Arun Elias
Biographic Data
| ID | 6691012 |
|---|---|
| NAME | Arun Elias |
| GIVEN NAMES | Arun |
| FAMILY NAME | Elias |
| SIGNATURE | ELIAS A |
| AFFILIATIONS | Victoria University of Wellington |
| ORCID | 0000-0001-6319-9414 |
| VERIFIED | Yes |
| TOTAL WORKS | 3 |
| TOTAL CITATIONS | 6 |
| WORKS AS AUTHOR | 3 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2004 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 1 |
Enhancing collaborative advantage through critical systems thinking
Cross‐sector partnerships are essential for addressing wicked problems but are typically ineffective because of messy human and organisational dynamics. Systemic approaches are needed to re‐design collaborations for a collaborative advantage. While the Viable System Model (VSM) is suited to this task, little guidance is provided on managing multiple perspectives or marginalisation in VSM interventions. Hence, we trial and evaluate the utility of …
The role of lean, agility and learning ambidexterity in Industry 4.0 implementations
There is an increasing interest in understanding the interdependencies between conventional lean and agile implementations and Industry 4.0 technology adoptions. Our knowledge of how they interact and enable Industry 4.0 implementations in learning organisations is still immature. Informed by the Strategic Momentum Theory and the contextual ambidexterity framework, this paper empirically investigates the effects of lean and agile implementations …
Changing positions and interests of stakeholders in environmental conflict
Stakeholders are an integral part of environmental conflict. Analysing the positions and interests of stakeholders is vital in effective environmental conflict management. This paper reviews the literature related to stakeholders and their dynamics in environmental conflict. It also presents the results of a study relating to a New Zealand transport infrastructure project where the positions and interests of stakeholders have kept on changing dur…
Changing positions and interests of stakeholders in environmental conflict
Stakeholders are an integral part of environmental conflict. Analysing the positions and interests of stakeholders is vital in effective environmental conflict management. This paper reviews the literature related to stakeholders and their dynamics in environmental conflict. It also presents the results of a study relating to a New Zealand transport infrastructure project where the positions and interests of stakeholders have kept on changing dur…
Enhancing collaborative advantage through critical systems thinking
Cross‐sector partnerships are essential for addressing wicked problems but are typically ineffective because of messy human and organisational dynamics. Systemic approaches are needed to re‐design collaborations for a collaborative advantage. While the Viable System Model (VSM) is suited to this task, little guidance is provided on managing multiple perspectives or marginalisation in VSM interventions. Hence, we trial and evaluate the utility of …
Changing positions and interests of stakeholders in environmental conflict
Stakeholders are an integral part of environmental conflict. Analysing the positions and interests of stakeholders is vital in effective environmental conflict management. This paper reviews the literature related to stakeholders and their dynamics in environmental conflict. It also presents the results of a study relating to a New Zealand transport infrastructure project where the positions and interests of stakeholders have kept on changing dur…
The role of lean, agility and learning ambidexterity in Industry 4.0 implementations
There is an increasing interest in understanding the interdependencies between conventional lean and agile implementations and Industry 4.0 technology adoptions. Our knowledge of how they interact and enable Industry 4.0 implementations in learning organisations is still immature. Informed by the Strategic Momentum Theory and the contextual ambidexterity framework, this paper empirically investigates the effects of lean and agile implementations …
Enhancing collaborative advantage through critical systems thinking
Cross‐sector partnerships are essential for addressing wicked problems but are typically ineffective because of messy human and organisational dynamics. Systemic approaches are needed to re‐design collaborations for a collaborative advantage. While the Viable System Model (VSM) is suited to this task, little guidance is provided on managing multiple perspectives or marginalisation in VSM interventions. Hence, we trial and evaluate the utility of …
Business (3 works) · Computer Science (3 works) · Geography (2 works) · Knowledge management (2 works) · Political science (2 works) · Process management (2 works) · Psychology (2 works) · Public relations (2 works) · Ambidexterity (1 work) · Artificial Intelligence (1 work)