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The COVID-19 pandemic has created a crisis for healthcare systems worldwide. There have been significant challenges to managing public and private health care and related services systems’ capacity to cope with testing, treatment and containment of the virus. Drawing on the foundational research by Frow et al. (2019), the paper explores how adopting a service ecosystem perspective provides insight into the complexity of healthcare systems during times of extreme stress and uncertainty.

A healthcare framework based on a review of the service ecosystem literature is developed, and the COVID-19 crisis in Australia provides an illustrative case.

The study demonstrates how the service ecosystem perspective provides new insight into the dynamics and multilayered nature of a healthcare system during a pandemic. Three propositions are developed that offer directions for future research and managerial applications.

The research provides an understanding of the relevance of managerial flexibility, innovation, learning and knowledge sharing, which offers opportunities leading to greater resilience in the healthcare system. In particular, the research addresses how service providers in the service ecosystem learn from this pandemic to inform future practices.

The service ecosystem perspective for health care offers fresh thinking and an understanding of how a shared worldview, institutional practices and supportive and disruptive factors influence the systems’ overall well-being during a crisis such as COVID-19.

The paper aims to develop a strategic conceptualization and measurement scale of organizational resilience to support researchers examining how small firms prepare and respond deliberately to general disruptions in the operating environment over more extended time frames.

The paper uses a four-step process to develop, present and test (for predictive validity) a scale of strategic organizational resilience for frequent events or those needing long-term responses.

The resulting seven-factor measurement scale of organizational resilience consists of readiness, slack, problem-solving, flexibility, connectedness, adaptiveness and proactiveness.

The literature on organizational resilience explains how organizations recover from rare but catastrophic events by focusing on adaptation principles and short-term survival. The broader conceptualization presented here enables the study of organizational resilience in small-medium size enterprises (SMEs) across more frequent and pervasive events, such as financial crises, industry downturns and other forms of structural change and technological disruption. This is operationalized in a measure that includes new strategic factors associated with forward-planning and more traditional operationally focused elements.

The purpose of this paper is to explore how universities attempt to balance meeting their traditional mission of education, research and community engagement while remaining economically sustainable.

A survey was conducted in 2014 of university executives and found that universities in Australia are rapidly transitioning from public supported institutions to an organizational form much more like social enterprise, with all of the organizational, marketing and ethical ramifications.

Australian universities were found to be focused on maintaining financial viability and that the most significant source of future revenue for Australian universities is perceived to be from international students.

The findings have tremendous public policy and ethical implications – suggesting a shift in the classification of university education from what was generally considered a public good to what is increasingly perceived as a private good in the contemporary market place, with the increasing importance of international students.

Geographic information systems (GIS) are increasingly being used for effective accessibility to spatial data. A GIS comprises much more than the mere storage of data: spatial data of the earth is being manipulated to create new information, perform complex spatial analyses, and generate maps and reports. An automated GIS system consists of an integrated digital database containing information about geographic features (points, lines and areas); the hardware, software and people used in the analysis of the features (geographic coordinate data); and a description of features (attribute data). It also provides the ability to query, manipulate and analyse the data. However, certain problems exist in the way access is gained to geographic data. Currently geographic data sets (e.g. maps) are scattered across South Africa and the world, with no standardised method of accessing them. Data needed by a specific GIS system must be ‘ordered’ or downloaded from a remote site. No centralised index to existing geographic data exists. The results from a specific GIS analysis are not necessarily directly available to others. When downloading and thus duplicating a set of complex data from an external site, with the purpose of further manipulation, the copy gradually becomes less current when compared to the original data set. In this paper it is argued that most of these problems can be addressed effectively by making GIS data and information available via the Internet's World Wide Web. By creating hypertext links between different GIS sites, data sets could be shared between sites: a type of online atlas system with a task‐oriented user interface geared towards map creation and fact extraction could be developed. A number of experimental interfaces between GIS application software and the Web have already been developed: these and other approaches are discussed.

The purpose of this paper is to conceptualise and validate a scale to capture entrepreneurship behaviour at the human resource management (HRM) functional level.

