Publications
Books and Book Chapters
Anu Puusa and Tim Mazzarol
Co-operative innovations
In P. Eriksson, Montonen, T., Laine, P-M., and Hannula, A. Elgar Encyclopedia of Innovation Management, (pp. 74-78), (2025). Cheltenham, Glos, UK., and Northampton, MA, USA, Edward Elgar Publishing.
The co-operative has provided an innovative and effective business model for addressing economic and social problems for centuries. However, it has been ignored and marginalized by mainstream economics and management theories. It is relevant to increase the level of understanding about the co-operative business model and its potential to deliver innovation. Co-operatives provide a middle path alternative to mainstream neoliberal or socialist business models; not replacing them but offering an alternative. In other words, cooperatives provide an innovative solution to the capitalistic dilemma.
Tim Mazzarol
Co-operative and Mutual Enterprises Research: A Comprehensive Overview
(2024) Routledge Advances in Management and Business Studies, Milton Park, Abington, Oxon and New York.
ISBN: 9781032053479.
This book provides an expert overview of contemporary research in this important field. Governments around the world have encouraged the development of Co-operative and mutual enterprises (CMEs), yet relatively little attention has been given to them within the mainstream business and economics research literature. In this book, the author summarises the origins, impacts, and structure of the research field. The book focuses on the CME business model and is structured around a conceptual framework for research into CMEs. It explores the historical evolution of the CME research field and presents a systematic review of the literature. This book critically analyses the state of knowledge in the field of CMEs which delivers a concise and valuable guide for scholars and students in the fields of business and management around the world.
Peter Malone, Tim Mazzarol and Sophie Reboud
The Entrepreneurial Innovation Value Model and the importance of entrepreneurial leadership, knowledge, and learning, in commercialisation
In N. Pfeffermann, & M. Schaller (Eds). (2023). New Leadership Communication - Inspire Your Horizon, (pp. 273-300), Cham, Springer.
This chapter reviews the Entrepreneurial Innovation Value (EIV) model, a framework for analysing how innovative small firms commercialise their products. The EIV model highlights both 'hard' and 'soft' systems, with emphasis on the firm's Capabilities Architecture_—including knowledge management, organisational learning, open innovation, managerial competence, entrepreneurial cognition, entrepreneurial orientation, social capital, and networks. The case study focuses on how these elements, particularly managerial competence, entrepreneurial cognition, social capital, and networking, influence successful commercialisation.
Tim Mazzarol, Sophie Reboud, Delwyn Clark, Monique Moore, Peter Malone and Geoffrey N. Soutar
Commercialisation and Innovative Strategy in Small Firms: Learning to Manage Uncertainty
(2022) Springer-Nature, Singapore, New York. ISBN: 978-981-19-2651-8.
The book uses case studies to analyse the relationship between entrepreneurial decision- making and commercialisation, and investigates how and why NPD and commercialisation decisions are made, which offers valuable insights from both a theoretical and applied perspective.
Tim Mazzarol
Co-operative and Mutual Enterprises as a Business Model Innovation
In COOP Dialogue Issue 2 Future proofing Cooperatives through innovation. (2022). (pp. 5-10). www.ica.coop, International Cooperative Alliance.
This article examines the nature of cooperative and mutual enterprises (CMEs) as an example of business model innovation. It overviews the historical evolution of the CME business model and its adoption of both economic and social innovation practices to achieve its strategic purpose. Historically, the resilience and sustainability of the CME business model have been shaped by its ability to respond to member needs through the application of economic and social innovation.
Tim Mazzarol
Future Research Opportunities: A Systematic Literature Review and Recommendations for Further Research into Minority Entrepreneurship
In T. Cooney (Ed). (2021). The Palgrave Handbook of Minority Entrepreneurship. (pp. 503-563). Switzerland AG, Palgrave Macmillan, Springer Nature.
This chapter uses a systematic literature review to trace the development of minority entrepreneurship research from the 1940s to the early 2020s. It identifies leading authors, key publications, main research areas, methods, and findings. Although now multidisciplinary, the field faces fragmentation and issues with definition, methodology, and focus. The chapter discusses future research directions and concludes that the area holds significant potential for further study.
Peter Malone, Tim Mazzarol and Sophie Reboud
Skin Elements Ltd - The Importance of Knowledge Management in Commercialisation
In N. Pfeffermann (Ed). (2020). New Leadership in Strategy and Communication: Shifting Perspective on Innovation, Leadership, and System Design. (pp. 299-328). Singapore, Springer-Nature.
This chapter analyses the success of Skin Elements Ltd., a biotech start-up that developed and commercialised a new skincare technology worldwide. It focuses on how knowledge management shaped their innovation strategy, highlighting the roles of open innovation, absorptive capacity, and entrepreneurial operations management in the commercialisation process. The chapter starts with a case overview, introduces key concepts, integrates academic literature, and concludes with lessons for research, policy, and practice. Insights are based on the lead author’s first-hand experience from the company’s first 12 years.
Tim Mazzarol and Sophie Reboud
Entrepreneurship and Innovation: Theory, Practice and Context, Fourth Edition
(2020) Springer-Nature, Singapore, New York. ISBN: 978-981-13-9412-6.
As entrepreneurship and innovation are largely indivisible elements and cannot be adequately understood if studied separately, the book provides the reader with an overview of these elements and how they combine to create new value in the market. This edition is updated with recent international research, including research and examples from Europe, the US, and the Asia-Pacific region.
Tim Mazzarol and Sophie Reboud
Workbook for Entrepreneurship and Innovation: Theory, Practice and Context, Fourth Edition
(2020) Springer-Nature, Singapore, New York. ISBN: 978-981-13-9416-4.
This book provides a foundation of ideas and understandings designed to shape the reader’s thinking and behaviour to better appreciate the role of innovation and entrepreneurship in modern economies, and to recognise their own abilities in this regard. The book is aimed at students studying advanced levels of entrepreneurship, innovation and related fields as well as practitioners (for example, managers, business owners).
Tim Mazzarol and Sophie Reboud
Small Business Management: Theory and Practice, Fourth Edition
(2020) Springer-Nature, Singapore, New York. ISBN: 978-981-13-9509-3.
This textbook familiarises students with the theory and practice of small business management and challenges assumptions that may be held about the way small business management can or should adopt the management practices of larger firms.
Tim Mazzarol and Sophie Reboud
Workbook for Small Business Management: Theory and Practice, Fourth Edition
(2020) Springer-Nature, Singapore, New York. ISBN: 978-981-13-9513-0.
This textbook familiarises students with the theory and practice of small business management and challenges assumptions that may be held about the way small business management can or should adopt the management practices of larger firms.
Tim Mazzarol, Delwyn Clark and Sophie Reboud
Economic Gardening: What it is and what it does for the generation of jobs and economic growth
In M. P. Miles, Battisti, M., Lau, A., & Terziovski, M. (Eds). (2018). Economic Gardening Entrepreneurship, Innovation and Small Business Ecosystems in Regional, Rural and International Development. (pp. 1-33). Prahran VIC Australia, Tilde Publishing and Distribution.
In this chapter, we examine the nature of EG and how it offers a tool for policy makers seeking to foster economic growth and employment creation. First, we discuss the historical origins, nature and context of EG as an economic development strategy. Next, we examine the underlying nature of EG and then briefly compare EG with other approaches to economic growth including national innovation systems and entrepreneurial ecosystems. In the conclusion, we provide a series of implications for further research, policy and practice.
Tim Mazzarol, Peter Malone and Sophie Reboud
Scanalyse - A Case Study of the Role of Social Capital, Strategic Networking, and Word of Mouth Communication in the Diffusion of an Innovation
In N. Pfeffermann, and Gould, J. (Eds). (2017). Strategy and Communication for Innovation: Integrative Perspectives on Innovation in the Digital Economy, Third Edition. (pp. 147-174). Switzerland, Springer-Nature.
In this chapter, we examine the nature of EG and how it offers a tool for policy makers seeking to foster economic growth and employment creation. First, we discuss the historical origins, nature and context of EG as an economic development strategy. Next, we examine the underlying nature of EG and then briefly compare EG with other approaches to economic growth including national innovation systems and entrepreneurial ecosystems. In the conclusion, we provide a series of implications for further research, policy and practice.
Sophie Reboud and Tim Mazzarol
Low-Tech Entrepreneurship.
In E G. Carayannis (Ed). (2017). Encyclopedia of Creativity, Invention, Innovation, and Entrepreneurship. (pp. 1-8). Springer Science + Business Media LLC.
Research highlights key differences in innovation between low and high R&D firms. Small firms, operating with fewer resources, tend to use informal approaches, leverage personal networks, and seek peer advice—especially in low- and mid-tech sectors. Innovation can occur throughout the value chain and often involves collaboration, which is particularly relevant for smaller enterprises. SMEs commonly encounter resource constraints and limited marketing or management systems, making innovation and commercialisation more challenging. Nonetheless, evidence shows that small firms can innovate successfully despite these limitations.
Tim Mazzarol and Sophie Reboud
Small Business Management, Third Edition
(2017) Melbourne, Tilde University Press. ISBN: 978-0734612243.
The aim of this text is to familiarize students with the theory and practice of small business management and challenge assumptions that may be held about the way small business management can or should adopt the management practices of larger firms.
Tim Mazzarol and Sophie Reboud
Entrepreneurship and Innovation, Third Edition
(2017) Melbourne, Tilde University Press. ISBN: 978-0734612250.
Entrepreneurship and Innovation: Third Edition provides an overview of the theory, practice and context of entrepreneurship and innovation at both the industry and firm level. It provides students with a foundation of ideas and understandings designed to shape their thinking and behaviour so as to appreciate the role of innovation and entrepreneurship in modern economies, and to recognise their own abilities in this regard.
Tim Mazzarol and Sophie Reboud
Planning and Building a Small Business
(2017) Melbourne, Tilde University Press. ISBN: 978-0734622112.
The aim of this book is to familiarise students with the theory and practice of small business management. For those interested in establishing and managing their own small firm, this book will help the reader better understand the challenges and rewards of being a small business owner-manager. In addition, Planning and Building a Small Business will prove useful to small business owner-managers as a general guide on how they might better manage their operations.
Tim Mazzarol and Sophie Reboud
Running and Growing a Small Business
(2017) Melbourne, Tilde University Press. ISBN: 978-0734622129.
The aim of this book is to familiarise students with the theory and practice of small business management, including financial management and growth strategies. For those interested in growing their own small firm, this book will help the reader better understand the challenges and rewards of being a small business owner-manager. In addition, Running and Growing a Small Business will prove useful to small business owner-managers as a general guide on how they might manage their opportunites.
Tim Mazzarol, Martina Battisti and Delwyn Clark
The role of universities as catalysts within entrepreneurial ecosystems
In D. Clark, T. McKeown and M. Battisti (Eds.). (2016). Rhetoric and Reality: Building Vibrant and Sustainable Entrepreneurial Ecosystems. (pp. 36-68). Melbourne, Tilde Publishing.
Universities are vital to the entrepreneurial ecosystem by educating graduates, supporting innovation, and conducting entrepreneurship-focused research. This chapter reviews current approaches to entrepreneurship education, examines universities' roles in knowledge creation—especially through empirical evaluation—and outlines the processes of commercialising innovations and improving industry partnerships. A case study of the University of Waterloo illustrates university impact within a regional ecosystem. The chapter concludes with recommendations for future research, policy, and practice.
Shane Baker and Tim Mazzarol
Australia’s hidden giants – the Aussie ‘Mittelstand’
In D. Clark, T. McKeown and M. Battisti (Eds.). (2016). Rhetoric and Reality: Building Vibrant and Sustainable Entrepreneurial Ecosystems. (pp. 36-68). Melbourne, Tilde Publishing.
