Melissa A Parris
Biographic Data
| ID | 4193285 |
|---|---|
| NAME | Melissa A Parris |
| GIVEN NAMES | Melissa A |
| FAMILY NAME | Parris |
| SIGNATURE | PARRIS M A |
| AFFILIATIONS | Deakin University |
| ORCID | 0000-0001-8963-7654 |
| VERIFIED | Yes |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 10 |
| AUTHOR COUNT | 7 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2005 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 2 |
Skilled Migrants' Experiences of Othering, Alterity and Language Policing
The Australian Permanent Migration Program and related settlement services have been critical to Australia's success as a stable, democratic and culturally diverse nation. However, emerging research has revealed that this success may come with a high price for as many as one in four skilled migrants who find themselves employed beneath their level of education, expertise and experience, which we define as underemployment. We designed a study that…
Students’ motivation and engagement in higher education
The muse with a wandering eye
Across management, marketing, public administration and museology literature, coproduction has been presented as an innovative approach to service improvement. This case study of the Australian museum sector contributes to the instrumentalisation debate, by revealing the potential inhibitors to such improvements when coproduction distracts rather than enhances the work of cultural institutions. While public value requires the strategic cultural m…
Working with boards
Corporate governance has long been a feature of the arts and cultural sector and is a requirement for all cultural organisations seeking public funding, regardless of their size. However, despite the ubiquity of corporate governance in the arts and cultural sector, there is little research addressing the experiences of managers. This study examines the experiences of managers in performing arts organisations in working with their boards, based on…
Encouraging Writing on the White Walls
Museums, along with other public sector organisations, have been urged to co‐produce. Co‐production may offer increased resourcing and greater effectiveness, and enhances public value through stronger relationships between government and citizens. However, co‐production, particularly that which involves collaboration with communities, is largely resisted by public sector organisations such as museums. This research examines the extent to which mu…
Friendships under strain
Middle managers in today's organisations have reported experiencing longer working hours and intensified work regimes. These increased pressures, in turn, have led to growing difficulty in addressing the integration of their work and personal lives. In an exploratory study of the daily workplace experiences of Australian middle managers and the impacts on their personal lives, one of the key themes to emerge was respondents' concerns about the ne…
Working in Teams
At a time when teams are increasingly and routinely being used in Public Administration (PA) organizations, the prevailing wisdom about teams continues to confirm that teams axiomatically bring increases and improvements in effectiveness, productivity and communication. There has been relatively little critical address of whether these benefits actually accrue, nor what the experience of team members actually is. The PA literature, in particular,…
Friendships under strain
Middle managers in today's organisations have reported experiencing longer working hours and intensified work regimes. These increased pressures, in turn, have led to growing difficulty in addressing the integration of their work and personal lives. In an exploratory study of the daily workplace experiences of Australian middle managers and the impacts on their personal lives, one of the key themes to emerge was respondents' concerns about the ne…
The muse with a wandering eye
Across management, marketing, public administration and museology literature, coproduction has been presented as an innovative approach to service improvement. This case study of the Australian museum sector contributes to the instrumentalisation debate, by revealing the potential inhibitors to such improvements when coproduction distracts rather than enhances the work of cultural institutions. While public value requires the strategic cultural m…
Working with boards
Corporate governance has long been a feature of the arts and cultural sector and is a requirement for all cultural organisations seeking public funding, regardless of their size. However, despite the ubiquity of corporate governance in the arts and cultural sector, there is little research addressing the experiences of managers. This study examines the experiences of managers in performing arts organisations in working with their boards, based on…
Encouraging Writing on the White Walls
Museums, along with other public sector organisations, have been urged to co‐produce. Co‐production may offer increased resourcing and greater effectiveness, and enhances public value through stronger relationships between government and citizens. However, co‐production, particularly that which involves collaboration with communities, is largely resisted by public sector organisations such as museums. This research examines the extent to which mu…
Working in Teams
At a time when teams are increasingly and routinely being used in Public Administration (PA) organizations, the prevailing wisdom about teams continues to confirm that teams axiomatically bring increases and improvements in effectiveness, productivity and communication. There has been relatively little critical address of whether these benefits actually accrue, nor what the experience of team members actually is. The PA literature, in particular,…
Friendships under strain
Middle managers in today's organisations have reported experiencing longer working hours and intensified work regimes. These increased pressures, in turn, have led to growing difficulty in addressing the integration of their work and personal lives. In an exploratory study of the daily workplace experiences of Australian middle managers and the impacts on their personal lives, one of the key themes to emerge was respondents' concerns about the ne…
Encouraging Writing on the White Walls
Museums, along with other public sector organisations, have been urged to co‐produce. Co‐production may offer increased resourcing and greater effectiveness, and enhances public value through stronger relationships between government and citizens. However, co‐production, particularly that which involves collaboration with communities, is largely resisted by public sector organisations such as museums. This research examines the extent to which mu…
The muse with a wandering eye
Across management, marketing, public administration and museology literature, coproduction has been presented as an innovative approach to service improvement. This case study of the Australian museum sector contributes to the instrumentalisation debate, by revealing the potential inhibitors to such improvements when coproduction distracts rather than enhances the work of cultural institutions. While public value requires the strategic cultural m…
Working with boards
Corporate governance has long been a feature of the arts and cultural sector and is a requirement for all cultural organisations seeking public funding, regardless of their size. However, despite the ubiquity of corporate governance in the arts and cultural sector, there is little research addressing the experiences of managers. This study examines the experiences of managers in performing arts organisations in working with their boards, based on…
Students’ motivation and engagement in higher education
Skilled Migrants' Experiences of Othering, Alterity and Language Policing
The Australian Permanent Migration Program and related settlement services have been critical to Australia's success as a stable, democratic and culturally diverse nation. However, emerging research has revealed that this success may come with a high price for as many as one in four skilled migrants who find themselves employed beneath their level of education, expertise and experience, which we define as underemployment. We designed a study that…
Political science (6 works) · Public relations (5 works) · Psychology (4 works) · Sociology (4 works) · Business (3 works) · Cultural Industries and Urban Development (3 works) · Management and Organizational Studies (3 works) · Value (mathematics (3 works) · Anger (2 works) · Engineering (2 works)