In the light of aspects of organisational culture, including decision-making style and professional identity, the survey findings become more explicable. Senior management, and even IT staff themselves, may still hold a traditional, 'wired network' view of their organisation. 'Culture' may also explain why lack of time and expertise (rather than lack of financial resources), and senior management's discomfort with the idea of hacking into the network, mean neither wireless monitoring nor penetration testing is regularly used, even though wireless monitoring is fairly well understood.

The paper also explores how aspects of organisational culture may limit the way even WNV A users go about the process, and how a cultural shift could help change users' perception about the risks and rewards of WNV As. This could possibly threaten IT staff's professional identity, however, and this needs further research.

(Article written in German)

• Between October 1999 and June 2000 fifteen interviews were conducted with Springhill employees who had participated in the SLP course.
• The OD Team at Port Kembla intends using these stories to help build a new culture.

An analysis and representation of participants' stories of their experiences arising out of the BHP Steel Leadership Program (SLP) does not lend itself readily to executive summary and bullet points. However, we have been able to discern a number of key themes from the process of gathering these stories and, of course, from the stories themselves.

The paper begins with a discussion of the value of using scenario-based research, given some problems resulting from previous linguistic research techniques, especially the 'form-function' problem arising from an increasingly sophisticated view of gender differences in spoken communication. The paper then presents the results of a survey of 157 Australian managers and businesswomen of whom the majority were at middle or higher rungs of the corporate ladder in their organisations. For each of three scenarios illustrating common workplace communication dilemmas, participants were asked to rate a series of strategic responses to a communication problem or dilemma, rating responses both for their effectiveness and their probability. Despite their organisational seniority and their view of themselves as confident and assertive communicators, the women's views of how effective and how probable the responses to the dilemmas still varied in some cases with their belief about the gender of the 'communication strategist' in the scenario. The participants' choice of their own preferred strategy did not vary with their level on the organisational ladder and their level of confidence, although there were few extremely junior participants in organisational terms and few who described themselves as lacking confidence in expressing their opinions at work.

The paper discusses both theoretical and practical implications of these results, some limitations of the study, and suggests topics for further research.

This paper reports a pilot case study of an Australian NPO working in PNG that uses local PNG volunteers in a number of its programs. The results indicate that understanding of formal volunteering in PNG may be significantly different to that in Australia. PNG people who work as unpaid volunteers are regarded by community members in mixed ways. They may be perceived by some as extremely dedicated, but by others as humiliating both themselves and their communities. To be called a volunteer can even be considered insulting.

A review of the literature relating to Melanesian culture suggests that the gift-exchange paradigm (Gregory 1982; Carrier 1991) may be a fundamental influence on attitudes towards volunteerism by PNG people. This paper proposes a gift-exchange model for assisting an NPO to make formal volunteering culturally appropriate in PNG.