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La Trobe Business School

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Simmons journey takes him from UAE to Vicsport

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Simmons is loving his role as the Events and Administration coordinator at Vicsport.

After living in the United Arab Emirates for most of his childhood, La Trobe Bachelor of Business (Sport Management) graduate Randall Simmons took a chance and moved to Australia’s heartland of sport to pursue a career in the industry.

“I selected La Trobe because of the quality of its Sport Management course, and the opportunity to learn about sport management in the capital of sport was hard to pass up on.”

Gaining expertise with organisations such as Melbourne City Football Club, Carlton Football Club, the Victorian Olympic Council and the North Melbourne Football Club, Simmons made an immediate impact.

Simmons performed duties in a number of roles and across various departments including hospitality, delivering community programs and volunteer training.

“When I moved to Melbourne, I made a conscious decision to get as much sport experience as possible before I graduated.”

“By volunteering in these organisations I was able to gain the experience which most organisations in sport look for and this helped me land a full time role.”

“Sporting organisations look to employ people who have worked in the industry, volunteering is a big box to tick.”

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Randall completed placement at the Carlton Football Club as part of the Sport Management practicum.

The skills Randall gained in these positions assisted him to secure employment as the Events and Administration coordinator at VicSport immediately after his degree.

The La Trobe graduate was among a wave of applicants for the position, including many from the same graduating cohort as his own.  Upon reflection, Randall says it was his volunteering, internships and tailored course work that set him apart from the rest.

“The Bachelor of Business (Sport Management) degree was designed to give us real world experience of what is happening in the industry.”

“From Sport Marketing to Sport Governance, I have been able to take certain aspects from all my subjects and apply it to my role and in my organisation.”

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Randall’s performed duties across a number of departments while volunteering at the Melbourne City Football Club.

By studying a Bachelor of Business (Sport Management), you could work with La Trobe’s network of sporting partners such as the Carlton Football Club, Melbourne Rebels and Melbourne City Football Club.

This post was originally published on the La Trobe University Intern Diaries Blog.

LBS Researchers attend the International Conference on Responsible Marketing at XLRI

1st row L –R: Marthin Nanere, Tata L. Raghuram, P. Venugopal, Timothy Marjoribanks, Clare D’ Souza, (Ms), Sanjeev Varshney, Supriti Mishra, Vinay Kanetkar
2nd row L – R: Shubhangi Salokhe, Suchita Jha, Sasmita Dash, Ms. Anne Renee Brouwer, Mr Anabel Benjamin Bara, ShabbirHusain R.V., Bharti Varshney,
3rd row L – R: Aniruddha Chatterjee, Shaunak Roy, Peter Mathies, Ashok Prasad, Jubin Jacob John, Pranay Kumar Singh, Arvind Selvaraj, Pratyush Ranjan

XLRI- Xavier School of Management (Jamshedpur – India) in collaboration with La Trobe Business School, organised the International Conference on Responsible Marketing’ on January 23-24, 2017. XLRI is also a PRME (Principles for Responsible Management Education) signatory and in 2015-16 was ranked 4th among the prestigious 91 business schools in India. The Chairs of this conference were Prof. Pingali Venugopal, and Prof. Sanjeev Varshney from XLRI. It was co-chaired by staff from the La Trobe Business School, Associate  Professor Clare D’Souza, Professor Timothy Marjoribanks and Associate Professor Suzanne Young.

The conference invited researchers and practitioners to share their understanding on Responsible Marketing and provided a forum to engage in ideas, new directions and create innovative practices that impact responsible marketing. Discussions evolved around the theoretical underpinnings of the multi-dimensional nature of sustainability, responsible marketing, ethical issues, knowledge and behaviour towards sustainable consumption.

The 56 papers presented at the conference came from different business schools in India, Australia, USA, Canada and Pakistan.  It brought together a strong network of connections and provided a platform for researchers and practitioners to explore future strategies in the area. Indeed! it stirred up the ‘responsibility revolution’ for local businesses.

Fr. Abraham (SJ) gave the welcome address (centre). Mr. Anand Sen (second left) inaugurated the conference. There was some discussion around XLRI activities which was given by Prof. P Venugopal (second right).

Fr. Abraham (SJ) gave the welcome address. Mr. Anand Sen (President, TQM and Steel Business, Tata Steel) inaugurated the conference. In his address, Mr. Anand Sen highlighted the need to advocate responsible consumption and decrease wastage. There was some discussion around XLRI activities which was given by Prof. P Venugopal.

The key note addresses were given by Fr. Oswald Mascarenhas, S.J. (JRD Tata Chair Professor of Business Ethics at XLRI), who addressed the topic of “Responsible Marketing in a Turbulent market” and Mr. B. Hariharan (Vice President, ITC Hotels) who described how ITC is “Designing & Marketing Responsible Luxury”.

Professor Timothy Marjoribanks giving the keynote address.

