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Journal articles on the topic 'New Zealand organisations'

Author: Grafiati

Published: 4 June 2021

Last updated: 13 February 2022

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1

Jiaying Huang, Hedy, and Keith Hooper. "New Zealand funding organisations." Qualitative Research in Accounting & Management 8, no. 4 (November 22, 2011): 425–49. http://dx.doi.org/10.1108/11766091111189909.

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2

Alam, Kazi Firoz. "Ethics in New Zealand organisations." Journal of Business Ethics 12, no. 6 (June 1993): 433–40. http://dx.doi.org/10.1007/bf01666557.

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Bhakta Bhandari, Roshan, Christine Owen, and Benjamin Brooks. "Organisational features and their effect on the perceived performance of emergency management organisations." Disaster Prevention and Management 23, no. 3 (May 27, 2014): 222–42. http://dx.doi.org/10.1108/dpm-06-2013-0101.

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Purpose – This study reports on a survey of experienced emergency management personnel in Australia and New Zealand to identify the influence of organisational features in perceived emergency management performance. The purpose of this paper is to analyse the influence of organisational features in emergency response performance and to discuss how this knowledge can be used to enhance the response capacity of emergency services organisations. Design/methodology/approach – Based on a review of the literature, a conceptual theoretical model for organisational performance is first developed based

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Inkson, Kerr. "Careers and Organisations: A Figure–Ground Problem." Journal of Management & Organization 10, no. 1 (January 2004): 1–13. http://dx.doi.org/10.1017/s1833367200004570.

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ABSTRACTThis paper argues that people's careers have great personal significance for them and energise much organisational activity, but that in the context of organisations and management they often appear irrelevant. Contrasting career metaphors are used to show how careers develop through tensions between organisational and social structure, and individual agency. The findings of a New Zealand research study show how new flexibilities and ambiguities in economic and organisation structures result in people developing careers which, like the Australasian “Big O.E.” institution, are mobile, i

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Inkson, Kerr. "Careers and Organisations: A Figure–Ground Problem." Journal of the Australian and New Zealand Academy of Management 10, no. 1 (January 2004): 1–13. http://dx.doi.org/10.5172/jmo.2004.10.1.1.

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ABSTRACTThis paper argues that people's careers have great personal significance for them and energise much organisational activity, but that in the context of organisations and management they often appear irrelevant. Contrasting career metaphors are used to show how careers develop through tensions between organisational and social structure, and individual agency. The findings of a New Zealand research study show how new flexibilities and ambiguities in economic and organisation structures result in people developing careers which, like the Australasian “Big O.E.” institution, are mobile, i

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Alqudah, Hamzah E., Mani Poshdar, John Tookey, and James O. B. Rotimi. "A rank order of determinants of construction organisations' performance in New Zealand." International Journal of Construction Supply Chain Management 10, no. 2 (December 31, 2020): 194–211. http://dx.doi.org/10.14424/ijcscm100220-194-211.

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There are certain factors within and outside organisations that can influence organisational performance. The presence or absence of those factors impacts organisations' ability to gain a competitive advantage over their rivals. As a risk-prone business sector, construction organisations need to identify those determinants that could ensure their superior performance. To date, global studies have identified many determinants that govern the performance of construction organisations. However, few of these are known in New Zealand, and their weightings could be useful in forming business strateg

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Arasanmi, Christopher N., and Aiswarya Krishna. "Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment." Industrial and Commercial Training 51, no. 3 (March 4, 2019): 174–83. http://dx.doi.org/10.1108/ict-10-2018-0086.

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PurposeThe purpose of this paper is to examine the relationship between employer branding attribute of organisational support and employee retention in a government agency in New Zealand.Design/methodology/approachThis study is cross-sectional in design, and an online survey method was used to collect data from 134 research participants. Research participants were recruited from a local council in New Zealand. The Process Macro Regression method was employed to analyse the collected data.FindingsThe main findings from this study are: first, the study shows that perceived organisational support

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Bentley, Tim A., Bevan E. Catley, Darryl Forsyth, and David C. Tappin. "Understanding workplace violence and its prevention in New Zealand: The 2011 New Zealand workplace violence survey." Journal of Management & Organization 19, no. 3 (May 2013): 352–64. http://dx.doi.org/10.1017/jmo.2013.26.

