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The University of Auckland
Business School
Owen G Glenn Building
12 Grafton Road
Auckland
New Zealand

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Dr Ljiljana [Liliana] Erakovic
Senior Lecturer
Department:
Management and International Business
Address:Owen G Glenn Building
12 Grafton Road
Auckland
Faculty:Business & Economics
Phone: +64 9 373 7599 Ext. 86855
Email: l.erakovic@auckland.ac.nz

History
Ljiljana is a Senior lecturer in the Department of Management and International Business. She received a BSc in Economics from the University of Split (Croatia), a MSc in Economics from the University of Zagreb (Croatia), and a PhD from the University of Auckland. Before returning to university in 1995 to embark upon a PhD in Management, Ljiljana had worked for twelve years as a researcher and consultant specialising in the areas of organisational restructuring, business systems development and management information systems. In the years of radical changes in Eastern Europe she did consultancy work on privatisation programmes for various Croatian state-owned enterprises. Since her arrival in New Zealand, she has continued her research into organisational change. She has discovered in the New Zealand experience of privatisation an exceptional foundation for building theory in this area.

Qualifications:
2001 Doctor of Philosophy The University of Auckland
1988 Master of Science in Economics University of Zagreb
1981 Bachelor of Science in Economics University of Split
Special Interests:
Corporate governance
Governance in not-for-profit organisations
Organisation theory
Organisational design
Privatisation and public sector management
Positions Held:
FromToInstitutionPosition Held
1991 1994 R&D Institute, Shipbuilding Industry "Split" Senior Researcher
1988 1991 R&D Institute, Shipbuilding Industry "Split" Associate Researcher
1986 1988 R&D Institute, Shipbuilding Industry "Split" Research Assistant
Awards:
2008 The Best Paper Prize awarded at the 6th International Conference on Corporate Governance "The Evolution of Corporate Governance" in Birmingham, UK
2007 The University of Auckland Business School Research Excellence Award
2006 The University of Auckland Business School Teaching Excellence Award
2005 'Excellence in the mentorship of postgraduate students in case writing and teaching' awarded at the International Conference on Case Study Teaching and Learning in Auckland
Service:
European Group of Organization Studies, Member
MER Library Liaison Officer (2002-2007)
MGMT and IB BCom Hons and PGDipCom Coordinator
North American Case Research Association, Member
The New Zealand Governance Centre, member
The University of Auckland Business Case Centre Advisory Board
University of Auckland Business Review Editorial Board
Women in Leadreship Programme 2002
Teaching:
2009 MGMT 302 Strategic Thinking
2009 MGMT 731 Contemporary Organisations and Management
2008 MGMT 302 Strategic Thinking
2008 MGMT 731 Contemporary Organisations and Management
2007 MGMT 302 Strategic Management
2007 MGMT 731 Contemporary Organisations and Management
2006 MGMT 212 Organization Theory
2006 MGMT 302 Strategic Management
2006 MGMT 314 Contemporary Issues in Organisations
2006 MGMT 731 Contemporary Organisations and Management
2005 MGMT 302 Business Policy and Strategy
2005 MGMT 731 Contemporary Organisations and Management
2004 MGMT 311 Rethinking Organisational Design
2004 MGMT 731 Contemporary Organisations and Management
2003 BBIM 294 Contemporary Organisational Design
Research Interests:
Changes in organisational design in New Zealand privatised organisations (PhD research)
This research considers how change in ownership status affects organisational structure and design. The central purpose of the research is to explore the different pathways taken by New Zealand organisations through the process of transition from government departments to state-owned enterprises, and then to privately-owned companies. The research is undertaken through multiple case studies, the cases selected from the population of New Zealand corporatised and privatised companies. The resulting representative sample consists of sixteen organisations. The analysis relates to the 1985-1995 period, with data collected retrospectively from different sources. Content analysis of organisational documents is performed using QSR NUD*IST computer software.