Professor Timothy Marjoribanks (Associate Head of La Trobe Business School) keynote speech addressed the conference theme, as well as the profound role and reflection of LTU’s business school activities.  He captured the essence of PRME, a core tenet of sustainability and highlighted LTU’s position of strength by being the first PRME signatory in Australia.  His address was infused with a sense of optimism for responsible marketing. He emphasized that such opportunities for dialogue, research and collaboration with XLRI make important contributions to our common endeavor of fostering partnerships and attaining goodwill. Furthermore, cross country collaboration results in a vortex of ideas and outcomes that is highly significant.

LBS PhD students, Mr. Peter Matheis (left), Ms. Anne Brouwer (center) and Mr. Jubin Jacob John (right)

LBS PhD students, Mr. Peter Matheis (left), Ms. Anne Brouwer (center) and Mr. Jubin Jacob John (right)

Three of our enterprising PhD students, Mr. Peter Matheis, Ms. Anne Brouwer and Mr. Jubin Jacob John presented their work at this conference. Peter’s work hinges around ethical consumption and sustainability, where he explores the mechanics of ethical behaviour of consumers and examines the complexities of the intention-behaviour gap. Anne’s paper on greenwashing and its influences on consumer decision making offered great practical insights on how to effectively identify greenwashing.  Jubin’s work resonates on institutional pressures for responsible supply chain procurement. The scientific efforts in the supply chain procurement identifies ISO 14000 standards to induce greater systemic efficacy. They were interesting papers, addressing emerging new knowledge that pioneers in scholastic and research fields within this area can use some of these theoretical underpinnings to expand their work.

Dr Marthin Nanere

Is Green Marketing – a Myth, a Fallacy or Prophecy? Several authors have provided a critique of both theory and practice on green marketing. Dr Marthin Nanere from the Business School presented his discussion around green marketing and showed how eco-labels, can contribute to progress towards greater sustainability. Taking eco labels into account and integrating it with the principles of green marketing provide opportunities for gaining competitive advantage. His paper makes a meaningful contribution to the field of responsible marketing.

In addition to the conference, there was a two-day Faculty Development Program on Responsible Marketing to help faculty and doctoral students develop curriculum and cases for teaching Responsible Marketing. In the photograph below are the participants and members of the Faculty Development Program.  The Faculty Development Program was conducted by faculty from XLRI and La Trobe University. Both days had highly stimulating sessions that concluded in awarding the best team a prize for their outlined curriculum.

The buzz surrounding the conference, the sessions featuring practitioners and how they approach responsible marketing, the academic debates on responsibility and ethics whetted the audience’s appetite. La Trobe staff and students were proud to be part of this amazing conference as engaged and valued members.

Professor Muhammed Yunus has officially opened the LBS Yunus Centre!


On 7 April 2017, Professor Muhammad Yunus visited La Trobe University. In a ceremony held at La Trobe’s Hoogenraad Lecture Theatre, Professor Yunus received an Honorary Doctorate from Vice-Chancellor Professor John Dewar.and officially opened the Yunus Social Business Centre at La Trobe Business School.

Attendees included of key stakeholders including the La Trobe Business School staff, members of the business community, stakeholders and collaborators of the LBS Yunus Social Business Centre, and the La Trobe Asia community.

Professor Muhammad Yunus was welcomed with a song by the three social businessmen: Rafiuddin Ahmed, Marthin Nanere and Petrus Usmanij.

Yunus centres and the three zeroes

During the ceremony, Professor Yunus spoke about social business and ‘unleashing the potential’. Professor Muhammad Yunus is widely known for his progressive theories surrounding microcredit and for founding Grameen Bank, an innovative institution which has enabled impoverished entrepreneurs to access an affordable loan scheme and start a business. Through social business, Professor Dr Yunus has set out to create a world with three zeroes: zero poverty, zero unemployment and zero carbon emissions through social business. “All humans are entrepreneurs,” Dr Yunus said during his presentation. “If you can think of a problem to solve through a business you can set up that can get five people out of welfare, your effort is already worth it.”

Through Yunus Centres around the world, Professor Yunus wants to encourage young people all over the world to test out their business ideas through a microloan, and create a better society.

7th Social Business Day

From the 28 – 29 July this year, the Dhaka Yunus Centre will be hosting the seventh global Social Business Day, bringing together over 1500 people from over 60 countries. The theme of this year’s Social Business Day will be wealth concentration, and whether this concentration be stopped, and how social business can create a viable business-engine to address the huge wealth gap in society.

For more information on the Yunus Social Business Centre at La Trobe Business School, see the La Trobe Business School Yunus Centre website.

To be connected with the students Social Business Club, activity and events please join the Facebook page, or see the Social Business Club website.

Contact the Yunus Social Business Centre via email.

For more information on Professor Dr. Muhammad Yunus, keep an eye on the La Trobe Business School blog.

POP Mark Morris interviews Leigh Conlan: Career change is the only constant (or Doors a Latrobe Economic Degree can Unlock)

In this two-part blog entry, Professor of Practice Mark Morris discusses what innovation means in accounting, as well as what a career in accounting entails today, together with Leigh Conlan from Specialist Accounting Services. Leigh is also a La Trobe Business School graduate graduating in 1982 with a Bachelor in Economics.