This chapter outlines the role of manufacturing in the national economy and explores how the Mittelstand is defined in academic literature. It notes that "Mittelstand" remains a widely used but poorly defined concept, posing challenges for researchers and policymakers. The chapter investigates how these firms might be identified and examines if Australian manufacturers adopting the Mittelstand model outperform others. It proposes a framework for defining an Australian Mittelstand, discusses classification methods for research and policy, presents examples, and concludes with implications for future study and practice.
Tim Mazzarol, Sophie Reboud and Delwyn Clark
The use of information and communications technologies by SMEs
In T. Mazzarol., B. Kotey, D. Clark, T. McKeown and M. Battisti (Eds). (2015). SMEs in the Digital Economy: Surviving the digital revolution. (pp. 60-84). Melbourne, Tilde University Press.
This chapter draws on a qualitative study comprising interviews of 289 small business owner managers across 30 different industry sectors. It follows the structure for case study research design outlined by Eisenhardt (1989) commencing with the factors leading to the study, then moving onto the case selection process, design of case study protocols and data collection instruments, data coding and analysis development of research propositions and the enfolding of the literature, before reaching conclusions and implications for research, education, policy and practice.
Tim Mazzarol
Why Study Entrepreneurship? A Difficult Question to Answer
in Vaidya K. (Editor), (2015). Entrepreneurship for the Curious, The Curious Academic Publishing, Chapter 2. ISBN: 978-1-925128-12-3.
Although entrepreneurship has now become an established field of academic teaching and research, there are many issues associated with how it should be taught, and whether formal courses will actually benefit entrepreneurs. This chapter examines a series of questions that relate to the study of entrepreneurship and is value to the student and future entrepreneur.
Tim Mazzarol, Sophie Reboud, Elena Mamouni Limnios, and Delwyn Clark (eds)
Research Handbook on Sustainable Co-operative Enterprise: Case Studies of Organisational Resilience in the Co-operative Business Model
(2014) Edward Elgar Publishing, Cheltenham, UK, Northampton, USA. ISBN: 9780857937773.
Co-operatives are found in all industry sectors and almost all countries around the world. However, despite their significant economic and social contributions, the academic literature has largely ignored these important businesses. This book is a detailed examination of the co-operative enterprise business model and the factors that help to enhance its sustainability and resilience, as well as those forces that lead to its destruction.
Elena Mamouni Limnios, Tim Mazzarol and Geoffrey N. Soutar
Pacemaker co-operatives across primary industries: what drives organisational resiliance?
In T. Mazzarol, S. Reboud, E. Mamouni Limnios, and D. Clark (Eds). (2014). Research Handbook on Sustainable Co-operative Enterprise: Case Studies of Organisational Resilience. in the Co-operative Business Model. (pp. 160-178). Cheltenham Glos UK; Northampton, MA USA, Edward Elgar Publishing.
This chapter analyses pacemaker co-operatives through the examples of two Australian organisations: Murray Goulburn Co-operative Co Limited (MG), the nation's second largest co-operative and Victoria's sole dairy co-op, and Geraldton Fishermen’s Co-operative Ltd (GFC), Western Australia's only fishermen’s co-op. Although they differ in industry and structure, both share similarities in member value, business model, strengths, and challenges. The findings aim to define resilient pacemaker co-operatives, outline their challenges, and explore effective management and organisational strategies to address them.
Elena Mamouni Limnios and Tim Mazzarol
Losing sight of purpose - the United Farmers Co-operative Company
In T. Mazzarol, S. Reboud, E. Mamouni Limnios, and D. Clark (Eds). (2014). Research Handbook on Sustainable Co-operative Enterprise: Case Studies of Organisational Resilience. in the Co-operative Business Model. (pp. 160-178). Cheltenham Glos UK; Northampton, MA USA, Edward Elgar Publishing.
This chapter examines the factors behind UFCC's demise, considering its business model, governance, and market environment. The analysis draws on interviews with former board members and managers, alongside secondary data from reports and company documents. Findings are evaluated in relation to literature on business models, life cycle theory, co-operative research, and governance practices. The chapter concludes with key lessons for other co-operatives and their leaders.
Tim Mazzarol, Elena Mamouni Limnios and Richard Simmons
To be or not to be a co-operative? The case of Australia's grain co-operatives CBH and ABB Grain
In T. Mazzarol, S. Reboud, E. Mamouni Limnios, and D. Clark (Eds). (2014). Research Handbook on Sustainable Co-operative Enterprise: Case Studies of Organisational Resilience in the Co-operative Business Model. (pp. 113-139). Cheltenham Glos UK; Northampton, MA USA, Edward Elgar Publishing.
This chapter first outlines the two case study firms and the research methodology. It briefly reviews the history of Australia's bulk grains industry before analysing each co-operative across five stages of the ‘co-operative life cycle’ framework. The discussion then compares the co-operatives using ‘systems’, ‘enterprise’, and ‘member’ levels from the conceptual model. The chapter concludes with key findings and recommendations for future research and practice.
Tim Mazzarol, Richard Simmons, and Elena Mamouni Limnios
A conceptual framework for research into co-operative enterprise.
In T. Mazzarol, S. Reboud, E. Mamouni Limnios, and D. Clark (Eds). (2014). Research Handbook on Sustainable Co-operative Enterprise: Case Studies of Organisational Resilience in the Co-operative Business Model. (pp. 27-66). Cheltenham Glos UK; Northampton, MA USA, Edward Elgar Publishing.
This chapter presents a framework for analysing co-operative business models. Although the concept of a business model dates back to the 1950s, it gained academic attention in the 1990s. Here, we apply business model theory to co-operatives, highlighting their differences from investor-owned firms and identifying what makes them unique. The chapter also offers a practical framework for researchers and managers to optimise resource configuration in co-operatives, using business model analysis as a tool for strategic planning.
Tim Mazzarol, Delwyn Clark, Newell (Sandy) Gough, Philip Olson and Sophie Reboud
Co-operatives in the fourth sector: the role of member-owned businesses in the global economy
(2013) Tilde Publishing and Distribution, Prahan, VIC. (2013) ISBN: 978-0-7346-11840.
Co-operatives in the Fourth Sector: The Role of Member-Owned Businesses in the Global Economy contributes to the development of a better understanding of co-operative and mutual business, and how the member-focused nature of co-operatives is the fundamental driver of their success. Part I of this book contains four chapters that deal with the governance and financing of co-operatives. Part II includes two international cases that explore the significance of delivering member value to ensure co-operative sustainability. Part III, then, contains three chapters that examine the potential contribution of co-operatives in developing economies. Drawn from the research of a cross-section of international scholars, this work was a collaborative project between The University of Western Australia and Co-operatives WA.
Tim Mazzarol
The role of social-capital, strategic networking and word of mouth communication in the commercialisation of innovation
In N. Pfeffermann, Minshall, T., and Mortara, L. (Eds). (2013). Strategy and Communication for Innovations, Second Edition. (pp. 173-193). Berlin, Springer.
Commercialisation marks the final stage of innovation management and is both a social and economic process. Social capital—though vague and often overlooked in mainstream literature—plays a vital role in success, as does word of mouth (WOM) communication that spreads information about new products or services. This chapter explores how social capital and WOM influence commercialisation, highlighting their underappreciated impact.
Tim Mazzarol and Elena Mamouni Limnios (eds)
Co-operatives in the fourth sector: the role of member-owned businesses in the global economy
(2013) Tilde Publishing and Distribution, Prahan, VIC. (2013) ISBN: 978-0-7346-11840.
Co-operatives in the Fourth Sector: The Role of Member-Owned Businesses in the Global Economy contributes to the development of a better understanding of co-operative and mutual business, and how the member-focused nature of co-operatives is the fundamental driver of their success. Part I of this book contains four chapters that deal with the governance and financing of co-operatives. Part II includes two international cases that explore the significance of delivering member value to ensure co-operative sustainability. Part III, then, contains three chapters that examine the potential contribution of co-operatives in developing economies. Drawn from the research of a cross-section of international scholars, this work was a collaborative project between The University of Western Australia and Co-operatives WA.
Tim Mazzarol and Sophie Reboud
Small Business Management, Second Edition
(2012) Melbourne, Tilde University Press. ISBN: 978-0734611062.
The aim of this text is to familiarize students with the theory and practice of small business management and challenge assumptions that may be held about the way small business management can or should adopt the management practices of larger firms. For students interested in establishing and managing their own small firm, this book should help them to focus their thinking on the realities of life as a small business owner-manager both its challenges and its rewards.
Tim Mazzarol, Elena Mamouni Limnios, Sophie Reboud and Delwyn Clark
Chapter 5: The Experience of Australia and New Zealand
In B.-M. Boyer, (Ed). (2012). Des Lois Sur Les Coopératives De Cinq Continents, Mais une même réalité: L’Humanisation De Notre Monde. (pp. 50-59). Quebec Sommet 2012, International Des Cooperatives.
This chapter highlights the impact of legislative frameworks on the structure of co-operative enterprises in Australia and New Zealand. It looks at how these laws influence their ability to compete and survive in the longer term. The chapter overviews the legislation regulating co-operatives in Australia and New Zealand, drawing upon case examples from both countries to illustrate the challenges and opportunities facing their co-operative sectors.
Tim Mazzarol and Sophie Reboud (eds)
Strategic Innovation in Small Firms: An International Analysis of Innovation and Strategic Decision Making in Small to Medium Sized Enterprises
(2011) Cheltenham, UK. Northampton, MA USA, Edward Elgar Publishing. ISBN: 9781845429058.
Strategic Innovation in Small Firms investigates how small businesses commercialize innovations across various industries in nine OECD countries. Using data from 567 cases, the book analyses managers' views on national innovation systems and firm-level practices. The study finds that factors like size, R&D intensity, and project type differentiate firms more than country or industry. While formal processes are important for radical innovations, most small firms lack such structures. This work is valuable for researchers, policymakers, entrepreneurs, and small business owners interested in innovation management in SMEs.
Tim Mazzarol
The Role of Word of Mouth in the Diffusion of Innovation
In M. H. Hulsman, and Pfeffermann, N. (Eds). (2011). Strategies and Communications for Innovations: An Integrated Management view for Companies and Networks. (pp. 117-132). Berlin, Springer-Verlag.
This chapter explores how word of mouth (WOM) communication influences the diffusion of innovation. It examines the role of third-party voices in the diffusion of innovation and the decision-making process. Additionally, the chapter examines commercialisation, marketing and the role of WOM.
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Luca Casali and Tim Mazzarol
Unpacking the Entrepreneurial Process: A Step-by-Step Guide to a Successful Venture in the Entertainment Industry
(2011) Prahran, Vic., Tilde Publishing. ISBN: 978-0-7346-0803-1.
Unpacking the Entrepreneurial Process: A Step-by-Step Guide to a Successful Venture in the Entertainment Industry introduces a step-by-step guide to either students, entrepreneurs and intrapreneurs to fully understand the necessary steps to both unleash their entrepreneurial capabilities and to foster the development of new ones.
Tim Mazzarol
Entrepreneurship and Innovation: A Manager's PerspectiveSmall Business Management, Second Edition
(2010) Melbourne, Tilde University Press. ISBN: 978-0734611062.
The aim of this text is to provide an overview of the theory, practice and context of entrepreneurship and innovation at both the industry and firm level. It will provide students with a foundation of ideas and understandings that are designed to shape their thinking and behavior so as to appreciate the role of innovation and entrepreneurship in modern economies, and to recognize their own abilities in this regard.
