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The aim of this paper is to outline the philosophical assumptions that form the basis of the present call for the abolition of specialist jurisdiction for labour law in New Zealand The discussion here focuses on Epstein's (1983a) "A common law for labour relations ." because it is the key statement of the case against a specialist jurisdiction, and the conclusions he advances have played an important role in the debate about labour law in New Zealand While academic literature has been largely critical of the call for the abolition of the Employment Court, there have been very few attempts to come to terms with the types of arguments used by the "abolitionists". It is argued that an adequate critique needs to be built on an understanding of the philosophical assumptions that are driving the current changes in labour relations legislation.

Abstract


Many vendors claim that ERPs can allow organizations to unlock the strategic potential for important functional areas of their business.


This paper assesses this claim in relation to the HR function and uses case study evidence to examine whether the introduction of ERPs is necessary for HR to become more strategic in its orientation.


The case studies reveal that while ERPs may be necessary they are not sufficient in allowing HR to play a more strategic role. Furthermore, the case study evidence suggests that the active engagement of HR in the introduction and ongoing functioning of an ERP is important in organizations realizing some of the wider benefits associated with these systems.


Copyright © 2005 John Wiley & Sons, Ltd.

AbstractThis article explores the possibilities for an integrated theoretical framework which is capable of explaining similarities and differences in national industrial relations policies in the context of globalisation. The first half of the article reviews three theoretical frameworks that can be used to compare industrial relations developments in different countries- simple globalisation, the new institutionalism and a material interest approach to political economy. It argues that whilst institutionalist arguments tend to dominate analysis of the effects of globalisation on national patterns of industrial relations, a model which combines institutionalist and material interest approaches can overcome some of the anomalies attendant in institutionalist analysis. The second section demonstrates the benefits of an integrative theoretical framework for explaining patterns of industrial relations reform in Australia and New Zealand during the 1980s and 1990s. The article concludes by examining the implications of this discussion for broader debates about relationship between globalisation and national patterns of public policy.

This e-book is the second of two devoted to the topic of discourse and organizational change. The two e-books reflect a growing interest among researchers in examining the organizational discourse(s) that may be used to describe, analyse, theorise and enact the processes and practices that constitute organizational change. This turn to discourse is, the Guest Editors suggest, driven by a growing disillusionment with more mainstream theories and approaches to the study of change

Abstract


The last decade has seen a dramatic growth in the number of organizations adopting Enterprise Resource Planning systems (ERPs).


To date, much of the research on ERPs has focused on the process of implementation, with relatively little attention given to their ongoing impact on organizations or how to effectively manage these systems over time. The papers in this special issue explore these issues.


ERPs require a considerable financial investment and produce widespread change in organizations. The papers in this special issue suggest that for organizations to gain strategic benefit from ERPs, managers have to be prepared to make a long‐term investment of organizational resources and to develop the capabilities necessary to manage them.


Copyright © 2005 John Wiley & Sons, Ltd.