Corporate Governance: Board-Management Relationships
The main motivation for this project is to explore the nature of the relationships between boards and management. Heeding recent calls to study governance and board policies from within, under the overall rubric of the emerging behavioral perspectives on boards and governance (e.g., Useem, 2003; Huse, 2005; Rindova 1999), I place particular emphasis on the internal dynamics of the boards in both traditional and knowledge-intensive industries, thereby moving beyond the structural debate about “who should be on the board.” In particular, this study was motivated by a desire to provide an empirical underpinning to theoretical developments that widen the context of corporate governance, by investigating a wider variety of roles and processes between the board and management.
[Grants / Funding]
The University of Auckland Business School Development Grant 2007 The University of Auckland Research Grant 2006 The University of Auckland Business School Research Grant 2006
Governance in not-for-profit organisations (with Dr Judith McMorland)
Not-for-profit organisations (NFPs) proliferate in New Zealand . The increasing sophistication of agencies, and the size of their budgets, has meant that many NFP organisations are now large business enterprises in their own right, with professional managers. There are heightened expectations amongst government, service users and the public at large, of performance standards and transparent accountability. Research has also shown that the level of understanding amongst Trustees of their roles and responsibilities is disconcertly low (e.g., Tumin, 1992; Cornforth 2003). Our personal and consulting experience shows that trustees’ lack of knowledge and governance capability in NZ puts many NFP organisations at considerable risk. The major aims of this research are to: 1) develop a clearer picture of governance issues across a range of NFP organisations; 2) analyse identified issues in representative cases; 3) inform teaching around management and governance, and 4) provide recommendations for governance education and training.


[Grants / Funding]
The University of Auckland Research Grant 2006 The University of Auckland Business School Research Grant 2006
Public Sector Reforms and Organisational Transformations: A Comparative Analysis
This study aspires to investigate changes and conditions of change (e.g., government policies, industrial and technological determinants) in SOEs in the 1990s in three countries – New Zealand, Ireland and Portugal. The focus of the research is on organisations that form important actors in the national economies; that is, telecommunication, airlines and energy companies.

[Grants / Funding]
The University of Auckland New Staff Research Grant 2002
Selected Publications:
Refereed Journal Articles
2009 ERAKOVIC, L.,  OVERALL, J.,  ‘Opening the ‘black box’: challenging traditional governance theorems‘, Journal of Management and Organization, forthcoming
2009 ERAKOVIC, L.,  MCMORLAND, J.,  ‘Perceptions of ‘good governance’ in New Zealand not-for-profit organisations‘, Third Sector Review, forthcoming
2009 ERAKOVIC, L.,  TCHAKA, M.,  ‘The issues of corporate governance in knowledge-intensive entrepreneurial firms‘,  International Journal of Entrepreneurship and Innovation Management, in press
2008 ERAKOVIC, L.,  GOEL, S.,  ‘Board-Management Relationships: Resources and Internal Dynamics ‘, Management Revue, 19, 1+2 (Special Issue on Resources and Dependencies) , 53-69.
2006 ERAKOVIC, L.,  FORSTER, T.,  S.MOULY,  ‘Change Induced by Economic Reforms in State-Owned Enterprises and Industries: Insights from qualitative case study research‘, International Journal of Learning and Change, Vol. 1, No. 2, 246-266.
2006 WILSON, M.,  CHEN, S.,  ERAKOVIC, L.,  ‘Dynamics of decision power in the localization process: comparative case studies of China-western IJVs‘, International Journal of Human Resource Management, Vol. 17, No. 9, 1546-1570.
2006 ERAKOVIC, L.,  WILSON, M.,  ‘Interaction of market and technology in radical transformation: The case of Telecom New Zealand‘, International Journal of Public Sector Management, 19(5), p468-489.
2006 ERAKOVIC, L.,  POWELL, M.,  ‘Pathways of Change: Organizations in transition‘, Public Administration, Vol. 84, No. 1, 31-58.