Tim Mazzarol and Sophie Reboud
The Strategy of Small Firms: Strategic Management and Innovation in the Small Firm
(2009) Cheltenham, UK; Northampton, MA; , Edward Elgar. ISBN: 978-1843764175.
Throughout the book, the authors offer a conceptual framework supported by original case study data to explain how and why a small firm should approach strategic planning, the forces influencing the planning process, and the nexus between innovation and planning.
Tim Mazzarol
Different Strokes for Different Folks: Stimulating Entrepreneurship in Regional Communities
In L.-P. Dana, & Anderson, R.B. (Eds). (2007). International Handbook of Research on Indigenous Entrepreneurship. (pp. 494-507). Cheltenham-New York, Edward Elgar Publishing.
This chapter examines the differences between Australian indigenous and non-indigenous communities’ attitudes towards the barriers and triggers to new venture creation. The findings suggest that significant differences exist between these communities in how they perceive the importance of various triggers and barriers.
Duncan Ord and Tim Mazzarol
Unlocking the Economic Potential of an Australian Indigenous Community
In L.-P. Dana, & Anderson, R.B. (Eds). (2007). International Handbook of Research on Indigenous Entrepreneurship. (pp. 508-525). Cheltenham-New York, Edward Elgar Publishing.
his chapter examines the economic potential of the Noongar people of South Western Australia, the traditional owners and custodians of the lands. It describes the economic impact of the Noongar community generated from their private and community owned businesses. The findings suggest that the economic value of the Noongar community is significant, but it remains trapped in a welfare paradigm when a pragmatic economic approach is required.
Tim Mazzarol
Managing the Global Operation
In L. Lloyd-Reason, & Sear, L. (Eds). (2007). Trading Places: SMEs in the Global Economy - Critical Research Handbook. (pp. 132-153). Cheltenham UK, Northampton, MA, USA., Edward Elgar Publishing Ltd.
This chapter provides an overview of the contributions of small firms to the global economy, referencing studies from the OECD and APEC. It reviews literature on how small firms manage international markets and uses evidence from Australian high technology small firms to demonstrate management practices in international operations. The chapter examines factors associated with effective global operations for small firms, focusing on the role of senior management, their commitment to international activities, and their capacity to build strong relationships with major customers and suppliers.
Tim Mazzarol and Geoffrey N. Soutar
The Global Market for Higher Education: Sustainable Competitive Strategies for the New Millennium
(2001) Cheltenham UK, Northampton, MA, USA, Edward Elgar. ISBN: 978 1 84064 329 9.
The authors of The Global Market for Higher Education discuss this industry from a strategic and services marketing perspective and suggest a model to explain how to obtain and maintain a competitive advantage. The book draws on more than ten years of research with students and educational institutions in a number of countries, using both secondary and primary data to develop the model. The results presented suggest that an institution’s internal resources are key determinants of its appropriate strategy. The authors also suggest that decision makers and education marketers take account of the appropriate market literature when developing international plans and considering new international markets.
Lawson Savery and Tim Mazzarol
Intrapreneuring - An HRM Success Strategy for the next Millennium
In T. Travaglione, and V. Marshall (Eds). Human Resource Strategies: An Applied Approach. (pp. 159-180). Sydney, McGraw-Hill.
This chapter examines the role of intrapreneuring as a successful HRM strategy within the large organisation. The need to become more competitive, more responsive to external environmental turbulence and leaner and more efficient has driven many large organisations to downsize. This chapter discusses the use of intrapreneuring as a potential strategy to create the benefits of a small, efficient organisation within a larger one.
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Tim Mazzarol and Geoffrey N. Soutar
Educating the Sleeping Giant: China's Demand for International Education and Social and Policy Implications for Australia
In J. Chai and C. Tisdell (Eds.) China and the Asian Pacific Economy, Economics Conference Monograph No.3, (pp. 288-310), University of Queensland, Brisbane, ISBN 0-86776-725-1.
This book examines the emergence of China as a major market for international education services. It overviews the growth in demand for education at a variety of levels, and discusses the impact of the "China bubble" that took place in the initial years of Australia's entry into the recruitment of students in the English Language Intensive Courses for Overseas Students (ELICOS).
Case Studies and Discussion Papers
Tim Mazzarol
Australia's Leading CMEs in 2026
CEMI Discussion Paper Series DP 2601, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that maps the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 1,810 active CMEs of which 79.5% were co-operatives, 17% mutual enterprises, 2.2% were friendly societies and 1.3% were member-owned superannuation funds. These firms had a combined active membership base of more than 37.79 million memberships1, managed over $2,084.9 billion in assets, and employed at least 94,961 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members.
Bruce Baskerville, Tim Mazzarol and Amber van Aurich
The Co-operative Federation of WA & Wesfarmers Ltd. - Co-operatives Helping Co-operatives
CEMI-CERU Case Study Research Report (2026) CSR-2603
The history of the modern co-operatives sector of Western Australia (WA) was profoundly shaped by two significant organisations, the Westralian Farmers’ Co-operative Ltd. (Wesfarmers), and The Co-operative Federation of Western Australia Inc. (Co-ops WA). Both were established during the early years of the twentieth century, and both had their antecedents in the evolution of the co-operative movement within WA, which emerged during the second half of the nineteenth century.
Tim Mazzarol, Amber van Aurich and Bruce Baskerville
Capricon Society Ltd. - Driving Members to Thrive since 1974
CEMI-CERU Case Study Research Report (2026) CSR-2601
The history of the modern co-operatives sector of Western Australia (WA) was profoundly shaped by two significant organisations, the Westralian Farmers’ Co-operative Ltd. (Wesfarmers), and The Co-operative Federation of Western Australia Inc. (Co-ops WA). Both were established during the early years of the twentieth century, and both had their antecedents in the evolution of the co-operative movement within WA, which emerged during the second half of the nineteenth century.
Tim Mazzarol
Australia's Leading CMEs in 2025
CEMI Discussion Paper Series DP 2501, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that maps the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 1,834 active CMEs of which 79.8% were co-operatives, 16.7% mutual enterprises, 2.1% were friendly societies and 1.4% were member-owned superannuation funds. These firms had a combined active membership base of more than 37.32 million memberships1, managed over $1,846.5 billion in assets, and employed at least 94,421 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members.
Tim Mazzarol
Bank Australia - Australia's first Mutual Bank
CEMI-CERU Case Study Research Report (2025) CSR-2507
The Australian financial services sector includes various banks and credit unions, excluding health insurance and superannuation firms. Bank Australia, originally founded as the CSIRO Co-operative Credit Society in 1957, has evolved through several mergers and name changes. It became Australia’s first mutual bank in 2011 and has since expanded through partnerships and further mergers, including with Intech Credit Union and Talka Ltd. In 2024, it pursued a merger with Qudos Bank, reinforcing its commitment to customer-owned banking and the mutual business model.
Amber van Aurich, Bruce Baskerville and Tim Mazzarol
Galactic Co-operative Ltd. - Working for a Scientific Solution since 2017
CEMI-CERU Case Study Research Report (2025) CSR-2504
Galactic Co-operative (WA) Ltd is currently the only worker co-operative in Western Australia (WA) and one of a few in the history of worker co-operatives in the state. Founded in 2017 by Andrea Biondo, Galactic Co-operative provides ‘technical expertise, servicing and sustainability consulting across multiple industries’ at a national level. The Co-operative trades under thetradename Galactic Scientific, emphasising a local mindset while providing expertise, training, maintenance and repair services for scientific equipment in laboratories as well as the broadcast and telecommunication industries (Galactic, 2024b). As a part of its Galactic Sustainability branch, the Co-operative provides sustainability expertise, including on issues of avoiding landfill and reducing greenhouse gas emissions.
Tim Mazzarol, Joanne Sneddon, Andrea Gaynor and Amber van Aurich
From Orchards to Outlets: Mount Barker Co-operative Ltd. - Serving a changing region since 1918
CEMI-CERU Case Study Research Report (2025) CSR-2503
Established in 1918, the Mount Barker Co-operative Ltd. (MBC) services the needs of the Shire of Plantagenet and its surrounding areas. The Mount Barker Co-operative Ltd began as a packing and distributing enterprise and evolved over the years, meeting the various needs of members and the Mount Barker community to become a consumer co-operative, purchasing products and services for its members. Within the Shire of Plantagenet, the Co-operative, located in the town of Mount Barker, manages the brands IGA, Mitre 10, Elders, Cellarbrations, and Mount Barker fuel services.
Tim Mazzarol, Amber van Aurich and Bruce Baskerville
Quairading Farmers’ Co-operative Co. Ltd. – Cornerstone of our community
CEMI-CERU Case Study Research Report (2025) CSR-2502
Established in 1916, the Quairading Farmers' Co-operative Company Ltd. (QFCC) currently operates the town’s local supermarket, Quairading Co-op Foodworks, plus additional retail and commercial spaces in the town. The supermarket is located at 29-37 Heal Street, Quairading. In addition, the QFCC owns and leases two retail sites within the Heal Street location, which house the Quairading Pharmacy, and The Makers’ Keep gift shop. However, the latter site is being renovated to transform it into a coffee shop. A further commercial site at 34-38 Avon Street, Quairading is owned by QFCC and was leased to Hutton and Northey Sales, a farm machinery agency, spare parts and servicing business with multiple locations across the Wheatbelt. Another retail space located at 29-37 Heal Street, Quairading, was available for lease at time of writing. The Co-operative provides employment, services, and essential goods to the Shire of Quairading and has proudly served its community for 108 years.
Tim Mazzarol, Amber van Aurich and Bruce Baskerville
York and District Co-operative Ltd. - Proudly serving the community since 1917
CEMI-CERU Case Study Research Report (2025) CSR-2501
Established in 1917, the York and District Co-operative Ltd. currently operates supermarket, hardware, building and garden supplies businesses at two sites within the town. It owns four sites containing these and other buildings. Known as The Co-op York, it is a consumer co-operative located in the picturesque historic town of York, Western Australia (WA). With a combined annual turnover of more than $15 million, The Co-op York, employs about 74 people and provides valuable services to the local population of 3,459 living in the Shire of York, plus the many thousands of tourists who visit the historic town each year.
Tim Mazzarol
Australia's Leading CMEs in 2024
CEMI Discussion Paper Series DP 2401, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that maps the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 1,819 active CMEs of which 80.6% were co-operatives, 15.8% mutual enterprises, 2% were friendly societies and 1.5% were member-owned superannuation funds. These firms had a combined active membership base of more than 34.8 million memberships1, managed over $164.3 billion in assets, and employed at least 89,046 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members.
Tim Mazzarol, Amber van Aurich and Bruce Baskerville
Co-operative Bulk Handling Ltd. - Handling the Future and Growing Together, 1933-2024
CEMI-CERU Case Study Research Report (2024) CSR-2401
Established in 1933, CBH is at its core an organisation for the bulk handling of grain. It has been a non-distributing co-operative since 1970, CBH sets fees at a level that allows it to earn enough to cover operating costs and capital requirements on an average sized crop, through the cycle. It does not seek to over recover fees from growers but in larger years when a surplus is made, they can rebate this to members if they wish.. In 2023, CBH turned over $6.23 billion and had assets worth $4.38 billion. Since 2 December 2012 CBH has been registered with the Australian Charities and Not-for-profits Commission (ACNC) where its purpose is stated as, “Promotion of the grain growing industry of Western Australia”.
Tim Mazzarol
Australia's Leading CMEs in 2023
CEMI Discussion Paper Series DP 2301, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that maps the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 1,848 active CMEs of which 81% were co-operatives, 16% mutual enterprises, 2% were friendly societies and 1.5% were member-owned superannuation funds. These firms had a combined active membership base of more than 33.3 million memberships1, managed over $1,469 billion in assets, and employed at least 76,806 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members.