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AbstractThis exploratory study examined the workplace violence problem in a sample of 96 New Zealand organisations. Just over one-half of participating organisations reported cases of violence, with a total of nearly 2,500 cases reported in 2009. The incidence rate for all violence cases was high compared with internationally reported rates. Highest violence incidence rates and lost-time were reported for the health sector, where patients, customers/clients and family members were rated as sources of violence of particularly high importance. Risk factors with highest mean importance ratings we

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Aimers, Jenny, and Peter Walker. "Is community accountability being overlooked as a result of government-third sector partnering in New Zealand?" Aotearoa New Zealand Social Work 20, no. 3 (July 17, 2017): 14–24. http://dx.doi.org/10.11157/anzswj-vol20iss3id337.

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In recent years ‘third way’ style governments have sought to partner with third sector organisations in ‘joined up’ government. The neo-liberal basis for the third way model has sought to make government’s community collaborators more professional in their approach. This has been achieved by influencing third sector organisations to adopt quasi-business models of organisational practice and accountability.While the rationale for promoting these practices has resulted from a desire to afford third sector organisations a level of social efficacy similar to that of the professions. an increasing

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Pajo, Karl, and Peter McGhee. "The Institutionalisation of Business Ethics: Are New Zealand Organisations Doing Enough?" Journal of Management & Organization 9, no. 1 (January 2003): 52–65. http://dx.doi.org/10.1017/s1833367200004922.

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ABSTRACTThis paper reports the results of a survey investigating the institutionalisation of business ethics among New Zealand's top 200 organisations. A majority of the respondents indicated that steps were being taken by their organisation to incorporate ethical values into daily operations. However, fewer than a quarter of those surveyed indicated that resources were being set aside to accomplish the objective. The most popular tech-nique for institutionalising ethics was the development of a code of ethics. Training in ethics, ethics officers, and ethics committees were not in common use a

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Pajo, Karl, and Peter McGhee. "The Institutionalisation of Business Ethics: Are New Zealand Organisations Doing Enough?" Journal of the Australian and New Zealand Academy of Management 9, no. 1 (January 2003): 52–65. http://dx.doi.org/10.5172/jmo.2003.9.1.52.

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ABSTRACTThis paper reports the results of a survey investigating the institutionalisation of business ethics among New Zealand's top 200 organisations. A majority of the respondents indicated that steps were being taken by their organisation to incorporate ethical values into daily operations. However, fewer than a quarter of those surveyed indicated that resources were being set aside to accomplish the objective. The most popular tech-nique for institutionalising ethics was the development of a code of ethics. Training in ethics, ethics officers, and ethics committees were not in common use a

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Krommendijk, Jasper. "Can Mr Zaoui Freely Cross the Foreshore and Seabed? The Effectiveness of UN Human Rights Monitoring Mechanisms in New Zealand." Victoria University of Wellington Law Review 43, no. 4 (December 1, 2012): 579. http://dx.doi.org/10.26686/vuwlr.v43i4.5022.

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This article analyses the impact and effectiveness of the most important international monitoring mechanism for New Zealand's international human rights obligations, which is the process of State reporting under United Nations human rights treaties by committees of experts. This article concludes that the organisation of this process in New Zealand has improved since the mid-2000s and that domestic actors, such as the New Zealand Human Rights Commission and non-governmental organisations, have become more involved. There is, however, no structural follow-up to the recommendations of the superv

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Sapeciay, Zulkfli, Suzanne Wilkinson, and Seosamh B. Costello. "Building organisational resilience for the construction industry." International Journal of Disaster Resilience in the Built Environment 8, no. 1 (February 13, 2017): 98–108. http://dx.doi.org/10.1108/ijdrbe-05-2016-0020.