2006 ERAKOVIC, L.,  ‘Researching organisational change in the public sector‘, International Journal of Learning and Change, Vol. 1, No. 2, 201-216.
2006 ROTHKEGEL, S.,  ERAKOVIC, L.,  SHEPHERD, D.,  ‘Strategic alliances between SMEs and large firms: An exploration of the dynamic process‘, Management Revue, Vol. 17, No. 1, 51-70.
2005 ERAKOVIC, L.,  WILSON, M.,  ‘Conditions of radical transformation in SOEs‘, British Journal of Management, Vol. 16, No. 4, 293-313.
2004 ERAKOVIC, L.,  GOEL, S.,  ‘Building effective board-management relationships: Evidence and prescriptions from New Zealand‘, UABR Vol. 6, No. 1, 20-37.
Sections in Books
2010 COASTER, E.,  ERAKOVIC, L.,  SMITH, P.,  ‘PHARMAC: Keeping Abreast of Stakeholder Interests‘ In: B. de Wit and R. Meyer (ed.), Strategy: Process, Content and Context, forthcoming
2008 BANIPAL, A.,  KUDUMULA, S.,  ERAKOVIC, L.,  ‘Fisher & Paykel Healthcare:Taking Independent Steps on the International Stage ‘ In: Wendell Dunn and Ian Hunter (ed.), Managing in International Context: New Zealand Case Series , McGraw Hill, Australia, 193-221.
2008 DUFOUR, Y.,  ERAKOVIC, L.,  SMITH, P.,  ‘Right Hemisphere: In pole position for a race that's really just beginning‘ In: Wendell Dunn and Ian Hunter (ed.), Managing in an International Context: New Zealand Case Series , McGraw Hill, Australia, 119-137.
2008 OVERALL, J.,  INDSHEWA, A.,  ERAKOVIC, L.,  ‘The Future of Feijoa: Acting Locally, Thinking Internationally‘ In: Wendell Dunn and Ian Hunter (ed.), Managing in International Context: New Zealand Case Series, McGraw Hill, Australia, 22-43.
2008 ERAKOVIC, L.,  RYAN, K.,  THOMSON, M.,  ‘TVNZ: Balancing between commercial and social objectives‘ In: D. Hanson, P. Dowling, M. A. Hitt, I. R. Duane and R. E. Hoskisson (ed.), Strategic Management: Competitiveness and Globalization, Pacific Rim 3rd ed. , Thomson Learning, Australia, 546-559.
2007 ERAKOVIC, L.,  ‘Corporate Governance ‘ In: Robert W. Kolb (ed.), Encyclopedia of Business Ethics and Society, Sage, 471-481.
2007 ORLITZKY, M.,  ERAKOVIC, L.,  ‘European Union‘ In: Robert W. Kolb (ed.), Encyclopedia of Business Ethics and Society, Sage, 2109-2114.
2007 ORLITZKY, M.,  ERAKOVIC, L.,  ‘Triple Bottom Line‘ In: Robert W. Kolb (ed.), Encyclopedia of Business Ethics and Society, Sage, 817-821.
2005 LAKE, M.,  ERAKOVIC, L.,  ‘Flourishing on the Edge: Case Study of Whale Watch Kaikoura and Indigenous Sustainable Development. In: M.Wilson (ed)‘, Case in Point, 219-240.
2005 HOLLEBEEK, L.,  COLQUHOUN, J.,  ERAKOVIC, L.,  ‘Taking on the World: Montana and New Zealand Wine Industry. In: M.Wilson (ed)‘, Case in Point, 283-299.
2005 ERAKOVIC, L.,  ROTHKEGEL, S.,  LAMERS, P.,  SMITH, P.,  ‘The seeds of change: Telecom New Zealand. In: M. Wilson (ed.)‘, Case in Point, 263-282.