Bruce Baskerville, Tim Mazzarol and Amber van Aurich
Perth Building Society - By Their Own United Efforts, 1862-1987
CEMI-CERU Case Study Research Report (2023) CSR-2302
Founded in 1862, the Perth Benefit Building, Investment and Loan Society, later known as the Perth Building Society (PBS), was the first building society established in Western Australia (WA). The PBS was initially based on the British model of a building society, but subsequently evolved and adapted its operations to suit the local environment. A successful business, PBS operated for the next 124 years until, in 1987, it demutualised into an investor-owned firm (IOF), Challenge Bank.
Tim Mazzarol
HunterNet Co-operative Ltd - The Power of Many
CEMI-CERU Case Study Research Report (2023) CSR-2301
Founded in 1992, the HunterNet Co-operative Ltd., is a non-distributing, multi-stakeholder co-operative headquartered in Newcastle, New South Wales (NSW). In 2022, HunterNet had a membership of 130 organisations of various sizes, employed around 12 full-time staff, and reported an annual turnover of just over $2 million. HunterNet is focused on assisting local businesses within the Newcastle and Hunter Region to sustain and grow through collaboration, networking, knowledge exchange, and innovation. Most of its members are small to medium enterprises (SMEs), engaged in manufacturing, engineering, specialist advisory and consulting services. Their focus is within the domestic and international defence, energy, and resources industries, as well as emerging industries in environmental sustainability.
Tim Mazzarol
Australia's Leading CMEs in 2022
CEMI Discussion Paper Series DP 2201, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that maps the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 1,832 active CMEs of which 80% were co-operatives, 16% mutual enterprises, 2.1% were friendly societies and 1.9% were member-owned superannuation funds. These firms had a combined active membership base of more than 31.7 million memberships1, generated over $202.9 billion in revenue, managed over $1,282 billion in assets, and employed at least 73,069 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members. The report outlines these contributions and offers a case study of a selected CME to illustrate them.
Bruce Baskerville, Tim Mazzarol and Amber van Aurich
The Royal Automobile Club of Western Australia - A Driving Force for a better WA, 1905-2020
CEMI-CERU Case Study Research Report (2022) CSR-2203
The Automobile Club of Western Australia (ACWA) was established in 1905 and consciously sought to emulate the British example of the Automobile Club of Great Britain and Ireland, which in 1907 became the Royal Automobile Club, or RAC. ACWA became an incorporated association in 1916 and was honoured by King George V in 1922 with the royal prefix in its name. From this time the Club began to use the abbreviation RAC as its ‘brand’ and maintain strong affiliations with its British counterpart. Over the long history of the RACWA, the organisation has provided leadership in the development of the motoring community in the state, as well as in motor vehicle safety, road safety, environmental sustainability, tourism, and insurance.
Bruce Baskerville, Tim Mazzarol and Amber van Aurich
Albany Co-operative Society - The Great Cockalorum, 1867-1885
CEMI-CERU Case Study Research Report (2022) CSR-2202
Founded in 1867, the Albany Co-operative Society Ltd., was the first co-operative established in Western Australia. It was a response to the high cost of food and other goods within the port town of Albany in the south west of WA, and high cost of store credit offered by local storekeepers. The co-operative's foundation was led by William Carmalt Clifton, the agent of the P&O shipping office in Albany, which at the time was a key coaling station for the shipping company supporting the mail routes from Melbourne to London. The co-operative succeeded in reducing prices in the town and operated successfully until its wind-up in 1885. Its demise was due to changes in the fortunes of the P&O company, and the departure of Clifton, but it left a lasting legacy in the form of its heritage building on the foreshore of Albany, and its role model for subsequent consumer co-operatives in the state.
Tim Mazzarol
UFS Dispensaries - A Friendly Society Solution to Pharmacy
CEMI-CERU Case Study Research Report (2022) CSR-2201
Founded in 1880, United Friendly Societies Dispensaries (UFS) Ltd., is a not-for-profit, Australian Public Company, Limited by Guarantee. Headquartered in Ballarat, Victoria, UFS operates a network of nineteen pharmacies in regional Victoria, three metropolitan pharmacies in Melbourne, along with three medical centres, and two COVID clinics (testing and vaccination) in Ballarat (UFS, 2021). In addition to its pharmacies and medical clinics, UFS operates a gift shop, a day spa and wellness centre, and a Pilates and Yoga studio (BSS, 2021). The story of UFS provides insights into the history of Australia's friendly societies, as well as the evolution of the national health services, both pharmacy and medical.
Tim Mazzarol
Australia's Leading CMEs in 2021
CEMI Discussion Paper Series DP 2101, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that maps the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 2,031 active CMEs of which 81.5% were co-operatives, 14.6% mutual enterprises, 2.1% were friendly societies and 1.8% were member-owned superannuation funds. These firms had a combined active membership base of more than 31.1 million memberships1, generated over $353 billion in revenue, managed over $1,108 billion in assets, and employed at least 69,350 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members. The report outlines these contributions and offers a case study of a selected CME to illustrate them.
Tim Mazzarol
Kudos Services - A Mutual Solution to a Complex Problem
CEMI-CERU Case Study Research Report (2021) CSR-2102
Founded in 2018, Kudos Services (Kudos) is the trading name of the Child and Youth Services Mutual Ltd., an Australian Public Company Limited by Guarantee. Located in Adelaide, South Australia, Kudos is a mutual enterprise, and a Public Benevolent Institution and charity registered with the Australian Charities and Not-for-profits Commission (ACNC). Kudos is a mutual enterprise created by the South Australian Government to facilitate the privatisation of its children and youth therapy services. It was created in response to the introduction of the National Disability Insurance Scheme (NDIS).
Tim Mazzarol
They didn't have to sell their shares - The rise and demise of SACBH-ABB Grain
CEMI-CERU Case Study Research Report (2021) CSR-2101
The South Australian Co-operative Bulk Handling Ltd. (SACBH) was established in 1954 and took the state’s grain industry from the laborious and inefficient use of jute bags for the handling and storage of grain, into the contemporary era of bulk handling and storage. The foundation of the co-operative was itself a battle that local growers were forced to wage against their state government and vested interests throughout the first half of the 20th Century. By the 1980s, after a period of steady growth from its foundation, SACBH was operating bulk storage and handling infrastructure with more than 4 million tonnes capacity and had an active membership of over 17,365 growers throughout the state. However, in the 1990s it moved towards demutualisation, transforming in a farmer owned business AusBulk-UHG Ltd. In 2004 it merged with ABB Grain Ltd., and became Australia's largest agribusiness, listing on the ASX in 2008, only to be acquired by Canadian firm Viterra in 2009, which was then acquired by Anglo-Swiss firm Glencore in 2013.
Tim Mazzarol
Australia's Leading CMEs in 2020
CEMI Discussion Paper Series DP 2001, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that maps the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 2,040 active CMEs of which 81% were co-operatives, 15% mutual enterprises, 2.1% were friendly societies and 2% were member-owned superannuation funds. These firms had a combined active membership base of more than 28.7 million memberships1, generated around $100 billion in revenue, managed over $1,067 billion in assets, and employed at least 69,839 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members. The report outlines these contributions and offers a case study of a selected CME to illustrate them.
Tim Mazzarol
Cobargo Co-operative Society - Community owned for 120 years
CEMI-CERU Case Study Research Report (2020) CSR-2001
Founded in 1901, the Cobargo Co-operative Society Ltd. (CCS) is a community-owned enterprise that originated as a dairy (butter) producer co-operative but evolved into a consumer co-operative servicing the needs of the regional community of Cobargo. In 2020, the co-operative had around 1,200 active members, and an annual turnover of around $4.1 million. Over the 120 years since its foundation the co-operative has experienced many challenges, comprising floods, fires, wars, economic recessions and changes to industry structure and government regulations. Despite this it has survived and adapted. This case study is an example of a co-operative that has demonstrated resilience and adaptability.
Tim Mazzarol
Australia's Leading CMEs in 2019
CEMI Discussion Paper Series DP 1901, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that aims to map the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 2,032 active CMEs of which 82% were co-operatives, 14% mutual enterprises, 2.1% were friendly societies and 2% were member-owned superannuation funds. These firms had a combined active membership base of over 31.3 million memberships1, generated more than $104.4 billion in revenue, managed over $923.7 billion in assets, and employed at least 61,255 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members. The report outlines these contributions and offers a case study of a selected CME to illustrate them.
Tim Mazzarol
Yenda Producers' Co-operative - Farming in the Dry
CEMI-CERU Case Study Research Report (2019) CSR-1901
The Yenda Producers’ Co-operative Society Ltd (YPC) one of Australia’s oldest continuously operated co-operatives and one of its largest by annual turnover. In 2018 the co-operative turned over around $83.3 million, employed over 100 full and part-time staff and had about 1,500 members. Operating as a group, the co-operative provides a range of professional services and agricultural supplies such as fertilisers, chemicals, biologicals, seeds, and hardware. It provides a valuable case study of the economic and social benefits that the co-operative and mutual enterprise business model can deliver to regional communities.
Tim Mazzarol
Australia's Leading CMEs in 2018
CEMI Discussion Paper Series DP 1801, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that aims to map the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 1,998 active CMEs of which 82.3% were co-operatives, 13.5% mutual enterprises, 2.2% were friendly societies and 2% were member-owned superannuation funds. These firms had a combined active membership base of over 29.5 million memberships, generated more than $102.7 billion in revenue, managed over $809.7 billion in assets, and employed at least 54,841 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members. The report outlines these contributions and offers case studies of selected CMEs to illustrate these contributions.
Tim Mazzarol
Rapid Group Co-operative - The Cleaning Supply Experts
CEMI-CERU Case Study Research Report (2018) CSR-1802
Founded in 1985, the Rapid Group Co-operative (RapidClean) commenced operations as a buying group within the Rotobic commercial floor polisher suppliers located in NSW who wished to collaborate to gain greater bargaining power in relation to the sourcing of chemicals, floor polish, floor polishing equipment and consumables. The Rotobic floor polisher was manufactured in Australia and the distributors were independent business owners. Since that time the Rotobic manufacturer has been acquired by the large German manufacturer Hako GmbH, which specialises in commercial cleaning equipment. By 2018 it had over 60 members' stores operating across Australia and New Zealand.
Tim Mazzarol
Independent Liquor Group - Providing Choice and Flexibility
CEMI-CERU Case Study Research Report (2018) CSR-1801
Operating within this intensely competitive market environment is Australia’s largest liquor co-operative, the Independent Liquor Group (ILG). Established in 1975 by a group of independent hotel and bottle shop owners, the co-operative is now a major business comprising two separate but related co-operatives with more than 1,200 small, licensed liquor stores, hotels, clubs and restaurants across NSW, Queensland and the ACT as members of the ILG Suppliers Co-operative and ILG Distribution Co-operative. ILG Suppliers Co-operative also includes large liquor suppliers in membership.
Tim Mazzarol and Johannes Kresling
Australia's Leading CMEs in 2017
CEMI Discussion Paper Series DP 1701, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that aims to map the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 2,134 active CMEs of which 82.5% were co-operatives, 13.2% mutual enterprises, 2.2% were friendly societies and 2% were member-owned superannuation funds. These firms had a combined active membership base of over 29 million memberships, generated more than $113 billion in revenue, managed over $722.2 billion in assets, and employed at least 52,322 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members. The report outlines these contributions and offers case studies of selected CMEs to illustrate these contributions.
