Dr Ljiljana Erakovic

PhD, MSc in Economics and BSc in Economics.

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Senior Lecturer » Management and International Business

Organisational units

Biography

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.

Special Interests:
  • Corporate governance
  • Governance in not-for-profit organisations
  • Organisation theory
  • Organisational design
  • Privatisation and public sector management

 

Research | Current

Research Interests:
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 (eg, 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.
 

Governance in not-for-profit organisations
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 (eg, 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.

 

Teaching | Current

  • Governance, MGMT 738 (2010-present)
  • Strategic Management, BUSINESS 304/MGMT 302 (2000-present)
  • Understanding Organisations, MGMT 211 (2014 - )
  • Contemporary Organisations and Management, MGMT 731 (2002-2009)
  • Rethinking Organisational Design, MGMT 311 (2000-2004)

Distinctions/Honours

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

 

Responsibilities

  • Deputy Head of Department, 2010
  • Chair, MIB Postgraduate Committee, 2011
  • Director, MIB MCom programme, 2011
  • Coordinator, MIB BCom Hons and PGDipCom programmes, (2005-2009)

Areas of expertise

  • Corporate governance
  • Organisational change
  • Organisational design
  • Strategic management

Committees/Professional groups/Services

  • University of Auckland Human Participants Ethics Committee, member
  • The University of Auckland Business School Staffing Committee, member
  • European Group of Organization Studies, Member
  • 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
  • MIB, PhD Committee, 2012
  • ANZAM, Conference Stream Co-convener "Leadership and Governance", Auckland, New Zealand 2008
  • APROS, Conference Stream Co-convener "Integrating Leadership and Governance in Complex, Emergent and Uncertain Environments", Monterrey, Mexico 2009
  • The University of Auckland Women in Leadership Programme 2002

Selected publications and creative works (Research Outputs)

  • Erakovic, L., & McMorland, J. (2014). The major challenges in designing capable nonprofit boards. In J. Mueller, P. Wells (Eds.) Governance in action globally: strategy, process and reality (pp. 201-220). Oxford, UK: RossiSmith Academic Publishing.
  • McMorland, J., & Erakovic, L. (2014). The ‘Am Calon’ case: A non-profit journey through transitions. In J. Mueller, R. Franklin, D. Warrick (Eds.) Non-Profit Excellence: Learning from Worldwide Best Practice Cases (pp. 131-144). Oxford, UK: RossiSmith Academic Publishing.
  • McMorland, J., & Erakovic, L. (2013). Stepping through transitions: Management, leadership and governance in not-for-profit organisations. Auckland: CGO Transitions Ltd.. Pages: 263.
  • Casey, C., Fiedler, A., & Erakovic, L. (2012). Liberalising the German model: Institutional change, organisational restructuring and workplace effects. Industrial Relations Journal, 43 (1), 53-69. 10.1111/j.1468-2338.2011.00657.x
  • Ingley, C., Rennie, M., Mueller, J., Warrick, D., & Erakovic, L. (2012). The social dimension of boards’ role in better corporate governance. In A. Davila, M. Elvira, J. Ramirez, L. Zapata-Cantu (Eds.) Understanding Organizations in Complex, Emergent and Uncertain Environments (pp. 45-67). Palgrave Macmillan.
  • Erakovic, L., & Jackson, B. (2012). Promoting leadership in governance and governance in leadership: Towards a supportive research agenda. In A. Davila, M. Elvira, J. Ramirez, L. Zapata-Cantu (Eds.) Understanding Organizations in Complex, Emergent and Uncertain Environments (pp. 68-83). Basingstoke, UK: Palgrave McMillan.
  • Spiller, C., Erakovic, L., Henare, M., & Pio, E. (2011). Wise Up: Creating Organizational Wisdom Through an Ethic of Kaitiakitanga. Journal of Business Ethics, 104 (2), 223-235. 10.1007/s10551-011-0905-y
    URL: http://hdl.handle.net/2292/15721
  • Ingley, C., Rennie, M., Mueller, J., Cocks, G., Warrick, D., & Erakovic, L. (2011). Reformed and engaged boards - Not activist shareholders. World Review of Entrepreneurship, Management and Sustainable Development, 7 (3), 302-329. 10.1504/WREMSD.2011.040811

Contact details

  • Media Contact

Web links

Primary location

OWEN G GLENN BUILDING
Level 4, Room 260-471
12 GRAFTON RD
Auckland 1010
New Zealand