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Purpose This paper aims to explore New Zealand construction practitioners’ approaches to organisational resilience practice in built environment discipline, based on survey and interview results. The objective was to explore the resilience practice within the construction sector with the intention of developing a resilient assessment tool specifically for construction organisations. Design/methodology/approach A literature review was conducted to gather information on assessment tools for measuring organisational resilience, their characteristics and indicators. Subsequently, a set of question

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K. Narayan, Anil. "Accounting and accountability challenges." Pacific Accounting Review 26, no. 1/2 (April 8, 2014): 94–111. http://dx.doi.org/10.1108/par-07-2013-0072.

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Purpose – This paper aims to investigate the strategy, accounting and accountability interface in sustainability implementation in a large public tertiary education organisation in New Zealand. Design/methodology/approach – The study uses ethnography as an “engaging research” to help explain the real-life enactment of accounting and accountability in advancing/deterring sustainability initiatives. The study draws upon neo-institutional theoretical perspectives to help interpret the findings. Findings – Accounting and accountability are powerful conduits for strategy implementation. Successful

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Humphries, Maria, and Kim Carr. "Career Management and Development in New Zealand Organisations." Australian Journal of Career Development 8, no. 2 (July 1999): 11–16. http://dx.doi.org/10.1177/103841629900800204.

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Perry, Martin. "Trade associations: Exploring the Trans Tasman environment for business associability." Journal of Management & Organization 15, no. 4 (September 2009): 404–22. http://dx.doi.org/10.1017/s1833367200002510.

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AbstractTrade associations are a form of business network distinguished by third party coordination and representation of sector-affiliated organisations. In New Zealand, a recent review found that trade associations have made increasing contributions to industry and business development. The possibility that New Zealand's associations benefit from a small country advantage in supporting collective activity is explored. This follows suggestions in the New Zealand survey and Nordic claims that small economies benefit from shared trust that facilitates business cooperation. A matched sample of 1

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Perry, Martin. "Trade associations: Exploring the Trans Tasman environment for business associability." Journal of Management & Organization 15, no. 4 (September 2009): 404–22. http://dx.doi.org/10.5172/jmo.15.4.404.

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AbstractTrade associations are a form of business network distinguished by third party coordination and representation of sector-affiliated organisations. In New Zealand, a recent review found that trade associations have made increasing contributions to industry and business development. The possibility that New Zealand's associations benefit from a small country advantage in supporting collective activity is explored. This follows suggestions in the New Zealand survey and Nordic claims that small economies benefit from shared trust that facilitates business cooperation. A matched sample of 1

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Lovell, Sarah, Richard Egan, Lindsay Robertson, and Karen Hicks. "Health promotion funding, workforce recruitment and turnover in New Zealand." Journal of Primary Health Care 7, no. 2 (2015): 153. http://dx.doi.org/10.1071/hc15153.

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INTRODUCTION: Almost a decade on from the New Zealand Primary Health Care Strategy and amidst concerns about funding of health promotion, we undertook a nationwide survey of health promotion providers. AIM: To identify trends in recruitment and turnover in New Zealand's health promotion workforce. METHODS: Surveys were sent to 160 organisations identified as having a health focus and employing one or more health promoter. Respondents, primarily health promotion managers, were asked to report budget, retention and hiring data for 1 July 2009 through 1 July 2010. RESULTS: Responses were received

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Mistry, Vinal, Umesh Sharma, and Mary Low. "Management accountants' perception of their role in accounting for sustainable development." Pacific Accounting Review 26, no. 1/2 (April 8, 2014): 112–33. http://dx.doi.org/10.1108/par-06-2013-0052.