Elena Mamouni Limnios and Tim Mazzarol
Losing sight of Purpose - The United Farmers' Co-operative Company
CEMI-CERU Case Study Research Report (2017) CSR-1702
A few passionate and determined farmers got together in the early 1990s and created the United Farmers’ Co-operative Company (UFCC) to fight off the oligopolistic fertiliser market in Western Australia. UFCC grew exponentially for a decade but faced several challenges leading to a sharp decline and eventually was acquired by a larger, New Zealand fertiliser co-operative Ravensdown. However, this relationship did not last and by 2013 the co-operative was demutualised through its sale to global agribusiness commodities trader Louis Dreyfus Commodities (LDC).
Tim Mazzarol
Rumbalara Aboriginal Co-operative - The Heart of the Community
CEMI-CERU Case Study Research Report (2017) CSR-1701
The Rumbalara Aboriginal Co-operative Ltd is a community-owned and controlled non-distributing (not-for-profit) enterprise located in Shepparton, Victoria. At time of writing Rumbalara had approximately 600 registered members, which represented about 30% of the Aboriginal and Torres Strait Islander population living in the Greater Shepparton region. With an annual turnover of around $20 million, Rumbalara employs approximately 200 people and provides an integrated service delivery model for its members. This makes Rumbalara one of the largest service providers to the Aboriginal and Torres Strait Islander community in Victoria, and one of the largest indigenous owned co-operatives in Australia. The co-operative is also a registered charity under the Australian Charities and Not-for-profits Commission (ACNC).
Tim Mazzarol, Elena Mamouni Limnios, Geoffrey N. Soutar and Johannes Kresling
Australia's Leading CMEs in 2016
CEMI Discussion Paper Series DP 1601, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that aims to map the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia through the development of an Australian CME Index (ACMEI), that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 1,983 active CMEs of which 89% were co-operatives, 8.9% mutual enterprises and the remainder member-owned superannuation funds. These firms have combined active memberships of over 29 million, generate more than $132.9 billion in revenue and manage over $650.4 billion in assets. They encompass a wide range of industry sectors and provide significant economic and social benefits to their members. The report outlines these contributions and offers case studies of selected CMEs to illustrate these contributions.
Tim Mazzarol, Elena Mamouni Limnios, Geoffrey N. Soutar and Johannes Kresling
Australia's Leading CMEs in 2015
CEMI Discussion Paper Series DP 1502, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that aims to map the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. Its purpose is to provide a better understanding of these Australian Cooperative and Mutual businesses and their contribution to the national economy. Despite representing some of the largest businesses in their sectors and being found across a wide-range of industries the overall size, structure and contribution of the CME sector in Australia are relatively poorly understood. This is due to a paucity of reliable data, difficulties in definition and vagueness over which firms should be identified as CME. To address these issues the development of an Australian Co-operative and Mutual Enterprise Index (ACMEI) has commenced. This aims to provide data and analysis of the size and shape of the CME sector. In 2015 it has focused on the identification of the Top 100 Co-operative and Mutual enterprises in Australia to inform the peak body representing the sector, the Business Council of Co-operatives and Mutuals (BCCM).
Tim Mazzarol
Purpose, Identity and the Member Value Proposition in Co-operative and Mutual Enterprises
CEMI Discussion Paper Series (2015) DP 1501, Centre for Entrepreneurial Management and innovation
This paper examines the issues of purpose, identity and the development of member value within co-operative and mutual enterprises (CMEs). It aims to explain the nature and importance of “purpose” in CMEs and how this is communicated by such firms to their members. The paper finds that while the concept of purpose is still ill-defined and informally applied by most enterprises, it remains a key part of the way in which CMEs seek to differentiate themselves from other types of business. The paper also examines the nature of “identity” in CMEs and the important role that the co-operative principles and values play in defining these enterprises. The importance of social capital is also examined and the role it plays in the fostering of loyalty and commitment by members. The need for CMEs to develop a clear understanding of their “purpose” and “identity” and communicate this to members is highlighted. This is particularly important for CMEs that have highly diverse membership communities, or where the “generic problems” poses a major risk to the enterprise over the longer term. Recommendations for future research and practice are outlined.
Tim Mazzarol, Elena Mamouni Limnios, Geoffrey N. Soutar and Johannes Kresling
Australia's Leading CMEs in 2014
CEMI Discussion Paper Series (2014) DP 1403, Centre for Entrepreneurial Management and innovation
This paper reports on a research study designed to map the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. Its purpose is to provide a better understanding of these Australian Co-operative and Mutual businesses and their contribution to the national economy. Despite representing some of the largest businesses in their sectors and being found across a wide-range of industries the overall size, structure and contribution of the CME sector in Australia are relatively poorly understood. This is due to a paucity of reliable data, difficulties in definition and vagueness over which firms should be identified as CME. To address these issues the development of an Australian Co-operative and Mutual Business Index (ACMI) has commenced. This aims to provide data and analysis of the size and shape of the CME sector. In 2014 it has focused on the identification of the Top 100 Co-operative and Mutual enterprises in Australia to inform the peak body representing the sector, the Business Council of Co-operatives and Mutuals (BCCM).
Tim Mazzarol
Small business diagnostic: what does it tell us about SMEs?
CEMI Discussion Paper Series (2014) DP 1402, Centre for Entrepreneurial Management and innovation
This paper outlines the findings from a study of 241 small business owner-managers who were asked to complete a diagnostic assessment questionnaire designed to examine their management practices. This was part of a best practice benchmarking study being undertaken by the University of Western Australia (UWA) through its MBA program. Commencing with a pilot study of 21 owner-managers engaged in a business development course run by the Centre for Entrepreneurial Management and Innovation (CEMI) in 2005, the use of the diagnostic tool continued via the MBA program as a teaching mechanism for students studying small business management.
Tim Mazzarol
How do Australia's universities engage with entrepreneurship and small business?
CEMI Discussion Paper Series (2014) DP 1401, Centre for Entrepreneurial Management and innovation
This study examines the level of engagement with SMEs by Australia’s universities through a study of their education, research and industry outreach programs as viewed through their website information. The findings show that most universities offer courses in the fields of entrepreneurship and innovation, with some also focusing on small business management. Most of these courses are offered via undergraduate or postgraduate degree programs as individual units or areas of specialisation. Several have specialist degrees in the field of entrepreneurship.
Tim Mazzarol
Growing and sustaining entrepreneurial ecosystems: What they are and the role of government policy
SEAANZ White Paper WP01-2014 Small Enterprise Association of Australia and New Zealand Ltd.
Entrepreneurial ecosystems represent a conceptual framework designed to foster economic development via entrepreneurship, innovation and small business growth. They can play a key role in the achievement of economic growth targets as set in recent years by the G20 Leaders’ Summits. However, the creation of sustainable entrepreneurial ecosystems requires attention to a range of factors and they should be allowed to form organically. The development of such systems should avoid trying to ‘pick winners’ or ‘replicate Silicon Valley’. However, they can be facilitated by government policy through reform of legal, bureaucratic and regulatory frameworks.
Tim Mazzarol
Growing and sustaining entrepreneurial ecosystems: The role of regulation, infrastructure and financing
SEAANZ White Paper WP02-2014 Small Enterprise Association of Australia and New Zealand Ltd.
Among the key elements in the development of entrepreneurial ecosystems are regulatory frameworks, infrastructure and the role of financing. This paper examines the role of these three elements in facilitating or impeding the growth and sustainability of entrepreneurial ecosystems. Australia and New Zealand generally rank well in comparison to OECD averages for ease of doing business. However, regional neighbours such as Singapore do even better. Government policy needs to consider the impact of regulation across the entire lifecycle of the firm, from start-up through growth and into maturity.
Tim Mazzarol
Cases in Entrepreneurship and Innovation
(2012) Melbourne, Tilde University Press
Cases in Entrepreneurship and Innovation provides relevant cases that help students to effectively apply the theory or principles being addressed in any small business management or entrepreneurship course. This casebook can be used successfully in a classroom or lecture environment to compliment undergraduate or postgraduate-level lectures. The cases in this casebook are all based on original research, real entrepreneurs and real businesses. The educational value of these cases can be augmented when used in conjunction with Entrepreneurship and Innovation or Small Business Management both published by Tilde University Press.
Elena Mamouni Limnios, John Watson, Tim Mazzarol and Geoffrey N. Soutar
Co-operative Capital Units as a Solution to Co-operative Financing
CEMI Discussion Paper Series (2012) DP 1201, Centre for Entrepreneurial Management and innovation
A major issue for many co-operative enterprises is the ability to raise capital to fund growth. Considerable attention has been given to facilitating access to non-member capital sources and managing and accommodating such financing. This paper examines the merits of a new financial instrument known as the Co-operative Capital Unit (CCU), introduced in Australia to increase the co-operative sector’s flexibility in raising capital. Using a Delphi Panel approach the likely attractiveness of alternative CCU structures in terms of ownership rights, profit distribution, market facilitation and governance options were examined. We conclude that a CCU is likely to be of most value as an equity (rather than debt) instrument and propose CCU taxonomy depending on co-op ownership rights. We further propose an equity capital structure for a newly funded co-op to illustrate how CCUs could best be used to address some of the generic challenges facing co-ops.
Tim Mazzarol, Richard Simmons and Elena Mamouni Limnios
A Conceptual Framework for Research into Co-operative Enterprise
CEMI Discussion Paper Series (2011) DP 1102, Centre for Entrepreneurial Management and innovation
This paper outlines a conceptual framework for approaching research into the co-operative enterprise business model and its sustainability. The model examines the co-op from three perspectives, that of the member, that of the co-op as a business entity, and the wider systems level. Key units of analysis for each level are outlined. Also considered within the model are three primary objectives for the co-op: i) the need to build identity; ii) the need to build social capital and iii) the need to build sustainability. The application of resilience architecture to help understand the dynamic behaviour of the co-operative enterprise over time is also discussed.
Tim Mazzarol
Co-operative Enterprise: A Discussion Paper & Literature Review
(2009) UWA Business School, University of Western Australia, Crawley WA
The aim of this is discussion paper is to provide a framework for the development of academic study into the field of the cooperative business model. In doing so, it also seeks to stimulate debate within academic circles, the cooperatives movement, and the wider community over the future of the cooperative as a legitimate business model. The study was funded by Co-operatives WA to address six areas of analysis: 1. The validity of the cooperative business model in the 21st Century; 2. Member value creation and recognition within the cooperative; 3. Supply chain management and strategic networking within cooperatives; 4. Cooperative leadership and corporate governance; 5. The cooperative as a mechanism for regional economic development; and 6. The financial structure and funding of the cooperative business model. Each of these six units of analysis has a set of specific research questions which this discussion paper will attempt to address. However, the purpose of this initial study is not to answer all questions in a comprehensive manner, but to identify the current state of knowledge relating to these issues, and to provide recommendations for future research.
Ron J. McFarlane
WA Public Sector Innovation: Issues and Opportunities
CEMI Discussion Paper Series (2007) DP 0701, Centre for Entrepreneurial Management and innovation
Public sector organisations can embrace innovation through the integration and decentralisation of services, use of partnerships and via citizen engagement. The use of information and communication technologies (ICT) provides a means of facilitating these changes. Innovation must be supported within government agencies by senior managers and via the sharing of ideas. For the WA Public Sector to take advantage of the opportunity for innovation there must be several conditions met. A systematic approach to innovation is required and risk management plans implemented. Appropriate reward and incentives structures will need to be put in place and appropriate resources made available.
Tim Mazzarol
Creating the Innovative Organisation
CEMI Discussion Paper Series (2004) DP 0401, Centre for Entrepreneurial Management and innovation
Innovation within a commercial environment is about adding value through new product development, or reducing cost via changes to process technologies and systems. While is may take the form of radical, disruptive change, the majority of innovations are incremental in nature. Contemporary innovation management requires the active participation of all employees with adequate rewards and recognition of such behaviour. Management plays a key role in this process, motivating employees to seek innovative solutions and identifying opportunities for enhanced innovation via interactions with the customer. It is important for organizations to build innovation management systems able to assist with the facilitation of knowledge sharing and commercialisation among both internal and external actors.