Conference Paper
2008 SMITH, P.,  ERAKOVIC, L.,  DUFOUR, Y.,  ‘Strategising in the routines of governance: An empirical case study in an engineering consultancy firm‘, Clifford Chance Centre for Professional Service Firms, Said Business School, June, 29.
2008 TCHAKA, M.,  ERAKOVIC, L.,  ‘The Evolution of Corporate Governance in Knowledge Intensive Firms‘, June 30, The Birmingham Business School, UK
2008 ERAKOVIC, L.,  S.MOULY,  ‘The Odyssey of New Zealand SOEs: Issues of Legitimacy‘, August 8-13, Anaheim, California
2008 SMITH, P.,  ERAKOVIC, L.,  DUFOUR, Y.,  ‘The relationship between strategising and the routines of governance: An empirical case study involving pluralistic contexts‘, EGOS 2008, VU Amsterdam, 23.
2007 SMITH, P.,  DUFOUR, Y.,  ERAKOVIC, L.,  ‘Understanding the challenges of strategizing in pluralistic contexts: Integrating new theoretical perspectives‘, 4-7 December 2007
2006 MCMORLAND, J.,  ERAKOVIC, L.,  ‘Accountability issues in governance of not-for-profit organisations‘, 26-28 November, Adelaide, Australia
2006 ERAKOVIC, L.,  ‘Peter Snell Institute of Sport: Managing Growth‘, 19-21 October, San Diego, CA.
2005 ERAKOVIC, L.,  GOEL, S.,  ‘Process, content and context in board-management relationships : An institutional perspective‘, Melbourne, December, 513-538.
2005 WILSON, M.,  CHEN, S.,  ERAKOVIC, L.,  ‘Sino-foreign joint ventures: Determinants of standardization and localization of HRM practices‘, Honolulu, Hawaii, August
2004 GOEL, S.,  ERAKOVIC, L.,  ‘Collaboration in the boardroom: Resolving the paradox of monitoring and mentoring‘, 6-8 May, Edinburgh, UK
2004 ERAKOVIC, L.,  GOEL, S.,  ‘The interplay of process, content, and context in the functioning of the board of directors‘, July, Ljubljana, Slovenia.
2002 KRNETA, M.,  ERAKOVIC, L.,  ‘The issues of corporate governance in business groups: Lessons from shipbuilding industry‘, 4-6 July, Barcelona, Spain.
2002 ERAKOVIC, L.,  ‘The pathway of radical changes: Mutual outcome of government actions, technological changes, and managerial intentionality‘, 4-6 July, Barcelona, Spain.
2001 ERAKOVIC, L.,  ‘The odyssey of New Zealand government trading organisations‘, July 5-7, Lyon, France.
1999 ERAKOVIC, L.,  ‘Enterprise in transition: Two models of change in New Zealand transport industry‘, Split-Sibenik, Croatia, May 27-29
Other
2007 HALLIDAY, N.,  SMITH, P.,  ERAKOVIC, L.,  ‘Team New Zealand 2003. In: C.W.L. Hill, G.R. Jones and P. Galvin‘, Strategic Management 2nd ed., John Wiley & Sons Australia, [Web Case Study]., 5 February 2007, c1-c8.
2006 STANIK, A.,  SMITH, P.,  ERAKOVIC, L.,  ‘Emirates Airlines’ Expansion into New Zealand. In: C.W.L. Hill, G.R. Jones and P. Galvin‘, Strategic Management 2nd ed., John Wiley & Sons Australia, [Web Case Study], 6 December, c1-c19.
2006 ERAKOVIC, L.,  SMITH, P.,  ‘Fletcher Challenge: The end of an empire - organisational death or strategic disintegration? In: C.W.L. Hill, G.R. Jones and P. Galvin‘, Strategic Management 2nd ed., John Wiley & Sons Australia, [Web Case Study]., 4 December 2006, c1-c18.