Associate Professor Ljiljana Erakovic
PhD, MSc in Economics and BSc in Economics.
Ljiljana is an Associate Professor 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.
Her research interests and research projects have evolved out of her long-term involvement in various research and applied works in the field of organisation studies. Her primary goal as a researcher is to investigate contemporary organisational issues and to contribute to a better conceptual understanding of these issues. In line with this aim, she has made an important contribution to her academic field by analysing and explaining the major antecedents, challenges and outcomes of transitional organisational changes (i.e., privatisation, ownership restructuring, metamorphic transformation, life-cycle change, leadership transition, etc). Her current research interest includes organisational governance. This is a research platform in which she has developed several projects.
Research | Current
Ljiljana's current research programme (2010-present) involves studies on the subject of organisational governance. Within this programme she has developed two major projects which produced a number of outputs. They include: (1) exploring the crucial interface of governance and leadership processes in large organisations, and (2) exploring issues of governance in not-for-profit organisations.
Governance and Leadership processes
In January 2014 Ljiljana was appointed to lead an interdisciplinary team investigating linkages between leadership and governance processes in large New Zealand organisations. The main aim of this research is to promote a novel interdisciplinary approach which is relevant and timely for both researchers and practitioners. Other members of the team are: Professor Brad Jackson, Victoria University, Wellington; Professor Susan Watson and Associate Professor Chris Noonan, The University of Auckland Law School; and Dr Monique Cikaliuk, Business School.
Specifically, this project seeks to understand decision-making processes at the board room level. Exploring the processes by which boards make decisions and exert leadership throughout the organisation is by no means straight forward. The team focuses on gathering in-depth qualitative data on traits and competencies, group dynamics and individual performances, formal procedures and informal processes to gain a deeper understanding of actual board behaviours and processes.
Governance in NFP organisations
The most important output of this research is the book: ‘Stepping through transitions: Management, leadership and governance in the not-for-profit organisations’, published in 2013. The book has strong theoretical foundations in the sociology of work and organisational development and is richly illustrated by stories and examples from a wide range of New Zealand organisations. The core to the book is the Common Good Organisation Development Model. The conceptual building blocks of the model give different perspectives on change and explain ways in which organisations can take ownership of their own development within the increasingly complex not-for-profit sector. Understanding the central and changing face of management, leadership and governance is, as the book suggests, key to organisational development.
Ljiljana is currently involved in the project "Governance in NFP organisations: Contributing to the common good". This project focuses on the links between not-for-profit governance and the broader public interest and needs. She places particular emphasis on examining how the issues of sustaining service delivery, financial viability, advocacy, civic engagement and changing governmental policies influence and are influenced by organisational governance.
Teaching | Current
- Strategic Management, BUSINESS 304/MGMT 302 (2000-present)
- Business and Enterprise 2, BUSINESS 102 (2017-present)
- Business and Enterprise 1, BUSINESS 101 (2018)
- Governance, MGMT 738 (2010-2016)
- Critical Issues in Organisations, MGMT 314 (2015)
- Understanding Organisations, MGMT 211 (2014)
- Contemporary Organisations and Management, MGMT 731 (2002-2009)
- Rethinking Organisational Design, MGMT 311 (2000-2004)
Ljiljana is interested in supervising students who are willing to pursue a PhD or master’s thesis in the area of organisational governance. She is currently supervising six PhD students who research the following topics: network governance in the health sector, leadership identity of board directors, the ownership structure and roles of boards in privatised companies in Vietnam, organisational unlearning, governance challenges in not-for-profit organisations, and clinical governance.
|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|
- Deputy Head of Department, 2010 and 2018 (Mgmt)
- Management Group Lead, 2017-present
- Director, BUSINESS 101 and BUSINESS 102, 2018
- Chair, MIB Postgraduate Committee, 2011 & 2015, 2016
- Director, MIB MCom programme, 2011 & 2015
- Coordinator, MIB BCom Hons and PGDipCom programmes, (2005-2009)
Areas of expertise
- Corporate governance
- Organisational change
- Organisational design
- Strategic management
- The University of Auckland Human Participants Ethics Committee, member (2011-2014)
- The University of Auckland Business School Staffing Committee, member (2013-present)
- International Corporate Governance Society, member
- International Society for Third-Sector Research, member
- European Academy of Management, 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
- 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., Watson, S., Cikaliuk, M., Jackson, B., & Noonan, C. (2017). Board of directors and stakeholders: Building bridges of understanding. New Zealand Business Law Quarterly, 23 (3), 202-215.
Other University of Auckland co-authors: Susan Watson, Chris Noonan
- Ferkins, L., Erakovic, L., & MCMorland, J. (2015). Leading organisational change. In O’Boyle I, D. Murray, P. Cummins (Eds.) Leadership in Sport (pp. 121-138). UK: Routledge.
- 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. Related URL.
- 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
Other University of Auckland co-authors: Antje Fiedler
- 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.