Mark Morris: II understand that you are an alumni of La Trobe University

Leigh Conlan: Yes Mark, I studied economics and graduated in 1982 from La Trobe University. Following the completion of my degree with La Trobe, I was able to branch out into a variety of roles in both the public and private sectors.

Mark Morris: It seems these days that university graduates these days don’t have a job for life. Can you share with me your experience in relation to changes in your career?

Leigh Conlan: Absolutely. I have been fortunate to work for a number of organisations in a variety of capacities including accounting, economics, tax advisory, legislative analysis, and R&D consulting. I started out as a tax investigator with the ATO which was interesting work for a graduate as it allowed me to get a great perspective on private enterprise and in particular smaller organisations where accounting and the law intersect. Following this role, I transitioned to the ACCC which was then the Trade Practices Commission where I was heavily involved in litigation and policy objectives. What I found interesting in this role was, more specifically, price fixing collusion and conspiracy activities and investigations.

Mark Morris: So you were a corporate cop Leigh?

Leigh Conlan: Yes, essentially.

Mark Morris: And then you came over to private enterprise?

Leigh Conlan: That’s right, I came over to the dark side and started consulting in private enterprise. I worked for a number of big firms and was a partner of one of the larger accounting firms in Australia before I started my own practice.

Mark Morris: And what has your experience been like in respect of changes in roles?

Leigh Conlan: What I have found is that there is nothing wrong with a change of career and that change should always be embraced. In these modern times it is not only organisations that need to be agile and adaptive but this also applies to employees and individuals. To a certain extent change and being adaptive is a part of Australia’s history. Automation, fast changing technological and geopolitical changes will dictate market behaviour and employment opportunities.

Mark Morris: So how do you keep abreast of new developments in government policy and public-private collaboration?

Leigh Conlan: Well I am a member of the National Reference Group which is a peak body of private practitioners, the ATO and AusIndustry. I represent the CPA’s on that group which me enables to interface between public policy developments and issues from industry. I am also a member of the State Reference Group which provides further practical application.

Mark Morris: I gather that your ability to adapt and change led you to starting your accounting practice?

Leigh Conlan: Correct, I started Specialist Accounting Services a number of years back with a focus on providing high quality services in the fields of indirect tax and R&D advice.

Mark Morris: Can you tell me a little more about Specialist Accounting Services and how you differentiate yourselves against other service providers in this space?

Leigh Conlan: Sure. We differentiate ourselves by being an organisation which has the expertise across a range of industries relating to R&D. Specialist Accounting Services also employs a range of specialised technical consultants from the engineering and bio medical fields to leverage expertise in accordance with clients in these respective fields. This enables a better understanding of our clients’ needs and enables a smooth process through the R&D tax application process. This also empowers us to have a nurturing a close and positive working relationship with our clients. We also carry out services in respect of litigation support and competition policy assistance. Lastly, we provide a high quality service enabling our clients to receive a beneficial tax outcomes in accordance with the government legislation and the AusIndustry framework.

Mark Morris: Well, thank you for your time today Leigh. It has been a pleasure talking with you

Leigh Conlan: It was my pleasure. Thanks Mark.

Competing theories of economic thought: a changing pedagogy?

Dr Mark Cloney, Professor of Practice, Economics

Dr Mark Cloney, Professor of Practice, Economics

By Mark Cloney

Mark Cloney is a Professor of Practice at La Trobe Business School. In the following piece, POP Mark Cloney observes that economic theory has been a bit slower than other sciences to catch up to the changing nature of knowledge and the dynamics of the knowledge-based global economy [1]

He argues in the following entry that this has implications doe the discipline in terms of its capacity to engage with contemporary economic challenges, and also raise questions about the teaching of economics.

Capitalism has variously been described as an economic system with private or corporate ownership of capital goods; where investments are determined by rational decision makers and supply and demand; and production and the distribution of goods determined mainly by competition in a free market. These microeconomic foundations stem from neoclassical economics through the writings of economists such as Marshall [2].

Marshall’s Principles of Economics (1890) formalised the move from labour to utility as the source of value: a commodity’s value came from its utility to consumers through the forces of the market (i.e. supply and demand) [3]. Accordingly, in the marketplace people are rational and utility maximisers characterised as households, consumers or economic agents. These concepts were formalised in pure mathematical form in the general equilibrium model by Arrow and Debrea (1954) based on Walras’s earlier theory of equilibrium [4].

This general equilibrium model has formed the basis for economic thinking in most Western economies and university teaching of economics for the last 60 years or so.

So microeconomics analyses, the market behaviour of individual consumers and firms, is an attempt to understand the decision-making process concerned with the factors that influence the choices made by buyers and sellers, price, and supply and demand in individual markets. And, this is what drives innovation, economic development and firm behaviour in a globalised knowledge–based economy – or is it?

