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The purpose of this paper is to identify current impediments to the competitiveness of the rail industry in the Australian non-bulk freight market.

A systematic literature review was adapted to identify the impediments and challenge themes from 1,081 studies available on the Australian rail industry. To select the studies relevant to the research question, a tollgate criterion was then deployed. Impediments were identified by a structured data synthesis process and a heuristic algorithm was developed to explore the possible relationships between the impediments and challenges.

Four major themes are apparent, each of which presents the rail industry with challenges in the non-bulk freight market. “Infrastructural inefficiencies and the need for further integration” was ranked as the main rail industry challenge, while “environmental concerns and the associated costs of externalities” was the least. In addition, across the four themes data synthesis identified 43 impediments from purely policy related to technical and operational aspects.

The major implication of this review is the identification of impediments that have no linkage to the four industry challenges as revealed by stakeholders in the literature. That means that the rail industry has been dealing with a number of issues that have not been explored and studied in depth either by practitioners or academics. The underlying elements of impediments in this group are perceived as managerial, organisational and leadership factors. The rail industry has failed to manage its organisational ties across the system, both horizontally and vertically. This issue has been intensified as the result of complex interactions between different transport modes and operators associated with the non-bulk freight sector.

For the first time in the Australian context, this study provides an en masse and summarised picture of impediments to the competitiveness of the rail industry in the non-bulk freight market by systematically reviewing the reports generated by different stakeholders in the last ten years. The outcomes will assist the rail industry and government to understand impediments impacting on the quality of rail freight services that may lead to collaboration on decision-making and investment strategies.

This paper aims to explore why harmonisation, given its potential, is so difficult to achieve. It analyses the issues and challenges in achieving harmonisation of training and development across an industry.

The approach was a meta-analysis of six research projects undertaken in the Australian rail industry. These projects varied in duration from 12-24 months. Between 2009 and 2013, rail employees in varying roles and levels of seniority, including middle managers, front-line supervisors, rail incident investigators, track workers and drivers, were interviewed (n = 176) and surveyed (n = 341).

The meta-analysis identified a range of characteristics associated with harmonisation. It uncovered three categories of harmonisation, seven types of risk modelled in a layered risk pyramid and analysed key structural, environmental and organisational barriers to harmonisation. The paper concludes that harmonisation struggles to gain strategic significance and is hampered by operational pragmatism.

There are few published papers examining harmonisation across companies or based on meta-analyses, especially qualitatively. Despite limitations of insufficient detail to allow close analysis, potentially variable quality data across projects from which to develop a meta-analysis and the danger of comparing apples with oranges, more attempts using this approach would be helpful in gaining nuanced insights into an industry.

Achieving industry harmonisation requires significant change in the mindset of executives. To enhance the chances of harmonisation, there is need for a strong national entity with overview of the entire industry, high-quality training and development resources and activities and cost-benefit analyses and active campaigns. A major outcome of this research is the risk pyramid, which can be used by managers as a strategic evaluation tool. By using such tools based on sound research, leaders can be equipped to make informed decisions and reduce downstream risks.

This research has value in extending the literature in two main ways: through examining the notion of harmonisation across an industry as distinct from within organisations that has been the focus of most studies and through using qualitative meta-analysis in a field dominated by quantitative approaches. It analyses the grey areas between rhetoric about its potential and difficulties in its achievement.

The purpose of this paper is twofold: first, to empirically evaluate the key impediments to the competitiveness of the rail sector in Australia; and second, to provide relevant transport management and policy recommendations for enhanced competitiveness.

This paper has adopted an empirical approach. A survey was developed and distributed among rail stakeholders in Australia. Accordingly, exploratory factor analysis and confirmatory factor analysis were conducted to evaluate the key impeding areas.

This paper found four areas that are impeding rail development, these being infrastructure management, shortage of freight data and poor information sharing, service delivery and organisational and commercial interactions.

The theoretical approach of this thesis can be applied to any freight market where competition exists between different transport modes. However, the specific strategies provided in this research in terms of transportation management, infrastructure planning and policy were made according to the specific market condition, infrastructure quality and regulation that exist in Australia.

The findings provide important implications for both industry and government in terms of making transport planning and policy decisions, but also useful insights by identifying the weak parts of the rail sector and directions to target them.