Drawing from the HRM and entrepreneurship literature, this paper first conceptualises and operationalises entrepreneurial behaviour at the human resource (HR) functional level. Second, it uses a multi-phase, systematic scale development procedure to design a two-dimensional scale of entrepreneurial HRM. Finally, the scale is validated by testing its relationship with HRM innovation.

The findings suggest that entrepreneurial behaviour at the HRM functional level is characterised by innovativeness, pro-activeness, risk-taking and consensus-building behaviour. The scale shed new light on the roles of HR professionals.

This paper highlights the need for HR professionals to demonstrate entrepreneurial behaviour in HRM value addition. The scale development process, while providing a detailed understanding of the entrepreneurial behaviour at the HR functional level, will facilitate future research.

This scale provides HR professionals with the means to measure and improve entrepreneurial HRM, leading to higher levels of HRM-based value addition.

This is the first known attempt to capture entrepreneurial behaviour at the HRM functional level.

Unequal workplace gender outcomes continue to motivate research. Using the prism of work-life-(im)balance, the purpose of this paper is to show how identity salience and motivation contribute to a subject position that for many reproduces socially gendered practices of workplaces.

After initial inductive computer-assisted text analysis, the authors innovatively move to deductively analyse data from focus group and semi-structured interviews of 18 female and 19 male Australian managers in the financial and government sectors.

The authors find that a gendered sense of reflexivity is virtually non-existent among the female Australian managers and professionals interviewed in this research. The inductive stage of critical discourse analysis revealed a substantial difference between men and women in two concepts, responsibility, and choice. These form the axes of the typological model to better explain how non-reflexive gendered workplace practices are “performed”.

This empirical research provides a foundation for understanding the role of choice and responsibility in work-home patterns for women.

The absence of a reflexive gender-based understanding of women’s work-home choice is explained in Bourdieusian terms.

By not specifically using a gender lens, the authors have avoided the stereotypical understanding of gendered workplaces.

The purpose of this study was to understand what role undergraduate third- and fourth-year students expect librarians to play in an online learning environment and to determine what information products, training and other services the students expected librarians to embed.

This case study used a convergent parallel mixed methods design. Data were collected from both students and lecturers. An online questionnaire was used to collect mainly quantitative data from the undergraduates while a semi-structured interview schedule was used for in-depth discussions with lecturers.

Contrary to what was expected, engineering students regarded access to an embedded librarian as important. Lecturers prefer that a separate, mandatory module is created and embedded in the learning environment. Product and service expectations were not surprising, but there are gaps to fill when it comes to training needs.

The research sample was small and therefore generalizations are not advisable.

The research holds value to stakeholders involved in the teaching and learning of engineering subjects. Librarians embarking on the process of embedding their services online should also find the results useful.

Users of geographic information systems (GIS) often need immediate access to current data and information for proper analysis of GIS data. In the past, datasets were captured by an organisation to serve specific purposes and were mainly used by specialists within that organisation. The capturing of datasets represents substantial investments for each organisation to maintain specialised GIS databases, and results in exorbitant levels of duplication. The high cost involved in data capturing and the lack of efficient access to existing digital data stress the importance of finding alternatives to enhance GIS data sharing on a national scale. Although this need for data sharing exists, some issues limit the ability to share. However, the advent of the World Wide Web (WWW) provides a breakthrough alternative to data sharing. This paper outlines the limitations of traditional data sharing techniques and proposes a solution to data sharing via the web.

The purpose of this paper is to consider the role of government in fostering entrepreneurial activity and economic development, thereby balancing social and economic objectives.

Case studies on state‐owned enterprises (SOEs) in New Zealand, one of which is examined in detail, are analysed and compared. Triangulated data from interviews, texts, and personal observation were collected and analysed in two separate phases, examining effective pathways for social enterprise in the public sector and related themes.

Findings suggest the role of government is not limited to policy‐making. Examination of activity which aims to balance social and economic objectives identifies several factors which have contributed to successful and entrepreneurial operations within SOEs.

Although limited to a single case, this paper reveals the nature and importance of entrepreneurial activity within government organisations.

Deregulation as an alternative to privatisation is examined and evaluated.

Evidence is provided to support entrepreneurship within the public sector as a strong foundation for balancing both social and economic objectives.