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Purpose – The purpose of this paper is to examine the perceptions that management accountants have of their roles in accounting for sustainable development in their organisations. Design/methodology/approach – The paper draws arguments from prior literature to identify the roles that management accountants play in accounting for sustainable development. Management accountants' perceptions of their roles in accounting for sustainable development are examined by conducting interviews and surveys of management accountants from various organisations in New Zealand. The study is informed by legitim

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J du Plessis, Andries, and Albert Campus. "Suggestion System as an HRM Tool to be Successful in Organisations in New Zealand: Empirical Evidence." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 2, no. 9 (2015): 29–36. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.29.1003.

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The purpose of this study was to investigate whether knowledge management under its three dimensions of knowledge acquisition, knowledge sharing and responsiveness to knowledge lead to innovation in Rwandan SMEs. The study adopted a cross-sectional survey design to collect data used to examine that relationship. The results revealed that only knowledge sharing was found positive and significant predictor of innovation. This implies that effective knowledge management through knowledge sharing may lead to innovation.This study used a cross-sectional research design combined with a quantitative

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RAZIQ, MUHAMMAD MUSTAFA, MARTIN PERRY, and MARTINA BATTISTI. "INTERNATIONAL ROLES OF FOREIGN-OWNED SUBSIDIARIES IN NEW ZEALAND: AN EXPLORATORY STUDY." International Journal of Innovation Management 18, no. 05 (October 2014): 1450032. http://dx.doi.org/10.1142/s1363919614500327.

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Advances in the capacity to manage overseas operations have been linked to foreign-owned subsidiaries of multinational enterprises performing more varied roles for their parent organisations than they did in the past. Drawing on evidence from an original large-scale survey, this study explores the international roles performed by 429 foreign-owned subsidiaries in New Zealand. Traditionally, subsidiaries in New Zealand have predominantly been established to service the local market which although comparatively small is remote from major sources of foreign investment. The study finds that many s

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Le Heron, R. "The Internationalisation of New Zealand Forestry Companies and the Social Reappraisal of New Zealand's Exotic Forest Resource." Environment and Planning A: Economy and Space 20, no. 4 (April 1988): 489–515. http://dx.doi.org/10.1068/a200489.

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Industrial geographers are beginning to address country-specific changes in the wider setting of restructuring in the world economy. Developments in the New Zealand forestry sector are conceptualised as historically specific responses to structural processes, operating at global, national, and local scales. In this paper the changing state—economy relations associated with afforestation of exotic softwoods in New Zealand are examined, and forest utilisation issues are outlined. The emerging possibilities for the coordination of forestry production in New Zealand are also identified. Evidence i

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Selvarajah, Christopher, Tammy Sung Wai Lau, and Robert J. Taormina. "Management Training and Development: A New Zealand Study." Journal of Management & Organization 6, no. 1 (January 2000): 28–41. http://dx.doi.org/10.1017/s1833367200005496.

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AbstractStudies have shown that management training and development (MTD) can be a strategic weapon in improving performance and in building and sustaining competitive advantage. However, recent studies suggest that MTD is under-valued and under-used as a strategic tool by New Zealand firms as, despite a managerial skill shortage, New Zealand firms have not invested heavily in MTD. The present paper discusses a study of employer-based MTD in New Zealand that investigated managerial attitudes towards, and propensity to engage in, MTD. The study found several indicators that predict four MTD rel

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Selvarajah, Christopher, Tammy Sung Wai Lau, and Robert J. Taormina. "Management Training and Development: A New Zealand Study." Journal of the Australian and New Zealand Academy of Management 6, no. 1 (January 2000): 28–41. http://dx.doi.org/10.5172/jmo.2000.6.1.28.

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AbstractStudies have shown that management training and development (MTD) can be a strategic weapon in improving performance and in building and sustaining competitive advantage. However, recent studies suggest that MTD is under-valued and under-used as a strategic tool by New Zealand firms as, despite a managerial skill shortage, New Zealand firms have not invested heavily in MTD. The present paper discusses a study of employer-based MTD in New Zealand that investigated managerial attitudes towards, and propensity to engage in, MTD. The study found several indicators that predict four MTD rel

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Sheffield, Joanne. "Establishing and Embedding Evaluation as a Central Landmark on the Organisational Horizon." Evaluation Journal of Australasia 17, no. 1 (March 2017): 12–18. http://dx.doi.org/10.1177/1035719x1701700103.

