Associate Professor Bruce Gurd
|Position:||Associate Professor: Management/Associate Director: ACAB|
|Division/Portfolio:||University of South Australia Business School|
|School/Unit:||School of Management|
|Campus:||City West Campus|
|Telephone:||+61 8 830 20288|
|Fax:||+61 8 830 20709|
|URL for Business Card:||http://people.unisa.edu.au/Bruce.Gurd|
Dr Bruce Gurd is Deputy Director at the Australian Centre for Asian Business (ACAB), and teaches in the capstone Strategic Management course in the 5 Star MBA program in the University of South Australia Business School. He leads research in the areas of cross-cultural management, accounting, and governance in Asia.
Dr Gurd is well-known for his work in researching performance measurement systems, especially the Balanced Scorecard. Recently he has been researching Social Return on Investment including: * A research grant from AusAid, co-operating with State University of Jakarta, to develop systems for measuring the SROI of sanitation and water projects in deprived districts of East Java, Indonesia. * A research project in the disability sector in Adelaide with PhD candidate Cheryll Lim * Co-operation with the Dept of Rural Health, UniSA Whyalla Bruce also has projects with a team lead by Professor Ken Suzuki at Meiji University and with hospital management researchers at Shandong University.
RECENT AWARDS * Life Fellow of the Australia and New Zealand Academy of Management (ANZAM), he was the organisation’s President in 2013. * 2015 Research Supervision Excellence Award for outstanding doctoral supervision from ANZAM * Best paper International Management stream - ANZAM conference Queenstown NZ 2015
Dr Gurd is a member of the International Academy of Chinese Management Research, and the Academy of Management’s Strategy as Practice Division. He is also a Fellow of CPA Australia.
Professor Gurd has published extensively in a range of refereed journals in the area of management and management control systems. He has a keen interest in the not-for-profit area and leads research in the area including a current project with disability services providers in Adelaide. Bruce has great skills as a PhD supervisor having successfully supervised 15 PhD candidates to completion and led PhD workshops around Australia and New Zealand.
- MBA Research Project
- MBA Strategic Management
|BUSS 5390||Strategic Management M|
|BUSS 5424||Strategy and Management Research|
Life Fellow, Australia and New Zealand Academy of Management
Academy of Management, Strategy as Practice
International Academy of Chinese Management Research
Fellow, CPA Australia
B.Ec (Adel), Grad.Dip.Acc., Dip.Ed. (Adel), FCPA
- Social return on investment
- Impact of new management control systems on organisations, especially in Asia
- Management control systems in family business in China
- Management control systems in not-for-profit, public sector, local government
- The issues of adaptation of the balanced scorecard in the Asian environment
Gao, T and Gurd, B.W. 2015 "Meeting the challenge in performance management: the diffusion and implementation of the balanced scorecard in Chinese hospitals" Health Policy and Planning, 30 (2) pp.234-241
Koh, J.S.B and Gurd,B.W., 2014, Does the Country of Origin Effect Impact on Management Control Systems? Meiji Business Review Vol.61 No.4 pp.35-64
Gurd, B.W and Ifandoudas, P., 2014 “Moving towards agility: the contribution of a modified balanced scorecard system” Measuring Business Excellence 18 (2): 1-13.
Gurd, B.W., 2013, "Rising accountability of Australian non-government schools" Public Money & Management, Vol.33 No.6 pp.415-420
Gurd,B.W. 2013 "The Balanced Scorecard", in Kessler, E, Encylopedia of Management Theory, Sage pp.60-63
Tucker, B, Thorne, H and Gurd, B, 2013, "Uncharted Waters: Exploring the relationship between strategy processes and management control systems in the nonprofit sector" Nonprofit Management and Leadership pp.415-420.