Tim Mazzarol
Leading Innovation within Public Organisations
CEMI Discussion Paper Series (2003) DP 0304, Centre for Entrepreneurial Management and innovation
The government and non-profit sectors are faced with increasing pressures to adopt commercial orientations
and competitive market responses. Managers within such organisations must lead innovation in the creation
of new products, services and processes in order to survive. However, innovation is the offspring of creative,
entrepreneurial minds with the willingness to take risks and commit to sustained persistent efforts. Managers
within government and non-profit organisations are frequently challenged in achieving such innovation by
structural impediments and ‘sticky’ organisational cultures. This paper examines these challenges and
identifies pathways to overcoming such barriers with a view to unlocking the potential within organisations.
Tim Mazzarol
The Concept of Clustering
CEMI Discussion Paper Series (2003) DP 0303, Centre for Entrepreneurial Management and innovation
This paper provides an overview of the concept of industry clustering and its value to enhancing innovation and enterprise. The success factors associated with regional clustering are described, highlighting the critical importance of local networking between industries and firms. A series of case studies are provided including regional development using clustering principles in Adelaide, Cairns and the Newcastle-Hunter region of NSW. Finally, the paper concludes with recommendations for future action. These include the following: i) undertaking a cluster mapping and environmental scanning process to provide base-line data for future policy and planning activities; ii) enlisting the support of the local business community to participate in a development strategy, particular ‘anchor’ firms in each cluster; iii) identify regional development projects that can channel the energies of key industry and community stakeholders, but that offer mutual benefits to the region; iv) formation of a Regional Development Board to coordinate projects and source funding.
Andre Morkel and Barry Posner
The Concept of Clustering
CEMI Discussion Paper Series (2003) DP 0302, Centre for Entrepreneurial Management and innovation
While advisory boards have been around for a long time, they have become rather commonplace in SiliconValley (USA) in the past decade. In fact, they are so common for new ventures as to be unremarkable andtaken for granted. However, there is really very little empirical evidence about advisory boards, how theywork, why they work, or don’t work, and the like. The purpose of this research is to explore and to discoverhow advisory boards operate in practice. A number of tentative conclusions arise from this investigation,which can provide guidance to entrepreneurs in the composition and disposition of advisory boards, and alsooffers clues to future researchers for topics requiring more focused and in-depth inquiry.
Tim Mazzarol
The Strategic Management of Small Firms: Does the Theory Fit the Practice?
CEMI Discussion Paper Series (2003) DP 0301, Centre for Entrepreneurial Management and innovation
While the range and depth of strategic management literature is substantial, it has generally been developed from the perspective of the large corporation. This paper examines the strategic management literature and considers its application in the context of small business management. Drawing on case studies of owner-managers engaged in the development of fast growing small firms, the paper examines which theories are of relevance and which are not. While many of the strategic management theories do have application to small firms, caution is advised in seeking to impose large company experience and practice on small firms.
Russell Barnett and Tim Mazzarol
The Social Process of Venture Capital: The Case of Western Australia
CEMI Discussion Paper Series (2002) DP 0202, Centre for Entrepreneurial Management and innovation
This paper examines the process of venture capital and how venture capital investors and entrepreneurs
perceive it. Drawing on the findings from a series of in-depth interviews conducted with participants from the
venture capital sector and entrepreneurs, the paper examines the case of Western Australia. Findings suggest
that the Western Australian venture capital sector’s approach to the evaluation of investment opportunities is
consistent with that found around the world. However, while Western Australia offers an attractive lifestyle
for entrepreneurs, the sector is both immature and poorly coordinated with inadequate networking between
investors and entrepreneurs. Recommendations for future strategies are highlighted.
Joanne N. Sneddon and Tim Mazzarol
The Future of Farming: Strategic Intent, Technology Diffusion and Precision Farm Management
CEMI Discussion Paper Series (2002) DP 0201, Centre for Entrepreneurial Management and innovation
This paper examines the application of new technologies to precision agriculture, with specific reference to the
wool industry in Australia. It argues that the adoption of new innovation is essential to the long-term
sustainability of the industry, but cautions that the diffusion of such technologies is likely to depend on the
strategic intent of the wool producers. Multiple case studies are presented to illustrate how the strategic
management approaches adopted by wool producers will influence the potential adoption issues facing such
new technologies. Propositions for the future diffusion of new technologies are outlined.
Tim Mazzarol and Geoffrey N. Soutar
Push-Pull Factors Influencing International Student Destination Choice
CEMI Discussion Paper Series (2001) DP 0105, Centre for Entrepreneurial Management and innovation
This paper examines the factors motivating international student choice of host country. It describes a ‘pushpull’
model motivating the student’s desire to seek overseas education and influencing the decision process in
selection of a final study destination. Drawing on the findings from research studies undertaken in Indonesia,
Taiwan, China and India, the paper examines the factors influencing host country selection and additional
research that examines the factors influencing choice of final host institution. Based on these findings the
paper argues that economic and social forces within the home country serve to ‘push’ students abroad.
However, the decision as to which host country they will select is dependent on a variety of ‘pull’ factors. The
paper highlights the importance of student’s prior knowledge and awareness of a host country or institution,
as well as recommendations made by the student’s family and friends during the purchase decision. It also
appears that international students tend to select a country first and then an institution within that country.
Drawing together these findings the paper examines the implications for governments and education
institutions seeking to recruit international students.
Tim Mazzarol, Geoffrey N. Soutar and Michael Sim
The Third Wave: Future Trends in International Education
CEMI Discussion Paper Series (2001) DP 0104, Centre for Entrepreneurial Management and innovation
International education faces significant challenges in the coming years. A global market emerged in the second half of the twentieth century, as growing numbers of students travelled abroad to access education unavailable at home. Expansion was driven by rising incomes and limited domestic programs, alongside the reputation, course availability, employment prospects and migration opportunities offered by host nations. By the 1990s, institutions in Australia, Canada, the US, the UK and New Zealand increasingly used professional marketing to recruit fee-paying international students, whose fees became a critical source of funding.
Tim Mazzarol
Innovativeness in Small Firms: An Exploratory Study of the Perspectives of GrowthOriented Owner-Managers
CEMI Discussion Paper Series (2001) DP 0103, Centre for Entrepreneurial Management and innovation
This paper is an exploratory study that examines the findings of a sample of 137 growth-oriented
owner-managers of Australian small to medium enterprises in terms of their attitudes toward innovativeness
among their employees. It considers the possible relationship that may lie between a set of factors identified
as having relevance to the successful development of small businesses. The paper suggests that enhanced
innovative behaviour among employees is likely to take place in conjunction with other variables that
influence overall organisational culture within the firm and highlights the importance of the owner-manager as
a leader and role model.
Tim Mazzarol
Developing the E-Team: A Key to Growth in Small Firms
CEMI Discussion Paper Series (2001) DP 0102, Centre for Entrepreneurial Management and innovation
This paper outlines the challenges facing small business owner-managers (entrepreneurs) who are seeking
growth in their firms. It examines the cycle of growth in the small firm and argues that successful growth
requires the development of an entrepreneurial team – the E-Team – who can work with the entrepreneur
and eventually take over responsibility for the businesses. The paper suggests that team building and coaching
are likely to be key elements of how successfully the firm develops this E-Team. Coaching techniques and
lessons from successful entrepreneurs are highlighted.
Tim Mazzarol
Encouraging Enterprise – Regional Enterprise Development Frameworks in Australia
CEMI Discussion Paper Series (2001) DP 0101, Centre for Entrepreneurial Management and innovation
TAustralia is rapidly becoming a divided nation in which regional and rural communities slip further behind their
counterparts in the major cities. Government policy is struggling to find a balance between the increasing
economic and social marginalisation of the regional and rural areas, and the demands for greater urban
concentration in a global market place. This paper examines the opportunities for bringing life back to
Australia's regions through the creation of enterprise initiatives. Of importance is the need to create an
enterprise culture in which nascent entrepreneurs can be encouraged to launch new business ventures.
Regional enterprise development initiatives should consider four key frameworks: 1) the economic
environment, 2) the regulatory environment, 3) the support environment and 4) the specific business
environment. Each of these environments must be considered together in terms of their collective impact on
the establishment and growth of small to medium enterprise. Enterprise initiatives often fail because they are
too narrowly focused. Recommendations for future action are given.
Journal Articles
Ghauri, S., Mazzarol, T., and Soutar, G. N. (2024). "Values congruence and SME's active membership in business co-operatives." Journal of Co-operative Organisation and Management, 12(2024): article, 100227.
Mazzarol, T., Soutar, G.N., Reboud, S., and Clark, D. (2022). "Customer versus member engagement: Does mutuality matter?" Journal of Co-operative Organisation and Management, 10(1): p.100166.
Ghauri, S., Mazzarol, T., and Soutar, G. N. (2022). "What roles do SME members have in cooperatives?" Journal of Co-operative Organisation and Management, 10(2): p.100172.
Tapsall, S., Soutar, G. N., Elliott, W. A., Mazzarol, T., and Holland, J. (2022). "COVID-19's impact on the perceived risk of ocean cruising: A best-worst scaling study of Australian consumers." Tourism Economics, 28(1): 248-271.
Ghauri, S., Mazzarol, T., and Soutar, G. N. (2021). "Co-operative principles and values, does the talk match the walk?" Journal of Co-operative Studies, 54(3): 7-22.
Ghauri, S., Mazzarol, T., and Soutar, G. N. (2021). "Why to SMEs join Co-operatives? A comparison of SME owner-managers and Co-operative executives views." Journal of Co-operative Organisation and Management, 9(1): 1-13.
Mazzarol, T., Soutar, G.N., McKeown, T., Reboud, S., Adapa, S., Rice, J., and Clark, D. (2021). "Employer and employee perspectives of HRM practices within SMEs." Small Enterprise Research, 28(3): 247-268.
Webb, D., Soutar, G.N., Gagne, M., Mazzarol, T., and Boeing, A. (2021). "Saving Energy at Home: Exploring the role of behavior regulation and habit." International Journal of Consumer Studies, 46(2): 621-635.
Holland, J., Mazzarol, T., Soutar, G. N., Tapsall, S., and Elliott, W. (2021). “Cruise passengers’ risk reduction strategies in the wake of COVID-19”, Asia Pacific Journal of Tourism Research, 26(11), 1189-1206.
Holland, J., Mazzarol, T., Soutar, G. N., Tapsall, S., and Elliott, W. A. (2021). "Cruising through a pandemic: The impact of COVID-19 on intentions to cruise." Transportation Research Interdisciplinary Perspectives, 9(2021): 100328.
Clark, D. N., Reboud, S., Toutain, O., Ballereau, V., and Mazzarol, T. (2020). "Entrepreneurial education: an entrepreneurial ecosystem approach." Journal of Management & Organization, 27(4): 694-714.
Mazzarol, T., Soutar, G.N., and Mamouni Limnios, E. (2019). "Member Loyalty and WOM in Co-operative and Mutual Enterprises." Journal of Services Marketing, 33(3): 303-315.
Mazzarol, T., Clark, D., Reboud, S., and Mamouni Limnios, E. (2018) “Developing a conceptual framework for the Co-operative and Mutual Enterprise business model”, Journal of Management & Organization, 24(4): 551-581.