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This paper explores the cultural and organisational conditions required to drive evaluation capacity building (ECB). It shares the principles used to measure current organisational readiness for evaluation, in order to inform the ongoing development of realistic ECB initiatives. The project is driven by the need to improve evaluation literacy and awareness across New Zealand Defence Force (NZDF) Learning Providers and the New Zealand Defence College (the College). Current evaluation ‘readiness’ will be assessed through a diagnostic instrument which focuses on six domains. The results of the or

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Cullinane, Joanna. "Workplace determinants of union presence in New Zealand organisations." International Journal of Manpower 22, no. 4 (June 2001): 380–92. http://dx.doi.org/10.1108/eum0000000005574.

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Ashwell, Douglas. "Turbulent Times at MoneyInc: Effects of Change in the New Zealand Public Sector." Asian Case Research Journal 09, no. 01 (June 2005): 25–35. http://dx.doi.org/10.1142/s0218927505000599.

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The late 1980's saw the New Zealand Government implement a number of radical economic reforms. As part of these reforms, a number of formerly public organisations were transformed into profit-making enterprises. These reforms resulted in large scale redundancies in a number of industries. During this time Rob joined MoneyInc a former publicly owned and operated financial institution, undergoing restructuring to become a State Owned Enterprise. The branch where Rob was employed was suffering from a number of redundancies and staff changes. Although a newcomer to the organisation and its culture

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Adams, Ted, Danny Ryan, and Richard Taunt. "Making sense of place-based clinical leadership: is England catching up?" BMJ Leader 2, no. 2 (March 3, 2018): 76–79. http://dx.doi.org/10.1136/leader-2017-000030.

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IntroductionSuccessful health care organisations have understood the need to engage with clinicians, with a resulting desire for clinical leaders to emerge and be trained.Sustainability and transformation plans (STPs)The development of sustainability and transformation plans has highlighted the need for clinical leaders to be engaged at every level of each regional plan. The plans are based around a geographical area rather than being focussed on pre-existing organisations, so-called place-based plans. Health care place-based plans need place-based clincal leaders.Examples of clincial place-ba

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Christensen, Johan. "Bringing the bureaucrats back in: neo-liberal tax reform in New Zealand." Journal of Public Policy 32, no. 2 (June 15, 2012): 141–68. http://dx.doi.org/10.1017/s0143814x12000050.

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AbstractNew Zealand moved further in neo-liberal tax reform than most other advanced economies over the last three decades. The article investigates this extreme case to address the question of what explains major neo-liberal economic reform. Comparing tax policy-making in two periods, the 1980s and 2008–10, we argue that neo-liberal tax reform in New Zealand is best understood as the product of “autonomous bureaucratic action”. That is, bureaucratic organisations within the state independently formulated the goals and ideas for reform, took an activist role in policy-making and strongly influ

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Hill, Roberta, Tony Bullard, Phillip Capper, Kathryn Hawes, and Ken Wilson. "Learning about learning organisations: case studies of skill formation in five New Zealand organisations." Learning Organization 5, no. 4 (October 1998): 184–92. http://dx.doi.org/10.1108/09696479810228568.

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Kidman, Lynn, and David Keelty. "Coaching and Coach Development in New Zealand." International Sport Coaching Journal 2, no. 3 (September 2015): 330–38. http://dx.doi.org/10.1123/iscj.2015-0031.