Gurd, B.W. and Thomas,J 2012,“Family Business Management: Contribution of the CFO” International Journal of Entrepreneurial Behaviour & Research, Vol.18 No.3 pp.286-304
Gurd, B.W. and Or, F, 2011, Attitudes of Singaporean Chinese towards Retirement Planning, Review of Pacific Basin Financial Markets and Policies, Vol.14, No.4
Gurd, B.W. and Rice, J, 2010, "Equity and Accumulation - A Biblical Critique of Residual Interest” Journal of Biblical Integration in Business, Vol.13 pp.128-143
Hoi, C and Gurd, B.W. 2010, "Leadership essentials from Sun Zi’s “Art of War” and the Bhagavad Gita" Journal of Management History, Vol.16 No.3 pp.396-414
Ifandoudas, P and Gurd, B, 2010, "Costing for Decision- Making in a Theory of Constraints Environment" Journal of Applied Management Accounting Research, Vol.8 No.1 pp.43-58.
Knight, J, Patrickson,M and Gurd, B, 2010, Understanding GP attitudes towards amalgamating patient health data informatics systems, International Journal of Healthcare Quality Assurance
Tucker, B, Thorne, H and Gurd, B.W. 2009 "Management Control Systems and Strategy: What's been happening?" Journal of Accounting Literature, Vol.28 pp.123-164
Raman, D, Nagalingam, S and Gurd, B.W, 2009, "Quantity of material handling equipment – a queuing theory based approach", Robotics and Computer-Integrated Manufacturing, Vol.25 No.2 pp.348-357
Raman,D, Nagalingam,S, Gurd, B.W., 2009, "A genetic algorithm and queuing theory based methodology for the facilities layout problem" International Journal of Production Research. Vol.47 No.20 pp.5611-5635
Gurd, B.W. and Jothidas,A, 2009, "Developing the knowledge value chain: A strategy for knowledge sharing in New Product Development in Multi-national Corporations” Problems and Perspectives in Management Vol.7 No.2, pp.26-35.
Gurd, B.W. 2008, “Structuration and Middle Range Theory: a case study of accounting during organizational change from different theoretical perspectives” Critical Perspectives on Accounting Vol.19 Iss.4 pp.523-543.
Knight, J, Patrickson, M and Gurd, B.W., 2008, "Understanding GP Attitudes Towards A Data Amalgamating Health Informatics System", eJournal of Health Informatics, Vol.3 No.2
Gurd, B.W., 2008, "Remaining Consistent with Method? An Analysis of Grounded Theory Research in Accounting" Qualitative Research in Accounting and Management, Vo.5 no.2 pp.122-138
Gurd, B.W, 2008, "A response to Joannidès and Berland – “Reactions to reading ‘Remaining consistent with methods’ – a comment on Gurd” Qualitative Research in Accounting and Management, Vol.5 No.3 pp.
Gurd, B.W. and Gao,T, 2008, “Lives in the balance: Managing with the scorecard in not-for-profit healthcare settings” International Journal of Productivity and Performance Management, Vol.57 No.1, pp.6-21.
Gao, T and Gurd, B.W. 2008 "Balancing the paradox between limited health resources and growing demands for medical services" Chinese Journal of Population, Resources and Environment Vol. 6 No.1. pp.57-62.
Shan and Gurd, B.W. 2006, “The Impact Of Best Practice And Innovation On Performance In Malaysian SMEs” Proceedings of the Australia and New Zealand Academy of Management
Gurd, B.W and Thomas, J, 2006, Finance Managers in Family Owned SMEs, CPA Australia ISBN 1 876 874 988
Gao, T and Gurd, B.W., 2006, “The Impact Of Long Term Orientation And Diffusion Of Innovation On BSC Use In Australian Hospitals” Proceedings of the Australia and New Zealand Academy of Management
Chen, TZ; Gurd, B.W., and Thorne, H, 2004, "Learning Organizations and the Balanced Scorecard: Evidence from Australia", Proceedings of the refereed stream of the Performance Measurement Association conference, Edinburgh.
