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This paper examined the innovation process in the Australian Public Service (APS) using a Bayesian network (BN) founded on an empirically derived structural equation model.The focus of the BN was to examine the impact of leadership style and organisational culture on workplace innovation and career satisfaction in the APS. Using scenario analysis, the best combination of managerial actions for enhancing APS career satisfaction was determined. The results emphasise the benefit of encouraging management to adopt a transformational leadership style and instilling innovative culture in their organisation. In addition, innovative culture was a key driver of workplace innovation, which served to improve the career satisfaction of APS employees.Implications are discussed to propose practical strategies for organisations wish to encourage innovation among employees.

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Providers of professional services, such as management consultants, marketing communication, and legal service firms recognize the importance of fostering longterm relationships between consultants and their clients. At a more sophisticated level, the relationship could be examined via the notion of 'commercial friendships'. The notion suggests that both parties may derive the non-commercial value from a relationship formed for commercial reasons. However, how a non-commercial value of a business relationship is perceived by both the service providers and the clients is not well understood. In a professional service setting, providing skilled services at a reduced rate or free of charge for a client is considered a pro bono work. The value of these services remains unexplored in marketing literature. To address this gap, we conducted exploratory, qualitative research that examined the consultant-client relationship from the perspective of both individuals in a context of pro bono service.

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