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The purpose of this article is to provide an overview of coaching and coach development in New Zealand. For a small country with a population of 4.47 million (Statistics New Zealand, 2015), New Zealand achieves great success on the world sporting stage. One of the many contributors to this success is New Zealand’s commitment to developing coaches with an emphasis on continuous improvement through the provision of ongoing learning opportunities for coaches (SPARC, 2006). Interestingly the International Sport Coaching Framework’s recommendations aligns itself to such an emphasis that they refer

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Easton, Paul, and David Brougham. "Bonus Payments within the New Zealand Financial Services Sector." New Zealand Journal of Employment Relations 46, no. 1 (June 2, 2021): 23–35. http://dx.doi.org/10.24135/nzjer.v46i1.45.

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Some major corporate scandals have shown that bonuses have been put above basic client needs. As a result, organisations within the financial services sector have been advised to move away from paying bonuses. However, bonus payments are an expected part of the current remuneration package in this sector, which poses an interesting challenge for the employment relationship between employees and organisations. The present study gained employee insights into their bonuses by looking at performance and other factors. Qualitative interviews were undertaken within the financial services sector. Alt

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Pons, Dirk J. "Alignment of the Safety Assessment Method with New Zealand Legislative Responsibilities." Safety 5, no. 3 (August 23, 2019): 59. http://dx.doi.org/10.3390/safety5030059.

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Need—National legislative health and safety (H&S) frameworks impose requirements but grant self-management to organisations. Consequently variability arises in management systems, and some organisations struggle to achieve successful implementation. The risk assessment process is key to the H&S management system, and could benefit from greater consistency and better external alignment with the legislative framework of the jurisdiction. Approach—The harm categories in the New Zealand (NZ) Act were adapted into a consequence scale. A non-linear scale was developed for the consequence axi

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Stevenson, Joanne R., Hlekiwe Kachali, Zachary Whitman, Erica Seville, John Vargo, and Thomas Wilson. "Preliminary observations of the impacts the 22 February Christchurch earthquake had on organisations and the economy." Bulletin of the New Zealand Society for Earthquake Engineering 44, no. 2 (June 30, 2011): 65–76. http://dx.doi.org/10.5459/bnzsee.44.2.65-76.

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On 22 February 2011, Canterbury and its largest city Christchurch experienced its second major earthquake within six months. The region is facing major economic and organisational challenges in the aftermath of these events. Approximately 25% of all buildings in the Christchurch CBD have been “red tagged” or deemed unsafe to enter. The New Zealand Treasury estimates that the combined cost of the February earthquake and the September earthquake is approximately NZ$15 billion [2]. This paper examines the national and regional economic climate prior to the event, discusses the immediate economic

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Lunt, Neil T., and Ian G. Trotman. "A Stagecraft of New Zealand Evaluation." Evaluation Journal of Australasia 5, no. 1 (September 2005): 3–10. http://dx.doi.org/10.1177/1035719x0500500102.

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Since the 1960s there has been a growing interest in evaluation shown by most Western countries. Alongside discussion of practical and theoretical issues of evaluation, such as methodological developments, best practice, and cross-cultural practice, there has also been increased interest in mapping the history of evaluation activity. Historical discussions are significant for three reasons; first, in providing a record for future generations of evaluators. Second, they provide a consideration of the domestic and international context that has shaped evaluation development, giving each country

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LeCren, Nicolette, and Lucie K. Ozanne. "Consequences of corporate environmental marketing strategies in New Zealand organisations." Marketing Intelligence & Planning 29, no. 2 (March 29, 2011): 156–77. http://dx.doi.org/10.1108/02634501111117601.

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Butcher, John R. "New Zealand’s Relationship Accord: A case study in the politics of cross-sector rapprochement." Cosmopolitan Civil Societies: An Interdisciplinary Journal 7, no. 2 (August 14, 2015): 32–59. http://dx.doi.org/10.5130/ccs.v7i2.4467.

