In the increasingly challenging and dynamic operational and strategic environments in which organisations are required to function, there may be a quite natural temptation to fit the needs of organisational resilience (OR) to the organisation by incoherently using a blend of existing functions and based on variable understanding of those functions. It is preferable to...

With the recent increases in natural hazard events worldwide, and the likelihood that this will worsen still further with anticipated climate changes, the construction industry is increasingly contributing to building resilience within disaster-affected communities. Existing industry expertise, its educational approaches and the related theoretical frameworks, however, all require adjustment if these changing needs are to...

Measuring the things that matter most is only part of the story; real change comes through building a culture that understands how to use this data to manage to outcomes. Five key reasons for managing to outcomes are: to sustain or grow funding, to improve the lives of beneficiaries, to find new ways of addressing...

The Ethnic Communities’ Council of Victoria (ECCV) conducted consultations on strategies to increase culturally diverse employment in local councils across Victoria. The consultations uncovered an intergenerational fissure over the benefits of diversity for Human Resources (HR) managers. A group of HR managers from a range of local government councils including inner urban and outer growth...

The culture of an organisation is a vital element of business competency that must align with its strategic goals, and enhance peoples’ perceptions, feelings and behaviour in adapting to it. Organisational culture may also bring about negative practices such as dishonesty and unethical behaviours. The culture of some construction organisations has been called into question.