Gurd, B.W. and Shead, N, 2004, "The Balanced Paycheck: Should Remuneration be Linked to the Balanced Scorecard", Proceedings of the Asia Pacific Interdisciplinary Research in Accounting conference, Singapore
Ng, L; Rice, J and Gurd,B.W., 2004, "Understandings of Environmental Engagement and Management Control Systems: An Analysis Illustrated by the Balanced Scorecard", Proceedings of the Asia Pacific Interdisciplinary Research in Accounting conference, Singapore
Gurd, B.W. and Thorne, H 2003 "The Transformation of an Accounting System During Organisational Change: A Longitudinal Study" Financial Accountability and Management, Vol.19, No.3 pp.21-43
Gurd, B.W., Smith,G.M. and Swaffer, A, 2002, "Factors Impacting on Accounting Lag: An Exploratory Study of Responding to TQM", British Accounting Review, Vol.34 pp.205-221
Gurd, B.W., 2001, “The Importance and Role of Management Case Studies”, The Management Case Study Journal, Vol.1 No.1
Thorne, K., Gurd, B.W. and Jothidas,A, 2001, “Challenges in developing management control systems in a global environment”, in Thorne, K and Turner, G, (editors) Global Business Regulation: Some Research Perspectives, Sydney, Pearson.
Gurd, B.W. and Turner, J, 2001, "Taxation Cost Compliance Research: A Cost Management Perspective" in Evans, C, Pope, J, and Hasseldine, J, "Tax compliance Costs: A Festschrift for Cedric Sandford", Prospect Media
Gurd, B, 2000, "(Re)living the Researched Experience", Critical Perspectives in Accounting, Vol.11, pp.255-258.
Thorne, H and Gurd, B, 1999, "Activity Based Costing: Improved Product Costing or Better Cost Management?", Advances in Management Accounting, Vol.8, pp.173-194.
Iriyadi and Gurd, B, 1998, "Cultural Effects of Budgetary Participation", Asian Review of Accounting, November, pp.71-100.
Turner, J., Smith, M, and Gurd, B, 1998, "Pitfalls in Tax Compliance Research", Revenue Law Journal, Vol.8, pp.62-87. Turner, J., Smith, M, and Gurd, B, 1998, "Auditing Income Tax Self-Assessment: The Hidden Cost of Compliance", Managerial Auditing Journal, Vol.13 No.2 pp.95-100.
Thorne, H, Gurd, B.W., and Southwick, A, 1995 "Some Behavioural Issues in Implementing the Balanced Scorecard", Accounting Forum, Vol.18 No.4 pp.27-44.
I am able to provide media comment in the following areas of expertise:
Discipline: Accounting, Management Accounting, Postgraduate management education
- Balanced Scorecard
- Nonprofit Management
|Organisation Name:||Heritage College|
|Type of Organisation:||Community organisation|
|Level of involvement:||Chair|
Engaging the Board of non profits in financial management
|There has been limited research and literature regarding observational studies of boards. Parker (2008) observed board activities, reporting two organisational case studies and notes that studies employing direct observation of director behaviour and discourse within the boardroom are rare indeed. This research provides the opportunity to delve deeper into the complex nature of boards and the human dynamics that interplay in decision making and interpretation of financial information. The structure of small to medium non profit boards, with volunteer capacity struggle to understand the financial information presented at Board meetings, impacting on effective decision making and the efficient use of resources that may impact on community outcomes of the services.|
|This project investigates the use of SROI compared with a social balanced scorecard to shift institutional logics to more balance with the economic in a social enterprise.|
|Although a stream of successful strategy execution frameworks have been put forward over the last thirty years (e.g. Hrebiniak and Joyce, 1984; Miller and Dess, 1996; Thompson and Strickland, 2003; Kaplan and Norton, 2005; Burgelman and Grove, 2007), between 60 to 90 percent of strategy execution efforts fail (Miller, 2002; Mankins and Steele, 2005; Kaplan and Norton, 2005). Complexity within an organisationâ€™s internal and external environment is one of the top cited challenges of strategy execution (e.g. Stacey, 1995; Burgelman and Grove, 2007; Davis et al, 2009; Franken et al, 2009). While there are common elements between the existing strategy execution frameworks, there are also differences - Yet each was informed by peer reviewed research and so presumably should work in some contexts. If they all result in effective strategy execution in some contexts, could differences in context be an issue? Specifically, could mismatches between frameworks and contexts be contributing to the failure rate? The proposed research aims to investigate whether mismatches between firmsâ€™ strategic management processes and the complexity of their environment could be playing a role in the failure rate. If so, it aims to determine which strategic management processes work best in environments of different types of complexity.|
Change | Staff home page help