Mamouni Limnios, E., Mazzarol, T., Soutar, G.N., and Siddique, K. H. (2018) “The members wear four hats: A member identification framework for co-operative enterprises”, Journal of Co-operative Organisation and Management, 6(1): 20-33.
Reboud, S., Goy, H., Serboff, T., Mazzarol, T., and Clark, D. (2018) “Les politiques publiques face à la diversité des PME: les apports d'une approache taxonomique en Rhône-Alpes”, Revue Internationale P.M.E., 31(2): 28-56.
Do, T. H., Mazzarol, T., Soutar, G. N., Volery, T., and Reboud, S. (2018). "Organisational Factors, Anticipated Rents and Commercialisation in SMEs." International Journal of Innovation Management, 22(2): 1-30.
Mazzarol, T. and Clark, D.N. (2016) “The evolution of small business policy in Australia and New Zealand”, Small Enterprise Research: The Journal of SEAANZ, 23(3): 1-23.
Mamouni Limnios, E., Watson, J., Mazzarol, T. and Soutar, G. (2016) "Financial instruments and equity structures for raising capital in co-operatives", Journal of Accounting and Organisational Change, 12(1): 50-74.
Volery, T., and Mazzarol, T. (2015) “The evolution of the small business and entrepreneurship field: A bibliometric investigation of the articles published in International Small Business Journal”, International Small Business Journal, 33(4): 374-396.
Mazzarol, T. (2015) "SMEs engagement with e-commerce, e-business and e-marketing", Small Enterprise Research: The Journal of SEAANZ, 22(1): 2-13.
Sweeney, J. C., Webb, D., Mazzarol, T., and Soutar, G.N. (2014). "Self-Determination Theory and Word of Mouth about Energy-Saving Behaviors: An Online Experiment." Psychology & Marketing, 31(9): 689-716.
Mazzarol, T., Clark, D., and Reboud, S. (2014) “Strategy in Action: Case Studies of Strategy, Planning and Innovation in Australian SMEs”, Small Enterprise Research: The Journal of SEAANZ¸ 21(1): 54-71.
Mazzarol, T. (2014) "Financial Management in SMEs - Research review: a review of the latest research in the field of small business and entrepreneurship", Small Enterprise Research: The Journal of SEAANZ, 21(1): 2-13.
Mazzarol, T., Clark, D., Reboud, S., Gough, N.S. and Olsen, P. (2014) “Perceptions of innovation climate and the role of outsiders: A multi-country study of SMEs”, International Journal of Innovation Management, 18(1): 1-24.
Hang Do, T., Mazzarol, T., Volery, T. and Reboud, S. (2014) “Predicting anticipated rent from innovation commercialisation in SMEs”, European Journal of Innovation Management, 17(2): 183-208.
Sweeney, J.C., Soutar, G.N. and Mazzarol, T., (2014) “Factors Enhancing Word-of-Mouth Influence: Positive and Negative Service-Related Messages”, European Journal of Marketing, 48(1/2): 336-359.
Reboud, S., Mazzarol, T., and Soutar, G.N., (2014) “Low-Tech vs High-Tech Entrepreneurship: A Study in France and Australia”, Journal of Innovation Economics & Management, 14(2): 121-141.
Sweeney, J., Kresling, J., Webb, D., Soutar G.N., and Mazzarol, T. (2013) “Energy saving behaviours: Development of a practice-based model”, Energy Policy, (61): 371-381.
Mamouni Limnios, E., Mazzarol, T., Ghadouani, A., and Schilizzi, S. (2012) “The Resilience Architecture Framework: Four Organizational Archetypes”, European Management Journal, 32(1): 104-116.
Mazzarol, T., Mamouni Limnios, E., and Reboud, S. (2013) “Co-operatives as a strategic network of small firms: Case studies from Australian and French co-operatives”, Journal of Co-operative Organization and Management, 1(2): 27-40.
Webb, D., Soutar, G.N., Mazzarol, T., and Saldaris, P. (2013) “Self-determination theory and consumer behavioural change: Evidence from a household energy-saving behaviour study”, Journal of Environmental Psychology, 35(September): 59-66.
Mazzarol, T. and Soutar, G.N. (2012) “Revisiting the Global Market for Higher Education”, Asia Pacific Journal of Marketing and Logistics, 24(5): 717-737.
Sweeney, J.C., Soutar, G.N. and Mazzarol, T., (2012) “Word of Mouth: Measuring the Power of Individual Messages”, European Journal of Marketing, 46(1/2): 237-257.
Sneddon, J., Soutar, G., and Mazzarol, T. (2011) “Modelling the Faddish, Fashionable and Efficient Diffusion of Agricultural Technologies”, Technological Forecasting & Social Change, 78(3): 468-480.
Mazzarol, T., Reboud, S., and Volery, T. (2010) “The Influence of Size, Age and Growth on Innovation Management in Small Firms”, International Journal of Technology Management, 52(1/2): 98-117.
Mamouni-Liminios, E.A., Ghadouani, A., Schilizzi, S.G.M. and Mazzarol, T. (2009) “Giving the consumer the choice: A methodology for Product Ecological Footprint Calculation”, Ecological Economics, 68(10): 2525-2534.
Sneddon, J., Soutar, G., and Mazzarol, T. (2009) “A Socio-cognitive Perspective of Industry Innovation Initiatives”, Prometheus, 27(3): 251-265.
Mazzarol, T., Reboud, S. and Soutar, G.N. (2009) “Strategic Planning in Growth Oriented Small Firms”, International Journal of Entrepreneurial Behaviour & Research, 15(4): 320-345.
Brown, R.M., and Mazzarol, T. (2009) “The Importance of Institutional Image to Student Satisfaction and Loyalty within Higher Education”, Higher Education, 58(1): 81-95.
Sneddon, J.N., Soutar, G.N., and Mazzarol, T. (2009) “On-Farm Innovation in the Australian Wool Industry: A Sensemaking Perspective”, Experimental Agriculture, 45(3): 1-18.
Mazzarol, T. and Reboud, S. (2008) “The Role of Complementary Actors in the Development of Innovation in Small Firms”, International Journal of Innovation Management, 12(2): 223-253.
Sweeney, J.C., Soutar, G.N. and Mazzarol, T., (2008) “Factors Influencing Word of Mouth Effectiveness: Receiver Perspectives”, European Journal of Marketing, 42(3/4): 344-364.
Mazzarol, T., and Soutar, G.N. (2008) “Australian Educational Institution’s International Markets: A Correspondence Analysis”, International Journal of Educational Management, 22(3): 229-238.
Mazzarol, T., and Soutar, G.N. (2008) “Strategy Matters: Strategic Positioning and Performance in the Education Services Sector”, International Journal of Nonprofit and Voluntary Sector Marketing, 13(5): 141-151.
Mazzarol, T., Sweeney, J.C., and Soutar, G.N., (2007) “Conceptualizing Word-of-Mouth Activity, Triggers and Conditions: An Exploratory Study”, European Journal of Marketing, 41(11/12): 1475-1494.
Choo, S, Mazzarol, T., and Soutar, G.N., (2007) “The Selection of International Retail Franchisees in East Asia”, Asia Pacific Journal of Marketing & Logistics, 19(4):380-397.
Reboud, S. and Mazzarol, T. (2006) “Évaluation du risque lié à une innovation pour les PME: proposition d’un outil”, Revue Internationale P.M.E. 19(2):133-161.
Mazzarol, T. and Reboud, S. (2006) “The Strategic Decision Making of Entrepreneurs within Small High Innovator Firms”, International Entrepreneurship and Management Journal, 2(2):261-280.
Mazzarol, T., Patmore, R., and van Heemst, N. (2005) “Identifying Emerging Industries through Meso-Micro Level Analysis”, Journal of New Business Ideas and Trends, 3(2):49-56.
Mazzarol, T. (2005) “A Proposed Framework for the Strategic Management of Small Entrepreneurial Firms”, Small Enterprise Research: The Journal of SEAANZ, 13(1):37-53.
Mazzarol, T., Soutar, G.N., and Adam, D. (2005) “A Diagnostic Tool for HRM Benchmarking within a Health Care System”, Advances in Health Care Management, 5(1):281-304. ISBN 0-7623-1105-3.
Mazzarol, T. and Reboud, S. (2005) “Customers as predictors of rent returns to innovation in small firms – an exploratory study”, International. Journal of Entrepreneurship and Innovation Management, 5(5/6): 483-494.
Mazzarol, T., and Choo, S. (2003) “A Study of the Factors Influencing the Operating Location Decisions of Small Firms”, Property Management, 21(2): 190-208.
Mazzarol, T. (2003) “A Model of Small Business HR Growth Management”, International Journal of Entrepreneurial Behaviour and Research, 9(1): 27-49.
Mazzarol, T., Soutar, G.N., and Sim, M. Y-S. (2003) "The Third Wave: Future Trends in International Education", International Journal of Educational Management, 17(3): 90-99.
Mazzarol, T. and Soutar, G.N. (2002) "The Push-Pull Factors Influencing International Student Selection of Education Destination", International Journal of Educational Management, 16(2): 82-90.
Mazzarol, T. (2002) “Innovativeness in Small Firms: An Exploratory Study of the Perspectives of Growth Oriented Owner-Managers”, International Journal of Innovation Management, Policy & Practice, 4(1-3): 30-40.
Choo, S. and Mazzarol, T. (2001) “An Impact on Performance of Foreign Market Entry Choices by Small and Medium Sized Enterprises”, Journal of Enterprising Culture, 9(3): 291-312.
Savery, L. and Mazzarol, T. (2001) “The Characteristics of Small Business Human Resources - A Comparison of Small and Large Firms”, Small Enterprise Research: The Journal of SEAANZ, 9(2): 32-41.
Mazzarol, T. (2001) “Do Formal Business Plans Really Matter? – A Survey of Small Business Owners in Australia”, Small Enterprise Research: The Journal of SEAANZ, 9(1): 32-45.
Mazzarol, T., Volery, T., Doss, D., and Thein, V. (2001) “Forces Motivating Small Business Start Up Among Nascent Entrepreneurs”, Small Enterprise Research: The Journal of SEAANZ, 9(1): 3-18.
Choo, S, and Mazzarol, T. (2001) “A Proposed Model for Measuring the Performance of International Small and Medium Sized Franchisers in Asia", Journal of International Marketing and Export, 6(2): 135-149.
Mazzarol, T., Soutar, G.N. and Thein, V. (2000) “Critical Success Factors in the Marketing of an Education Institution – A Comparison of Institutional and Student Perspectives”, Journal of Marketing for Higher Education, 10(2): 39-57.
Mazzarol, T. (2000) "The World Economy in 2000 - Outlook for Australia", Australian Property Journal, February, 36(1): 11-17. ISSN 1441-4929.
Mazzarol, T., Volery, T., Doss, N. and Thein, V. (1999) "Factors influencing small business start-ups: A comparison with previous research", Journal of Entrepreneurial Behaviour and Research, 5(2): 48-63.
Mazzarol, T. and Soutar, G.N. (1999) "Sustainable Competitive Advantage for Education Institutions: A Suggested Model", International Journal of Educational Management, 13(6): 287-300.
Mazzarol, T. and Soutar, G.N. (1999) "China's Demand for International Education - Social and Policy Implications for Australia", The Journal of Contemporary Issues in Business and Government, 5(1): 34-45.
Hosie, P. and Mazzarol, T. (1999) "Using Technology for the competitive delivery of education services", Journal of Computer Assisted Learning, 15(3): 118-128.
Mazzarol, T. (1999) "Partnerships - A key to growth in small business", Journal of Enterprising Culture, 7(2): 105-125.
Hosie, P. and Mazzarol, T. (1998) “Technologically Mediated Learning conjures up the Australasian virtual business university”, Journal of Computer Assisted Learning, 15(1): 1-11.