The notion of the rail stakeholder does not appear to have been previously defined in the literature. Therefore, this research takes a broader view of rail stakeholders to include various interest groups within the rail sector and its operational environment.

The purpose of this paper is to provide description and analysis of how a traditional industry is currently using e‐learning, and to identify how the potential of e‐learning can be realised whilst acknowledging the technological divide between younger and older workers.

An exploratory qualitative methodology was employed to analyse three key questions: How is the Australian rail industry currently using e‐learning? Are there age‐related issues with the current use of e‐learning in the rail industry? How could e‐learning be used in future to engage different generations of learners in the rail industry? Data were collected in five case organisations from across the Australian rail industry.

Of the rail organisations interviewed, none believed they were using e‐learning to its full potential. The younger, more technologically literate employees are not having their expectations met and therefore retention of younger workers has become an issue. The challenge for learning and development practitioners is balancing the preferences of an aging workforce with these younger, more “technology‐savvy”, learners and the findings highlight some potential ways to begin addressing this balance.

The findings identified the potential for organisations (even those in a traditional industry such as rail) to better utilise e‐learning to attract and retain younger workers but also warns against making assumptions about technological competency based on age.

Data were gathered across an industry, and thus this paper takes an industry approach to considering the potential age‐related issues with e‐learning and the ways it may be used to meet the needs of different generations in the workplace.

The Case takes place at the headquarters of Genesee & Wyoming, Inc. (GWI), one of the leading short line railroads in the United States. The Case revolves around three executives - Mortimer B. Fuller III, Chairman and CEO, Mark Hastings, CFO and Treasurer, and Alan Harris, Senior Vice President and Chief Accounting Office - and the dilemma over whether to pursue international expansion.

GWI has generally pursued a strategy of diversification through acquisition. However, there are other approaches to diversification, including international expansion. With increasing deregulation and privatization of railroads around the world, GWI and its competitors must weigh the risks of internationalization with the rewards. GWI fears that a failure to move quickly might result in missed opportunities as competitors acquire railroads around the world.

An opportunity has recently arisen in Australia, where the government is selling Australian National Railway. GWI believes Australia might be a good initial foray into the international market given the similarities of the country and its railroad industry to the United States and its railroad industry. The Case asks the question, “Should GWI enter the bidding?”

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The fragmented nature of the rail industry in Australia makes harmonization of training and development a significant challenge. However, by identifying key risks and obstacles, the sector will be better equipped to devise effective strategies that can help unification to be gradually achieved.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format

This article is written in two parts and is presented as research-based insight on the growth of formal workplace mentoring programs and the alignment of mentoring with workforce development strategy.

The research is taken from a two-year study conducted in the Australian rail industry aimed at establishing a harmonized approach to the use of workplace mentoring. Using mixed-methods and an interpretive approach seven major rail organizations from Australia and New Zealand contributed to detailed case studies, on-line surveys and in-depth interviews. Responses were obtained from all levels and functional areas within the organizations

Research findings support the literature and show a growing interest in the use of formal workplace mentoring to deal with a wide range of organizational issues such as employee retention, engagement, absence and turnover. Importantly, mentoring was found to be highly valued in the area of knowledge transfer and especially across multi-generational groups. In parallel with other traditional industries, rail organizations in Australia are about to lose large volumes of highly qualified and long-serving Baby-Boomers. Therefore, workforce development strategies will need to facilitate the transfer of tacit knowledge to a new generation of rail employees who are eager to learn, but less conformable with formal training courses. Mentoring is becoming an effective option for delivering this change.

The findings are contextual and may not fit all settings, but they offer a comparative account of workplace mentoring in an industry facing perpetual change, economic challenges and an impending shortage of skills in key areas.

These articles have practical implications for human resource practitioners and professionals involved in the implementation of workforce development projects. Mentoring is an old concept enjoying new fame, but the intrinsic nature of mentoring, such as the need for highly-trusted relationships and confidential meetings means that organizations should tread carefully as they can engage mentees at a deep psychological level.

These articles will be of value to human resource professionals and managers, assisting them to think differently about workplace mentoring and consider how the characteristics of mentoring are interdependent with the broader goals of workforce development.