One of the problems with this perspective is that factors such as investment in research and development (R&D) or where actual research is conducted matters very little [5]. The traditional neoclassical view of knowledge as a public good  is that it is available everywhere and to everybody simultaneously which implies that innovation flows in a frictionless manner from producers to a full set of intended and unintended beneficiaries, contributing to generate a long-term process of convergence across countries and regions (see Rodriguez-Pose 2008). [6]

But what happens if competitive advantage in a global knowledge-based economy is as much actually determined by local non-market factors including its institutions, networks and innovation ecosystems? Or, by the forces of ‘collaboration’ not ‘competition’, or maximising ‘social and shared value’ not profits for stakeholders but for the community within in which firms operate? Do these orthodox microeconomic foundations still hold up?

The emergence of the knowledge-based economy, where knowledge, learning and innovation are the new drivers of economic growth and competitiveness, is premised on a distinct shift in the mode of production from the traditional capital and labour divisions to knowledge generation and diffusion [7]. This understanding of the knowledge economy comes from evolutionary, neo-Schumpeterian and economic geography economic theories. [8] Complementing this work are studies into the entrepreneurial society  and creativity where entrepreneur capital is a key driver for economic growth [9].

Internationally, innovation and regional development policy that focuses more explicitly on the ‘institutional’ and ‘locational’ dimensions of enterprise and socio economic development has emerged as a major policy tool to foster competitive advantage [10]. That is, there has been an increasing recognition by many that non-market factor influence competitiveness of firms just as supply and demand. So government policies have been designed to better coordinate collaboration structures in regions or local innovation ecosystems between government, education and the private sectors. Here local institutions including financial and legal support the supply side inputs and entrepreneurial activity that drives economic development and innovation [11].

These ideas support a range of alternative government policies targeted at small to medium business, industry clusters, business incubators and accelerators, strengthening institutional arrangements and networks, encouraging university/industry collaboration, local capacity building (including education, training and entrepreneur skills) and regional innovation ecosystems.

Consistent with these trends, Michael Porter and Mark Kramer (2011) [12] argue for the importance of creating shared value, which focuses on policies, collaboration and operation practice that enhances competiveness of a company while simultaneously advancing the economic and social conditions in the communities in which they operate. They cite firms such as Google, IBM, Intel, Jonson and Johnson, Nestle, Unilever and Wal-Mart as examples of companies that have embarked on shared value initiatives within the community’s where they operate. The notion of shared value changes the traditional emphasis on profit and price to a much broader definition.

Porter has suggested elsewhere that government policy, business and community processes (in other words institutional arrangements) are as important determinants of industry success as is ‘price’ [13].

The move to ‘shared value’ has seen the rise of B Corps which are for-profit companies certified by the non-profit B Lab to meet higher standards of social and environmental performance, accountability, and transparency. More than 1,400 Certified B Corps from 42 countries and over 120 industries are working together toward the goal: to redefine success in business [14]. B Corps meet high standards of verified social and environmental performance, public transparency, and legal accountability, and aspire to use the power of markets to solve broader social and environmental problems. In 2013 the United States introduced legislation to recognise this new type of corporate legal entity which has now been passed into law in 17 states [15]. Under this legislation companies must have a corporate purpose to create a material positive impact on society and the environment, director’s duties include consideration of non-financial stakeholders, besides shareholders, and it includes a reporting obligation on the social and environmental activities (verified through third parties).

Although in its relative infancy this movement is attempting to overcome market failures and treat as endogenous the negative externalities typically associated with the dynamics of neo-classical theory. This may or may not be a lasting trend, but what if it became the norm for firm behaviour and economic development in the knowledge-based economy?

What assumptions and economic theories can best capture these economic and policy trends and explain the broader social-political context shaping these ideas, firm behaviour and competitiveness? This is the real challenge for the next generation of economic theorists.

One of the major challenges for orthodox economics is that its theory is embedded in axioms that used to understand the world as largely stable and predictive, and which are now seen as unstable and largely unpredictable [16], as the Global Financial Crisis demonstrated in 2008.

Since the 1960s there has been profound advances in how other science disciplines understand and teach the systematic nature of botany, biology, physics, computer science, neuroscience, oceanography, and atmospheric sciences to name a few. As Liu and Hanauer (2016) [17] argue across these fields we have seen a set of conceptual shifts in understanding from: simple to complex; atomistic to networked; linear to non-linear; mechanistic to behavioural; efficient to effective; predictive to adaptive; independent to interdependent; individual ability to group diversity; rational calculator to irrational approximators; selfish to strong reciprocal; win-lose to win-win or lose-lose; and, competition to cooperation.

More contemporary economic theory such as complexity, evolutionary and behavioural economics [18] are incorporating these types of conceptual shifts and as such challenge orthodox economic theories. These contemporary approaches variously emphasise the actual motivations for firm and human behaviour, the importance of networks, ecosystems and endogenous processes, and the dynamics of constant innovation and disequilibrium as the basis for better understanding the empirical reality of the knowledge-based economy.

The remaining challenge is to design a new economic pedagogy (conceptual models and theories) to support the teaching of these alternative approaches and to incorporate them into undergraduate economic degrees.