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In New Zealand the Clark Labour government (1999-2008) advocated entering into a compact with the country’s community and voluntary sector. However, owing in part to the reticence of New Zealand’s national umbrella organisations, a bilateral framework agreement between government and the sector was never formalised. It was not until May 2011 that a framework document – Kia Tūtahi Standing Together: The Relationship Accord between the Communities of Aotearoa New Zealand and the Government of New Zealand – was ratified by the National Party government led by Prime Minister, John Key, thus markin

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Strong, Catherine, and Fran Tyler. "New Zealand media camouflage political lobbying." Pacific Journalism Review : Te Koakoa 23, no. 2 (November 30, 2017): 144–58. http://dx.doi.org/10.24135/pjr.v23i2.96.

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Political lobbyists are a part of government decision-making processes, and many countries have stringent regulations to ensure their activities are somewhat transparent, especially as some use ethically questionable tactics. In New Zealand, however, there are no similar legislative regulations and lobbyists can stay undetected while trying to influence policymaking. More concerning, however, is that the results of this study indicates that lobbyists are also able to skirt around scrutiny in New Zealand media because of current journalism practices. This research’s content analysis indicates t

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Walker, Peter. "Negotiating trans-cultural social service partnerships." Aotearoa New Zealand Social Work 22, no. 3 (July 8, 2016): 48–55. http://dx.doi.org/10.11157/anzswj-vol22iss3id183.

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This paper explores trans-cultural organisational partnerships within kaupapa Māori, Pacific people’s and mainstream organisations and how such partnerships are formed and maintained. I describe and analyse such partnerships in practice in New Zealand, using Das and Teng’s (2001) trust, risk and control schema, focusing on what works and why it works, and outline strategies to enable the implementation of such partnerships to other sites. The research will hopefully be a resource for those working in community development and social service organisations, who intend to enter into trans-cultur

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Moss, P. J. "Review of current earthquake engineering research in New Zealand." Bulletin of the New Zealand Society for Earthquake Engineering 20, no. 2 (June 30, 1987): 91–98. http://dx.doi.org/10.5459/bnzsee.20.2.91-98.

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Research currently being undertaken in Government Departments, Research organisations, and the Civil Engineering Departments in the two University Schools of Engineering is outlined. The research is summarised under the headings of Seismology, Engineering Seismology, Geotechnical Engineering, and Structural Analysis and Design.

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Baker, Tom, and Courtney Davis. "Everyday Resistance to Workfare: Welfare Beneficiary Advocacy in Auckland, New Zealand." Social Policy and Society 17, no. 4 (August 1, 2017): 535–46. http://dx.doi.org/10.1017/s1474746417000306.

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Beneficiary advocacy organisations, which provide advice to individual claimants about how best to navigate the welfare system, exist in the context of complex and opaque benefit-claiming processes that have resulted from workfare policies. Drawing on a case study of Auckland Action Against Poverty, an organisation specialising in poverty activism and services for welfare beneficiaries, this article examines the provision of beneficiary advocacy services as a form of everyday resistance to workfare policies. Everyday resistance is less overtly political, less confrontational, and more ordinary

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Morten, Peter. "The evolution of New Zealand's Antarctic research programme since 1957." Polar Record 53, no. 4 (May 31, 2017): 382–95. http://dx.doi.org/10.1017/s0032247417000286.

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ABSTRACTNew Zealand's Antarctic research began during the 1957/1958 International Geophysical Year. This analysis explains how and why it has evolved. There have been two phases: 1957 until 1991, when the Department of Scientific and Industrial Research and the universities were the key research organisations, and after 1991, when the publicly funded research sector became more diverse. International collaborations have been important throughout. Funding decision processes have progressed from a bottom-up curiosity-driven approach to a more complex system of regular contests. Since 1991, the f

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Baker, Karl, Roger Carman, Graeme Blick, and Stuart Caie. "Mapping New Zealand 2025 – A National Perspective." Abstracts of the ICA 1 (July 15, 2019): 1–2. http://dx.doi.org/10.5194/ica-abs-1-21-2019.

