Publications

Mojsza, L 1991, Practical Business Computing (Using Microcomputer Applications) Incorporating: MS-DOS, Lotus 1-2-3, MicroSQL, Microsoft Word, SAS System.
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Introductory/intermediate textbook for tertiary students undertaking a business course in computer software applications.

AITKEN, M & CZERNKOWSKI, R 1991, 'ORGANIZATIONAL-CHANGE WITHIN THE STOCKBROKING INDUSTRY - A CONTRACTING PERSPECTIVE', ABACUS-A JOURNAL OF ACCOUNTING AND BUSINESS STUDIES, vol. 27, no. 2, pp. 97-116.
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Clegg, SR 1991, 'Book Reviews: Kenneth E. Boulding: Three Faces of Power 1989, Newbury Park, London, New Delhi: Sage. 257 pages', Organization Studies, vol. 12, no. 3, pp. 472-473.
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Clegg, SR 1991, 'Editorial', Organization Studies, vol. 12, no. 1, pp. i-i.
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Dexter, CR, Clegg, SR, Redding, SG & Cartner, M 1991, 'Capitalism in Contrasting Cultures.', Contemporary Sociology, vol. 20, no. 5, pp. 714-714.
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Dwyer, L & Mellor, R 1991, 'Corporate environment and the proficiency of new product process activities', Technovation, vol. 11, no. 2, pp. 63-78.
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The paper reports the results of an investigation of new product process activities of 75 manufacturing firms in Australia. Responses to a questionnare enable us to determine the impact of various elements of firms' internal environments on the proficiency of these activities. The results indicate also that the proficiency with which many such activities are performed is also associated with new product project outcomes. It is argued that firms wishing to increase the likelihood of successful product development will need to pay increasing attention to elements of their corporate environments. © 1991.

Dwyer, L & Mellor, R 1991, 'New product process activities and project outcomes', R&D Management, vol. 21, no. 1, pp. 31-42.
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The new product process comprises the set of activities that move the product from idea to launch. The authors investigated the new product process activities of firms in Australia, England and Belgium. Objectives of the research were to determine—what activities are undertaken in the new product process? How proficiently are these activities performed and what improvements are needed? whether the sorts of activities undertaken and their proficiency affect project success or failure. Since these activities are largely under the control of management, the deeper is our understanding of new product process activities, the greater the scope for improved product innovation management.

Dwyer, L & Mellor, R 1991, 'Organizational Environment, New Product Process Activities, and Project Outcomes', Journal of Product Innovation Management, vol. 8, no. 1, pp. 39-48.
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Results of a study of 95 new product projects in 75 Australian manufacturing firms reveal two important sets of links. Firstly, links between the elements of firms' organizational environments and proficiency of new product process activities. Secondly, links between activity proficiency and new product project outcomes. The two findings enable links to be posited between the organizational characteristics of firms and the outcomes of new project projects. The findings have implications for managers wishing to increase the likelihood of successful new product development.

DWYER, L, FORSYTH, P & FINDLAY, C 1991, 'FOREIGN INVESTMENT IN AUSTRALIAN TOURISM: RATIONALES AND CONSEQUENCES', Economic Papers, vol. 10, no. 2, pp. 43-59.