 

 

Dr Mark Cloney

Professor of Practice – Economics

Department of Economics and Finance

La Trobe Business School

College of Arts, Social Sciences and Commerce | La Trobe University | Bundoora Victoria 3086

T: 03 9479 5621   |M: 0428173880  |

E: M.Cloney@latrobe.edu.au

[1] See Ngai-Ling Sum and Bob Jessop (2013) Competitiveness, The Knowledge-based economy and Higher Education, Journal of the Knowledge Based Economy, Vol.4 pp 24-44.

[2] See E.K. Hunt. (1979), History of Economic Thought; A Critical Perspective, Wadsworth Publishing

[3] Ibid

[4] John, Peters, John Elliott and Stephen Gullenberg (2002), Economic Transition as a Crisis of Vision: Classical versus Neo-classical Theories of General Equilibrium, Eastern Economic Journal, Vol.28, No.2, Spring 2002.

[5] Andre’s Rodriguez-Pose and Richard Crescenzi (2008), Research and Development, Spillovers, Innovation Systems, and the Genesis of Regional Growth in Europe, Regional Studies, Vol 42.1, pp51-63, February.

[6] Ibid.

[7] Mark James Cloney. (2003), Regional Development in Australia: Rethinking the Basis for Regional Policy, PhD Economics, University of Sydney & Maskell, P. and Malmberg, A. (1999), Localised learning and industrial competitiveness, Cambridge Journal of Economics, 23 (2):167- 185.

[8] Ibid.

[9] David. B. Audrestsch (2009), The entrepreneurial society’, The Journal of Technology Transfer, Vol. 34, Issue 3, June, pp. 245-254

[10] Giordano, B. (2001) Institutional Thickness: political sub-culture and the resurgence of regionalism in Italy a case study of Northern League in the province of Varese, Transactions of the Institute of British Geography, 26 (1): 25-41.

[11] Ngai-Ling Sum and Bob Jessop (2013), p. 32.

[12] Michael E. Porter and Mark R.  Kramer (2011) The Big Idea: Creating Shared Value, Rethinking Capitalism, Harvard Business Review, Jan- Feb – https://hbr.org/2011/01/the-big-idea-creating-shared-value/ar/pr

[13] See Michael Porter (1990) The Competitive Advantage of Nations, McMillian Press, Hong Kong.

[14] http://www.bcorporation.net/what-are-b-corps

[15] Gove, Andrea; Berg, Gary A. (2014), Social Business: Theory Practice, and Critical Perspectives, Springer-Verlag Berlin and Heidelberg GmbH & Co.p165.

[16] Eric Liu and Nick Hanauer (2016), Traditional Economics Failed. Here’s the New Blueprint’, http://evonomics.com/traditional-economics-failed-heres-a-new-blueprint/

[17] Ibid

[18] Amna Silim (2016), What is New Economic Thinking? Three strands of heterodox economics that are leading the way, https://evonomics.com/new-economic-thinking/

POP Mark Morris interviews Leigh Conlan: Supercharging R&D and collaboration

Professor of Practice Mark Morris (left) and Leigh Conlan (right)

In this two-part blog entry, Professor of Practice Mark Morris discusses what innovation means in accounting, as well as what a career in accounting entails today, together with Leigh Conlan from Specialist Accounting Services. Leigh is also a La Trobe Business School graduate graduating in 1982 with a Bachelor in Economics.

Mark Morris: I am pleased to introduce Leigh Conlan of Specialist Accounting Services to discuss the recent government innovation statement and incentives that the government has introduced for both private and research organisations in respect of R&D. Leigh, Good morning.

Leigh Conlan: Good Morning Mark.

Mark Morris: Now Leigh, I understand you run a consultancy practice in the R&D space and you advise a broad range of clients.

Leigh Conlan: That’s correct Mark, we run a specialist practice service and in fact, operate under a company name Specialist Account Services Pty Ltd.

Mark Morris: That’s great Leigh. Tell me about some of your clients.

Leigh Conlan: Well we advise a range of clients from small medium enterprises through to large corporations and government departments. We offer a professional assistance to all businesses and research providers in the matters of R&D tax incentives and government grants

Mark Morris: That’s a good segue into my next topic which is around the innovation statement released by the government. What do you think the government’s approach is in this regard Leigh?

Leigh Conlan: As you know Mark, the innovation statement is built on four key pillars but it is important to keep in mind Mark that this is the first time that there has been a comprehensive tying together of all of the research and development governmental policy objectives.

Mark Morris: So can you provide some further insight into the four pillars that the government has outlined in the innovation statement

Leigh Conlan: Well briefly speaking these four pillars as outlined in the National Innovation and Science Agenda statement being ‘Culture and capital’, ‘Collaboration’, ‘Talent and skills’, ‘Government as an exemplar’. Within these pillars are specific areas that the government is targeting. For example the government has set up a $20Billion Medical Research Fund to increase funding in the areas of medical research and innovation. Another example, which may relate to La Trobe, is the government R&D funding of $2.8Billion to universities and the higher education sectors. There are also other funding initiatives such as cyber security innovation and other IT projects the government has initiated. These overall projects form only a snapshot of government funding examples but provides a glimpse of the overall innovation policy and where the government is heading in respect of stimulating research and development.

