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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Publication Type:: Chapter
Citation:: Global Perspectives on Achieving Success in High and Low Cost Operating Environments, 2014, pp. 268 - 289
Issue Date:: 2014-03-31

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Field	Value	Language
dc.contributor.author	Agarwal, R https://orcid.org/0000-0002-8493-7313	en_US
dc.contributor.author	Bajada, C https://orcid.org/0000-0003-0590-1492	en_US
dc.contributor.author	Brown, PJ https://orcid.org/0000-0002-8603-0280	en_US
dc.contributor.author	Green, R https://orcid.org/0000-0001-5936-8203	en_US
dc.date.issued	2014-03-31	en_US
dc.identifier.citation	Global Perspectives on Achieving Success in High and Low Cost Operating Environments, 2014, pp. 268 - 289	en_US
dc.identifier.isbn	1466658282	en_US
dc.identifier.isbn	9781466658288	en_US
dc.identifier.uri	http://hdl.handle.net/10453/33332
dc.description.abstract	© 2014 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.	en_US
dc.relation.ispartof	Global Perspectives on Achieving Success in High and Low Cost Operating Environments	en_US
dc.relation.isbasedon	10.4018/978-1-4666-5828-8.ch011	en_US
dc.title	Managerial practices in a high cost manufacturing environment: A comparison with Australia and New Zealand	en_US
dc.type	Chapter
utslib.for	150304 Entrepreneurship	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Economics Discipline
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
pubs.organisational-group	/University of Technology Sydney/Faculty of Transdisciplinary Innovation
utslib.copyright.status	closed_access
pubs.publication-status	Published	en_US

Abstract:

© 2014 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/10453/33332