In order to identify constraints limiting technology transfer in the extensive beef cattle industry of north Queensland, the decision process of managers was related to the extent to which they were aware, had considered or had adopted one of five practices within each of 10 management activities. Change was ordered and sequential over time, and occurred in sets. Medium adopters had managed longer and made fewer changes than high adopters, because their environmental field was more stable. Where practices were perceived as relevant, the main reason for non-adoptian was an unfavourable cost-benefit ratio before, and insufficient resources after considering a practice. Where managers perceived no reason to change, they made an active decision not to adopt an innovation. Managers reacted to critical events in earlier stages of property development, but subject to an adequate level of managerial skill, became pro-active if returns per production unit continued to decline.