Mark Morris: So what is the majority emphasis of the government funding Leigh?

Leigh Conlan: Well Mark, the big spend by the government is still the R&D tax incentive which equates to just over $4.5Billion per annum. While the majority of that money goes into business, it should be kept in mind that research service providers also greatly benefit from this policy and there are valuable private business spinoffs from research organisations.

Mark Morris: When you talk about R&D, it’s not all lab coat style research projects is it?

Leigh Conlan: Not at all. We see R&D in areas where you would not ordinarily think that R&D would apply. Research and Development takes place in a variety of forms and industries. Some examples may be building and construction, on farms and of course software development. We have come across a number of private organisations, particularly those which are small scale, which were under the misconception that many of their activities would not be considered R&D when in actual fact they may be.

Mark Morris: Can you talk a little more about such products and processes in this regard?

Leigh Conlan: Well, many organisations are undertaking the development of products using a scientific methodology to determine outcomes and therefore creating new knowledge as a result of these activities.  It is also very exciting to see a variety of small to medium enterprises across Australia undertaking a number of dynamic projects which involve Research and Development as well as new commercialisation of innovative products.

Mark Morris: So given you are across many organisations who are at the cutting edge of technology, I assume that you have other areas you advise on?

Leigh Conlan: That’s correct. Specialist Accounting Services is unique as we have technical expertise and we can assist in a variety of capacities including comprehensive advice in the areas of commercialisation, government development and early stage development grants, government support programs and investing in early stage development funding.

Mark Morris: So can you provide more detail in regards to government incentives and programs that you advise in?

Leigh Conlan: Sure, one such program is around the commercialisation Australia program which provides funding of up to $200,000 to assist new organisations and those wanting to test the viability of product commercialisation. Also we have provided advice in relation to cooperative research centre (CRC) project grants as well. The CRC and associated grants is an outcome focused programme designed to support industry while supporting collaboration between industry, research and the community in a competitive framework.

Mark Morris: Have there been many changes by the government in relation to government grants and assistance?

Leigh Conlan: Yes there have been changes in regards to the tech sector that were previously restricted on applying for grants. These have now been removed to stimulate commercialisation and the development of novel IP across a broader range of industries across Australia. We see the government’s focus in this domain is on stimulating new knowledge, local IP and bringing innovative products to market in order to stimulate economic and employment growth.

Mark Morris: So have you seen many examples where universities specifically benefit from the R&D tax incentive scheme?

Leigh Conlan: Yes Mark I have seen this a number of times where universities are providing services to private organisations and where both benefit from the close collaboration undertaken. One such example is one our clients in the ehealth domain where a prominent Victorian university provided research assistance in evaluating IT architecture suitable for gathering information around broad based and large scale health records.

Mark Morris: So this is all research and development expenditure around software and IT?

Leigh Conlan: Correct Mark, we have also been involved with a number of initiatives in the private sector relating specifically to analytics and big data projects.

Mark Morris: Can you elaborate on how these initiatives may provide beneficial outcomes for the private sector, RSPs as well as the general public?

Leigh Conlan: We have seen a number of initiatives carried out by the big four banks in relation to blockchain. The key objective of blockchain is to develop a distributed database ledger which can continuously update records between parties and therefore improve the efficiency of banking transactions.

Mark Morris: That’s very interesting. Do you see any other developments relating to big data in the private sector?

Leigh Conlan: Actually we have also seen developments in the Telecommunications sector where a number of Australian telco’s have been building big data lakes and utilising these data repositories for a number of practical applications such as geolocation, product marketing and improving operational uptime.

For the second part of this interview, keep an eye on the Business Newsroom blog!

La Trobe Business School partners for Sport Development and Peace

Dr Emma Sherry

LBS Associate Professor Emma Sherry recently participated in the inaugural symposium on Sport for Development and Peace, hosted by the University of Illinois as an invited speaker and Town Hall panelist. The symposium, titled Forming Partnerships and Linkages in Sport for Development and Peace: Considerations, Tensions, and Strategies, brought together international academics and sport for development experts and practitioners to discuss how sport, specifically through the creation and nurturing of key partnerships, can be used to achieve the United Nations Sustainable Development Goals.

The purpose of the symposium was to bring together scholars, practitioners and students engaged in sport for development and peace (SDP) to create a dialogue about forming and sustaining partnerships and linkages between SDP initiatives and other sectors, the challenges facing partnership development, and strategies to overcome these challenges. The symposium was hosted by the Department of Recreation, Sport, and Tourism (RST) at the University of Illinois, the Sport+Development Lab (SDL), and Play for Change. The SDL is home to faculty and graduate students researching the intersection of sport and development. Play for Change is a registered student organization (RSO) focused on involving undergraduate and graduate students in actionable projects that use sport, recreation, and tourism for social change.

The sport for development and peace (SDP) field has grown exponentially in recent years, with more and more organizations, practitioners, and academics around the world embracing the possible contribution that sport can make to development agendas. SDP can occur at the individual, community, and societal levels. It can be defined as the use of sport as an engine for development through intercultural exchange, conflict resolution and peace building, community building, social inclusion, or programming for interpersonal development or health.