This paper aims to present research‐based insight on the significance of building self‐awareness and self‐efficacy as foundation to other forms of leadership development

The research is taken from a two‐year interpretive study conducted in the Australian rail industry aimed at establishing a unified approach to developing rail leaders. Using mixed methods, seven major rail organizations contributed to detailed case studies, online surveys and in‐depth interviews at various levels of management.

The findings support a new variation of leadership capability that has emerged and is being applied in organizations where managers are empowered to create and define their own work roles. In order to achieve this autonomy, a higher level of self‐awareness and self‐efficacy is essential. Self‐awareness requires the leader to use a wide range of cognitive processes such as: focussing attention and evaluating current behaviour to internal standards and values; recognising their personality characteristics, strengths and weaknesses; and, having a clear perception of their emotions and self‐esteem. Importantly, leaders need to know how they relate to others, how they communicate and what makes them happy.

The findings are contextual and may not fit all settings, but they offer a comparative account of leadership development in an industry facing perpetual change, economic challenges and a shortage of leadership talent.

The paper has practical implications for human resource practitioners and professionals involved in the implementation of leadership development programs. Leadership is a global priority and organizations need to get much better spotting and developing leadership talent.

This paper will be of value to human resource professionals and managers, assisting them to think differently about leadership by focussing on an emerging underdeveloped area of leadership training and development

This article is written in two parts and is presented as research-based insight on the growth of formal workplace mentoring programs and the alignment of mentoring with workforce development strategy.

The research is taken from a two-year study conducted in the Australian rail industry aimed at establishing a harmonized approach to the use of workplace mentoring. Using mixed-methods and an interpretive approach seven major rail organizations from Australia and New Zealand contributed to detailed case studies, on-line surveys and in-depth interviews. Responses were obtained from all levels and functional areas within the organizations.

Research findings support the literature and show a growing interest in the use of formal workplace mentoring to deal with a wide range of organizational issues such as employee retention, engagement, absence and turnover. Importantly, mentoring was found to be highly valued in the area of knowledge transfer and especially across multi-generational groups. In parallel with other traditional industries, rail organizations in Australia are about to lose large volumes of highly qualified and long-serving Baby-Boomers. Therefore, workforce development strategies will need to facilitate the transfer of tacit knowledge to a new generation of rail employees who are eager to learn, but less conformable with formal training courses. Mentoring is becoming an effective option for delivering this change.

The findings are contextual and may not fit all settings, but they offer a comparative account of workplace mentoring in an industry facing perpetual change, economic challenges and an impending shortage of skills in key areas.

These articles have practical implications for human resource practitioners and professionals involved in the implementation of workforce development projects. Mentoring is an old concept enjoying new fame, but the intrinsic nature of mentoring, such as the need for highly-trusted relationships and confidential meetings means that organizations should tread carefully as they can engage mentees at a deep psychological level.

These articles will be of value to human resource professionals and managers, assisting them to think differently about workplace mentoring and consider how the characteristics of mentoring are interdependent with the broader goals of workforce development.

The purpose of this paper is to examine the factors affecting employees’ overall acceptance, satisfaction and future use of e-learning, specifically exploring the impact that age has on the intended future use of e-learning relative to the other potential predictors.

The project developed an online survey and invited employees of one Australian rail organisation to participate. Questions were structured around the factors that affect acceptance and future use of e-learning. Statistical analysis was used.

The findings from the study suggest that, despite the often espoused stereotype, age is not a significant factor impacting either future use intentions or satisfaction with e-learning. In contrast, three variables were found to be useful predictors of intention for future use of organisational e-learning; low complexity, authenticity and technical support.

The study did not consider other moderating effects related to demographic data other than age, such as educational experience. Further, the case presented is a single organisation and therefore is not necessarily representative of other industries. Future studies should adopt a mixed methods approach.

This study has emphasised that attention needs to be focussed on factors over which organisations have control when adopting and using e-learning. Employee age should not be seen as an obstacle to e-learning implementation, rather attention needs to turn to effective and user-friendly e-learning interventions along with sufficient technology support.

Perceptions within industry and indeed in some literature, suggest that employee age stereotypes still exist in relation to technology uptake. This research has demonstrated that this stereotype is an erroneous assumption and emphasised the importance of other factors.