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The purpose of this paper is to explore the increasing expectation against two concepts, information and process scepticism. In light of the Centro case judgement, directors’ decisions are held to increasing standards of due care and diligence.

This is a conceptual paper, drawing upon archival material, including statute law, case law, regulatory guidance material and media releases in Australasia. The authors review the statutory duty of care, skill and diligence expected of non-executive directors.

Whether a director has exercised an appropriate level of reasonable care and skill and/or due diligence has been a matter for the courts to decide. Such retrospective analysis leaves directors vulnerable to the uncertainty of whether their individual interpretation of diligence matches up to that of the presiding judge. The authors provide directors with a framework to apply scepticism to information and processes provided by those on whom the directors may rely.

Two concepts are identified: reasonable reliance on others and the business judgement rule. The authors present arguments that challenge us to understand reasonable reliance, judgement and actions of directors in light of processing and information scepticism.

Directors do have a different role to that of auditors; incorporating scepticism can enable directors to fulfil their responsibility towards shareholders. By applying information and process scepticism, directors of companies can reduce the likelihood and magnitude of litigation costs and out-of-court settlements.

This paper provides a framework to apply scepticism to information and processes provided by people on whom the directors may rely.

During the last two decades the public sector has come under increasing pressure to improve performance and demonstrate greater transparency and accountability. This pressure has resulted in public sector organisations facing shifts in ways of operating. Various corporate change strategies have been adopted by different public sector agencies, many of these cloning managerial practices from the private sector. These changes in public sector organisations have enormous significance for regional economic and social development. While there is a growing body of knowledge dealing with the management of corporate change there are still significant gaps in understanding the process. While there is much written on public versus private corporate change, there is little distinguishing between change in different types of public sector organisations. This paper analyses change management processes and seeks to determine whether a hybrid model of “new public management” delivers more favourable outcomes than a model focused on cost reduction and private sector prejudice for the bottom line.

This article presents the results of an exploratory study of wage outcomes in the West Australian public sector. The research aimed to determine the effect of gender segregation on pay bargaining outcomes in a deregulated industrial relations regime. In the first part of the article, public sector employment relations are discussed and analysed. The second part provides a synopsis of the changes in the legislative and industrial relations environment in Western Australia. The final part examines the effect of gender segregation on bargaining outcomes in the Western Australian public sector.

Building information modelling (BIM) is increasingly being adopted during construction projects. Design and construction practices are adjusting to the new system. BIM is intended to support the entire project life-cycle: the design and construction phases, and also facility management (FM). However, BIM-enabled FM remains in its infancy and has not yet reached its full potential. The purpose of this paper is to identify major aspects of BIM in order to derive a fully BIM-enabled FM process.

In total, 207 papers were classified into main and subordinate research areas for quantitative analysis. These findings were then used to conceptualise a BIM-enabled FM framework grounded by innovation diffusion theory for adoption, and for determining the path of future research.

Through an extensive literature review, the paper summarises many benefits and challenges. Major aspects of BIM are identified in order to describe a BIM-enabled FM implementation process grounded by innovation diffusion theory. The major research areas of the proposed framework include: planning and guidelines; value realisation; internal leadership and knowledge; procurement; FM; specific application areas; data capture techniques; data integration; knowledge management; and legal and policy impact. Each element is detailed and is supported by literature. Finally, gaps are highlighted for investigation in future research.

This paper systematically classifies and evaluates the existing research, thus contributing to the achievement of the ultimate vision of BIM-enabled FM. The proposed framework informs facility managers, and the BIM-enabled FM implementation process. Further, the holistic survey identifies gaps in the body of knowledge, revealing avenues for future research.

DUBLIN DID NOT LACK literary talent in 1924. When Francis Stuart, his wife Iseult, and Cecil Salkeld decided to bring out a new periodical devoted to the arts, they found little difficulty collecting material. W. B. Yeats and Joseph Campbell contributed poems, Liam O'Flaherty a short story. Lennox Robinson—dramatist, director of the Abbey Theatre and secretary of the Carnegie United Kingdom Trust's Irish office—was too busy to write anything specially, but offered a story written years previously in New York, ‘The Madonna of Slieve Dun’. The first issue of To‐morrow: a New Irish Monthly (price sixpence) appeared in August. Within six months the Carnegie Trust's Irish Advisory Committee was suspended and Robinson, its secretary, dismissed.