Savery, L., Mazzarol, T. and Dawkins, P. (1998) "The Quality of British management: Asia-Pacific Perceptions", The Journal of Management Development, 17(9): 600-628.
Mazzarol, T., Hosie, P. and Jacobs, S. (1998) "Information Technology as a Source of Competitive Advantage in International Education", Journal of Information Technology in Teacher Education, 7(1): 113-130.
Mazzarol, T. (1998) "Critical Success Factors for International Education Marketing", International Journal of Educational Management, 12(4): 163-175.
Mazzarol, T. and Ramaseshan, B. (1998) "Critical Success Factors in Small Business Marketing: An Examination of High and Low Performance Firms”, Journal of Global Business, 9(16): 35-45.
Volery, T., Mazzarol, T., Doss, N., and Thein, V. (1997) “Triggers and Barriers Affecting Entrepreneurial Intentionality: The Case of Western Australian Nascent Entrepreneurs”, Journal of Enterprising Culture, 5(3): 273-291.
Mazzarol, T. and Hosie, P. (1997) “Long Distance Teaching: The Impact of offshore programs and information technology on academic work”, Australian Universities Review, 1(1997): 20-24.
Mazzarol, T., Choo, S. and Ramaseshan, B. (1997) “Foreign Market Entry Strategies for Australia and Singaporean SMEs: Findings of a Two Country Comparative Study”, Small Enterprise Research: The Journal of SEAANZ, 4(3): 33-49.
Mazzarol, T. and Ramaseshan, B. (1997) “Small Business Marketing: A Comparative Study of High and Low Success Firms”, Small Enterprise Research: The Journal of SEAANZ, 4(3): 50-64.
Mazzarol, T. and Hosie, P. (1996) “Exporting Australian Higher Education: Future Strategies in a Maturing Market”, Journal of Quality Assurance in Education, 4(1): 37-50.
Mazzarol, T. (1978) “Tradition Environment and the Indentured Labourer in Early WA”, Studies in West Australian History, UWA Press, Perth.
Conference Papers
Mazzarol, T., and Reboud, S. (2022). “Marketing within Co-operative and Mutual Enterprises, A Systematic Literature Review." Australia and New Zealand Marketing Academy (ANZMAC) Annual Conference, 2-4 December, Perth, Western Australia.
Malone, P., Mazzarol, T., and Reboud, S. (2022). “The Importance of Market Insertion and Assessment in Commercialisation - Lessons from the Entrepreneurial Innovation Value Model", Australia and New Zealand Marketing Academy (ANZMAC) Annual Conference, 2-4 December, Perth, Western Australia.
Reboud, S., and Mazzarol, T. (2022). “Using Science Fiction to Unlock Creativity in Entrepreneurship and Marketing Education", Australia and New Zealand Marketing Academy (ANZMAC) Annual Conference, 2-4 December, Perth, Western Australia.
Musu, A., Soutar, G. N., and Mazzarol, T. (2022). “Tourism Policy and Practice in Regional Western Australia: Perspectives of Destination Stakeholders", Australia and New Zealand Marketing Academy (ANZMAC) Annual Conference, 2-4 December, Perth, Western Australia.
Mazzarol, T., Soutar, G. N., Reboud, S., and Clark, D. (2019). “Customer versus Member Engagement: Does Mutuality Matter?” Australia and New Zealand Marketing Academy (ANZMAC) Annual Conference, 2-4 December, Wellington, New Zealand.
Moore, M., Mazzarol, T., Reboud, S., Clark, D., and Soutar, G. N. (2019). “What drives Biopharmaceutical-CRO Relationships?” Australia and New Zealand Marketing Academy (ANZMAC) Annual Conference, 2-4 December, Wellington, New Zealand.
McKeown, T., Mazzarol, T., and Soutar, G. N. (2019). “The Future of Work: An Australian Small Business View,” International Council for Small Business World Congress, 18-21 June, Cairo, Egypt.
McKeown, T., Mazzarol, T., Soutar, G. N., Adapa, S., and Hanson, B. (2019). “The Very Big Concerns of Small Business: A Qualitative Study”, International Council for Small Business World Congress, 18-21 June, Cairo, Egypt.
Mooore, M., Mazzarol, T., and Soutar, G.N. (2018). "R&D Outsourcing Partner Selection: Factors Influencing Firms to Use Contract Research Organisations in Commercialising Biotechnology Innovations?" Australia and New Zealand Academy of Management (ANZAM) 32nd Annual Conference, 4-7 December, Auckland, New Zealand.
Reboud, S., Serboff, T., Goy, H., Mazzarol, T., and Clark, D. (2018). “Exploring the diversity of SMEs: a taxonomic approach in a French Region as a way to avoid the dichotomy Gazelles / Muppets (or “Silicon Valley Business Model” and the rest of SMEs), paper presented at Beyond Silicon Valley: Moving towards a contextualized view of entrepreneurship: Recontres de St-Gallen 2018, Zellweger, T., Fueglistaller, U., Hatak, I., and Volery, T. (Eds), 20 pages.
McKeown, T. Mazzarol, T. and Rice, J. (2017) “The Big Concerns of Small Business: A Qualitative Study”, Australia and New Zealand Academy of Management (ANZAM), 31th Annual ANZAM Conference 2017, 5-8 December, Melbourne.
Clark, D., Reboud, S., and Mazzarol, T. (2017) “Entrepreneurship Education: An entrepreneurial ecosystems approach”, Australia and New Zealand Academy of Management (ANZAM), 31th Annual ANZAM Conference 2017, 5-8 December, Melbourne.
McKeown, T., Mazzarol, T., and Gilles, G. (2016) “The ‘burden’ of compliance in SMEs”, Australia and New Zealand Academy of Management (ANZAM), 30th Annual ANZAM Conference, 6-9 December, Brisbane.
Reboud, S., Serboff, T., Goy, H., Mazzarol, T., and Clark, D. (2016) “Exploring Diversity of SMEs: A taxonomic approach in a French Region”, Australia and New Zealand Academy of Management (ANZAM), 30th Annual ANZAM Conference, 6-9 December, Brisbane.
McKeown, T., Mazzarol, T., Lazaris, M., Cochrane, R., and Gilles, G. (2016) “The Need for Nano: Revealing a Hidden Dimension of Small Business”, 29th Annual SEAANZ Conference, 10-12 August, Melbourne.
Mazzarol, T., Reboud, S. and Clark, D.N. (2015) “Proximity effects in SMEs: up close and personal by strategically myopic”, Australia and New Zealand Academy of Management (ANZAM), 29th Annual ANZAM Conference 2015, 2-4 December, Queenstown, New Zealand.
Apon, S.I., and Mazzarol, T. (2015) “Controversies on the significance of HRM: The cost of paradigm shift”, Australia and New Zealand Academy of Management (ANZAM), 29th Annual ANZAM Conference 2015, 2-4 December, Queenstown, New Zealand.
Masbate, J. and Mazzarol, T. (2015) “Uncover to Discover: Finding value co-creation opportunities in commoditised business ecosystems”, Australia and New Zealand Academy of Management (ANZAM), 29th Annual ANZAM Conference 2015, 2-4 December, Queenstown, New Zealand.
Mamouni Limnios, E., Mazzarol, T., and Soutar, G. N. (2015) “Co-op Members’ Four Hats: A cross-case study comparison”, Australia and New Zealand Academy of Management (ANZAM), 29th Annual ANZAM Conference 2015, 2-4 December, Queenstown, New Zealand.
Mazzarol, T., Reboud, S. and Clark, D.N. (2015) “The Financial Management Practices of Small to Medium Enterprises”, Small Enterprise Association of Australia and New Zealand (SEAANZ), 28th Annual SEAANZ Conference 2015, 1-3 July, Melbourne.
Johnston, L. and Mazzarol, T. (2015) “Leadership and Governance in Australian Agriculture", Australia and New Zealand Academy of Management (ANZAM), 28th Annual SEAANZ Conference 2015, 1-3 July, Melbourne.
Baker, S., and Mazzarol, T. (2015) “The Australian manufacturing Mittelstand: An initial exploration”, 28th Annual SEAANZ Conference 2015, 1-3 July, Melbourne.
Choo, C., Mazzarol, T., and Reboud, S. (2015) “Effect of management and entrepreneurial orientation on the planning response of the small firm”, 3rd Asian SME Conference, Miri Sarawak, 26-30 October.
Clock, E. and Mazzarol, T. (2015) “Facilitating Youth Entrepreneurship at the Bottom of the Pyramid: A Proposed Research Agenda”, International Council of Small Business (ICSB), 60th Annual Conference 2015, 6-9 June, Dubai UAE.
Malone, P., Mazzarol, T. and Reboud, S. (2015) “Understanding Commercialisation in Entrepreneurial Firms: A Case Example”, International Council of Small Business (ICSB) 60th Annual Conference 2015, 6-9 June, Dubai UAE.
Hang Do, T, Mazzarol, T., Volery, T., Soutar, G.N., and Reboud, S. (2015) “SME Owner-Managers’ Anticipated Returns to Commercialisation: The Influence of Organisational Factors”, International Council of Small Business (ICSB) 60th Annual Conference 2015, 6-9 June, Dubai UAE.
Clark, D., Mazzarol, T., Reboud, S. and Mamouni Limnios, E. (2014) "Developing a co-operative enterprise business model: identifying the core components from theory and practice", peer reviewed paper presented at the 28th ANZAM Annual Conference, 3-5 December, Sydney.
Mazzarol, T. and Reboud, S. (2014) "Key problems facing SME Owner-Managers in Strategy and Innovation: Evidence from a Diagnostic Survey", peer reviewed paper presented at the 28th ANZAM Annual Conference, 3-5 December, Sydney.
Mazzarol, T., Mamouni Limnios, E., Soutar, G.N., and Kresling, J. (2014) "Developing an Australian Co-operative and Mutual Index", peer reviewed paper presented at the Co-operatives and Mutuals Research and Teaching Conference, Co-operatives Research Group, University of Sydney, 19-20 November, Sydney.
Mamouni Limnios, E., Mazzarol, T., Schilizzi, S., Illopoulos, C., Soutar, G.N. (2014) "Member Loyalty in Co-operatives: The Equity Paradox", peer reviewed extended abstract presented at the Co-operatives and Mutuals Research and Teaching Conference, Co-operatives Research Group, University of Sydney, 19-20 November, Sydney.
Malone, P., Mazzarol, T., and Reboud, S. (2014) “Valuing innovation in SMEs: Towards a theory of entrepreneurial innovation value”, peer reviewed paper presented at the 27th Annual SEAANZ Conference, 16-18 July, Sydney.
Choo, C., Mazzarol, T., and Reboud, S. (2014) “SME Planning Responses to Uncertain Environments - Case Studies from the Singapore Automotive Industry", peer reviewed paper presented at the 27th Annual SEAANZ Conference, 16-18 July, Sydney.
Reboud, S., Mazzarol, T., Clark, D. and Mamouni Limnios, E. (2014) "One more time: why it is important to define the small enterprise", peer reviewed paper presented at the 59th International Council for Small Business (ICSB) Conference, 11-14 June, Dublin, Ireland.
Research Reports
Mazzarol, T. (1978) “Tradition Environment and the Indentured Labourer in Early WA”, Studies in West Australian History, UWA Press, Perth.
Media Articles
Mazzarol, T. (1978) “Tradition Environment and the Indentured Labourer in Early WA”, Studies in West Australian History, UWA Press, Perth.
Executive Summaries
Mazzarol, T. (1978) “Tradition Environment and the Indentured Labourer in Early WA”, Studies in West Australian History, UWA Press, Perth.