world best practice in management performance. The chapter concludes by highlighting the need for improvement in management capability for Australian and New Zealand manufacturing firms if they are to experience a reinvigoration of productivity, competitiveness, and long-term growth.

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http://hdl.handle.net/10453/145115