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<p><strong>Abstract.</strong> Land Information New Zealand (LINZ) is in a unique position internationally. This Central Government organisation houses New Zealand’s national mapping agency, hydrographic authority and geodetic survey office all under one roof. This gives the organisation the opportunity to think broadly about future directions and leverage a combined centre of expertise and skills, across the three disciplines, nationwide.</p><p>In 2007, LINZ launched the Geospatial Strategy to improve coordination, sharing and use of geospatial data across New Zea

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Catley, Bevan, Tim Bentley, Darryl Forsyth, Helena Cooper-Thomas, Dianne Gardner, Michael O'Driscoll, and Linda Trenberth. "Managing workplace bullying in New Zealand: Perspectives from occupational health and safety practitioners." Journal of Management & Organization 19, no. 5 (September 2013): 598–612. http://dx.doi.org/10.1017/jmo.2014.2.

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AbstractResearch into workplace bullying has only recently begun to investigate preventative measures. This paper continues that emphasis by examining the management of bullying in a sample of New Zealand organisations. In this study, the survey results from 252 occupational health and safety practitioners were analysed to examine how bullying is understood and managed, along with factors that predict preventative efforts. Results indicate that bullying was perceived to impact significantly on organisations, although the organisations had limited preventative measures in place. The findings co

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Elias, Arun A., and Dona Davis. "Analysing public sector continuous improvement: a systems approach." International Journal of Public Sector Management 31, no. 1 (January 8, 2018): 2–13. http://dx.doi.org/10.1108/ijpsm-08-2016-0135.

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Purpose The purpose of this paper is to analyse the complexities involved in implementing continuous improvement (CI) initiatives in public sector organisations. Design/methodology/approach This paper is based on a case study of a private sector organisation based in New Zealand and its efforts in implementing CI activities in its public sector clients. In total, 12 semi-structured interviews were followed by group model building exercises based on system dynamics that led to the development of a systems model. Findings CI initiatives using public-private partnerships were successful in steadi

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Kerr, Jennifer, Paul Rouse, and Charl de Villiers. "Sustainability reporting integrated into management control systems." Pacific Accounting Review 27, no. 2 (April 7, 2015): 189–207. http://dx.doi.org/10.1108/par-08-2012-0034.

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Purpose – This paper aims to examine how three different organisations integrate sustainability reporting into management control systems (MCS). Design/methodology/approach – A case study examination of sustainability reporting integrated into MCS in three New Zealand organisations. Findings – The integration of sustainability reporting into MCS holds advantages for organisations to operationalise sustainability objectives, broaden stakeholder accountability as well as intensify interactions with stakeholders, formalise organisation beliefs and improve communication of sustainability measures

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Myllylahti, Merja. "Special report: Global capital and media communication ownership in New Zealand." Pacific Journalism Review : Te Koakoa 17, no. 2 (October 31, 2011): 188–209. http://dx.doi.org/10.24135/pjr.v17i2.357.

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This article identifies recent developments in the ownership and management of New Zealand media institutions since Bill Rosenberg’s 2009 article in Pacific Journalism Review. New Zealand is enmeshed within global capitalism; a reality which shapes contemporary ownership patterns. Often the media ownership discussion in New Zealand is centred on media moguls, but they are answerable to their investors, shareholders, international investment banks, fund managers and venture capitalists whose primary objective is to maximise profit rates. New Zealand media corporations treat news as a commodity

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Walker, Peter. "Exploring Trans-cultural Partnerships within Third Sector Organisations in New Zealand." International Journal of Interdisciplinary Social Sciences: Annual Review 5, no. 3 (2010): 423–34. http://dx.doi.org/10.18848/1833-1882/cgp/v05i03/51642.

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THOMSON, G. "The tobacco industry and education and science organisations in New Zealand." Tobacco Control 7, no. 2 (June 1, 1998): 194–95. http://dx.doi.org/10.1136/tc.7.2.194a.

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Ryan, Neal, and Kerry Brown. "Measuring the Performance of Community Organisations in Queensland and New Zealand." Australian Journal of Public Administration 57, no. 3 (September 1998): 41–51. http://dx.doi.org/10.1111/j.1467-8500.1998.tb01280.x.

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