An emerging line of commentary in SDP concerns the nature of partnerships with various industry sectors. Without effective and sustainable partnerships, SDP organizations and scholars cannot viably engage in the field to effect social change; partnerships are the life blood of SDP organizations. However, many challenges and barriers exist that inhibit effective partnerships and linkages. From overcoming power dynamics, to misaligned goals and objectives, challenges can prevent organizations from establishing long-term partnerships and carrying out their missions. Given the international significance of partnerships and collaborations in SDP, much more conversation is needed about the nature of partnerships, their challenges, and effective strategies for forming and sustaining them.

The symposium brought together SDP experts, including Dr Sherry, to share presentations drawing on an original paper written for this symposium. Presenters provided a state of the field synopsis regarding partnerships with a specific sector (for example, health, community organisations, education or national and international bodies), outline challenges for developing and sustaining them, and then propose strategies for addressing these challenges.

In addition to the symposium, there were also two evening public events. On the first night, Dr. John Sugden, one of the world’s foremost experts in SDP and partnership development, provided a keynote address on the history and development of SDP, its current state of the field, and thoughts on developing and sustaining partnerships and linkages. The second night featured a town hall meeting with the symposium presenters focused on the power of sport to work for social good and change, and the challenges associated with doing so.

Dr Sherry noted that although the two-day symposium provided a full schedule for all attendees, the opportunity for international scholars in this field to spend time together to deeply discuss key research, theory-building and opportunities for research collaboration was invaluable. The opportunity for networking and discussion was extended through a very active use of Twitter by those organizing and attending (#sport4change2017) which extended the reach of the symposium to those unable to attend in person. Dr Sherry hopes that this is the first of many such events, and was delighted to be invited to present and share her research in the SDP field.

La Trobe Business School congratulates their Montpellier graduates!

Figure 1 L to R: Beverly Leligois, Bachelor Program Director. Sophie Meirieu Academic Program Director, Natalie Foulquier- Gazagnes Program Coordinator, Amandine Gomez Assistant, Bachelor Program

Through a longstanding partnership with Montpellier Business School, La Trobe Business School has offered French students the possibility to complete an LBS Bachelor of Business (International Business) as part of a double degree for over fourteen years.

Over the course of this partnership, La Trobe Business School has taught over one thousand students in Montpellier. The LBS program consist of seven subjects: six subjects delivered over three terms via LMS, along with one practical Business Project.

Through the Business Project, students follow a company of their choosing for a period of time. Afterwards, they present their findings on the organisation’s structure and what they have learnt to La Trobe Business School staff members, Montpellier School staff members and members of the nominated company.

Students graduate with an La Trobe University Bachelor of Business at the end of their program. Each year La Trobe hosts a graduation presentation in Montpellier for all participating students by La Trobe University and our Montpellier administration team (pictured above).

La Trobe Business School would like to congratulate all their Montpellier graduates!

Epping Secondary College VCE Business Forum at La Trobe Business School

By Erin Basinski

On Friday 17th February the Year 10 VCE and Year 11 Business Management Students from Epping Secondary College were invited to La Trobe University to take part in the 2017 VCE Business Forum.

The day began in the Szental Lecture Theatre where our students joined other VCE students from Lalor Secondary College, Macleod College and St Helena Secondary College. We were introduced to our first keynote speaker, Professor of Practice in Entrepreneurship Mr Antony Jacobson, who teaches at La Trobe Business School. The main focus of Mr Jacobson’s talk centered on the theme: “Focus on what you can do, not what you can’t do!” It was inspiring to hear his personal success stories. We were in awe when we discovered that Antony set up his first national franchise when he was only 17 years of age and still a student in Year 11. He spoke about the importance of a positive mindset particularly if we want to be successful in the future. “Be passionate, excite, and use passion in all that you do. Set the bar high. Never low, never in the middle, but high.” Professor of Practice Antony Jacobson said.

The rest of the day was then broken into three sessions. Our first session was with Roman Peretiako who is an associate Lecturer of Marketing at La Trobe Business School. We had the opportunity to discuss topics such as; what is Marketing, Market Segmentation and Target Markets. We were given the opportunity to come up with our own business concept and we were asked to consider the Marketing Mix:

  • PRODUCT – style, features, quality, brand
  • PRICE – How much should a business charge to recover the costs of marketing
  •  PLACE – How does a consumer obtain the product, physical retailer, online, factory outlet?
  • PROMOTION – What methods can be used to get a consumer’s attention, interest and desire?

Our second session was with Simon Crone who is the Manager of Content Development Programs at Chartered Accountants Australia and New Zealand. Mr Crone presented an interesting look at accounting and spoke about the importance of budgeting in the world of business. He too shared personal stories from his own career which demonstrated a strong personal commitment to the local community.

Our final session for the day was with Professor of Practice in Management Janet Rusell, at La Trobe Business School. In this workshop we had an opportunity to take a closer look at the iconic Australian juice brand, “Boost”. The main focus of this workshop was to think about a business concept, its development and its structure. We spoke about the sources of finance to help establish a start-up business, business locations and external factors that businesses need to consider when writing up a business plan.

Overall it was an enjoyable day which allowed us to see the bigger picture as to what our subject Business Management will cover this year. It was exciting to think that this year we will be given the opportunity to formulate our own business ideas and create a business plan with the hope to run our own business later on in the year.

Thank you to Ms Kanisiadis, Ms Hooper and Mrs Clark for organising and attending on the day.

How our MBA graduates are giving back

By Kelly Griffin

An MBA can advance your career, increase your earning potential and strengthen your network with fellow business leaders.

The professional advantages of pursuing an MBA are widely reported, but what’s less highlighted is the remarkable way our MBA graduates are using their acquired knowledge and networks to give back to their communities.

Here’s how three MBA graduates are giving back.

bernie-squire

Bernie Squire

Bus Manager Wodonga Chamber of Commerce, MBA Grad 2016, Board Member AW Regional Cancer Centre Trust Fund

Why did you decide to study an MBA? 

I was made redundant from a senior management role in the finance industry and I was having difficulty finding another suitable role. After talking with a careers adviser I decided to do an MBA for a couple of reasons; to gain academic credibility and also a better chance of employment at the senior executive/director level. The La Trobe MBA really appealed to me because of the flexible delivery blend of ‘face to face’, ‘block intensive’, and ‘video conference’ unit delivery.

What was one of your greatest learnings or takeaways from your MBA? 

I really benefitted from the cohort network that you develop, including the in-class discussion and debate. I guess for me, however, the biggest takeaways were: a greater appreciation of diversity; the ability to research and reflect on critical issues; and, a heightened awareness of corporate responsibility and sustainability issues.

How did doing your MBA help you give back? 

As the manager of the local Chamber of Commerce, I’ve used my new sustainability knowledge to connect with organisations like ‘The Benefits Corporation’ and ‘Blabs Australia and New Zealand’.  We have run a number of Chamber events focussed around being a Conscious Business and increasing our local businesses awareness of their impact in a global economy.

Angela Kelly angela-kelly

Proposal Manager, Veolia Water. MBA Grad 2016

Why did you decide to study an MBA?

I’ve always really enjoyed learning and was looking for a way to expand my knowledge in a formal way. At the same time, I was looking to progress my career to a higher level.

While I felt that my engineering degree had given me a great technical base, I wanted to develop my business skills and improve my ability to work with others.

What was one of your greatest learnings or takeaways from your MBA?

My greatest learning of the MBA is the understanding that working with people who are different to me is not a problem but is actually a benefit.

Having a diverse team that is open to new ideas provides you with a competitive advantage in the market place. Part of this learning is that constructive conflict can actually be beneficial as it is a sign that people are engaged in their work and that they care about the outcomes.

How did doing your MBA help you give back?

The things I learned during the MBA provided me with the courage to provide support and guidance to less experienced colleagues to improve their outcomes. The MBA also raised my awareness of how important equality is for our community.  Women’s education is the best way to improve the lifestyles of communities and their future generations.

Knowing that in Australia the Indigenous community is the most disadvantaged, I used my MBA skills to organise a fundraiser to raise over $3,000 for Indigenous literacy.

Hodi Beauliv low resHodi Beauliv

Executive Management Business Development Sunraysia Community Health, MBA Grad 2015, on Board of Mallee Track Health and Community Services

Why did you decide to study an MBA?

It’d been over 15 years since I’d completed my first degree at La Trobe, so I knew I needed to do something to bring my skills up to date.

I spoke to a staff member at the La Trobe Bendigo Open Day about my passion for social justice and my management aspirations. She recommended La Trobe’s MBA given its focus on sustainability and Corporate Social Responsibility.

The ability to complete some semester long units by teleconference in Bendigo, but also the opportunity to meet face-to-face with people from all over the State when completing block units, really appealed to me.

How did doing your MBA help you give back?

After completing my MBA I was exhausted, but passionate to do something to give back to the community.

I am now an Executive Manager in a rural Community Health Service in Mildura. In this role I help drive change to develop services that meet the needs of our local community. I am able to raise new and innovative ideas of how this can be done, with a focus on sustainability of the service, not just short term outcomes, by bringing a corporate social responsibility management focus to my work.

On a personal level, I have also joined the Mallee Track Health & Community Services Board.  Mallee Track covers a large number of small rural communities. By participating on the Board I am able to contribute to the sustainability of the organisation, by ensuring appropriate governance practices are in place for the successful long-term operation of the Health Service.

La Trobe University’s founding Vice-Chancellor, Professor David Myers, once said: ‘The true measure of a university’s greatness is the total effect it has on human welfare and progress’.

We’re extremely proud that our MBA graduates have been able to succeed in their chosen profession while also using their acquired skills to help out others and strengthen their community.

Find out more about studying an MBA or book a one-to-one consultation to discuss your study options.

This article was originally published on The Knowledge Blog.

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