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Journal articles on the topic 'New Zealand organisations'
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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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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 on four organisational features found to be previously important in emergency management organisation. These are, adaptability, leadership, stability (mission and direction) and stakeholder communication. An organisational survey was distributed to all 25 fire and emergency services agencies in Australia and New Zealand which included indicators of these elements. Responses were received from experienced emergency management personnel from fire and emergency services agencies. The sample was stratified into the three main organisational types, namely, established, expanding and extending organisations. Findings – The findings reveal that the predictive significance of organisational features in emergency response performance vary among established, expanding and extending organisations. The predictive significance of stability, adaptability and leadership for perceived success is strong in all organisational types. It is interesting to note that the predictive significance of communication with external stakeholders is low in all organisation types. This indicates the preference of emergency services agencies to look internally within their own operations than externally to build relationships with different specialism. Originality/value – The theoretical model in this study makes a first attempt to understand the role of organisational features in emergency response performance of organisations in Australia and New Zealand. This work contributes to theorizing emergency operations by highlighting how organisations need to manage two orientations simultaneously: their own internal as well as external orientations, together with their processes for managing both mission and direction and the need for change and flexibility.
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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, improvisational, and learning-based. A reflexive model is used to show how careers can create organisations as well as vice versa. The implications of new career theories for workers, managers and management educators are indicated. Greater appreciation of career dynamics results in the subversion of some traditional management ideas and the development of new models of self- and organisational management.
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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, improvisational, and learning-based. A reflexive model is used to show how careers can create organisations as well as vice versa. The implications of new career theories for workers, managers and management educators are indicated. Greater appreciation of career dynamics results in the subversion of some traditional management ideas and the development of new models of self- and organisational management.
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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 strategies. Therefore, this paper measures the significance of identified determinants of construction organisational performance. A total of 100 professionals participated in a questionnaire survey administered using a snowball sampling technique. The Relative Importance Index approach was used to rank the determinants according to their importance to organisational performance. Five main determinants were significant and ranked highly, with more than 80% relative importance index scores. These determinants are resources and capabilities, competitive strategies, organisational characteristics, environmental factors, and customers relationship management. This finding provides a useful benchmark for future research on the significance of some determinants that could explain the performance differentials experienced in the construction domain in New Zealand
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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 (POS) as an employer branding technique affects employee retention. Second, POS significantly influenced employees’ organisational commitment (OC) as a predictor of employee retention. Third, the relationship between organisational support and employee retention was mediated by OC in this study.Research limitations/implicationsThis study examined POS as an employer branding strategy; the findings have a number of valuable implications for organisations. This study suggests that organisations should develop adequate organisational support mechanisms as a way of acquiring the status of a better employer among different stakeholders.Practical implicationsPrecisely, the findings imply that organisations should focus on increasing organisational support to attract, maintain and retain employees because employees desire conducive and favourable work environments.Social implicationsA well-crafted and efficiently implemented organisational supportive strategies may enhance the reputational status of the organisation as an employer brand among its future job applicants.Originality/valueThis study tested POS as an employer branding attribute in the New Zealand context; research on POS as an employer branding strategy is scarce. The results suggest that organisations that embrace organisational support mechanisms as employer branding strategy succeed in maintaining and retaining their talents for a longer time.
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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 were related to exposure to unstable persons, including: alcohol and drug use, harassment, and mental and physical instability/distress. Workload and time-pressure were also identified as risk factors for some organisations. Just 50% of organisations formally recognised violence as a hazard in the workplace, while interventions were largely limited to employee training and technological factors.
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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 number of researchers (Aimers Walker, 2008; Mulgan, 2006; Barr, 2005; Craig, 2004; Walker, 2002) have argued that business or quasi-business models are not always appropriate measures of success for the work of the third sector.We argue that with the growing emphasis on government and third sector partnerships, the relationship between the third sector and its communities is at risk of being overlooked due to the lack of insistence that such organisation should seek direction setting from local communities. One of the core characteristics of the third sector has been its embeddedness within its community. If organisations become more focused on their relationship with the state, at the expense of their community relationships, they risk overlooking a core part of their identity and purpose. We believe that community-based directional accountability provides a basis from which effective community relationships can grow.In this article we discuss how partnering with government has put community relationships of third sector community organisations at risk and offer three models of community accountability derived from real-life examples, which such organisations could use to help retain and strengthen their community embeddedness.
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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 amongst the companies surveyed. Furthermore, very few organisations indicated that ethical behaviour was specifically rewarded. In contrast, a clear majority indicated that they punished unethical actions and made use of disciplinary processes to regulate employee behaviour. Follow-up interviews with a sample of managers from the organisations surveyed high-lighted a preference for the use of informal processes for the institutionalisation of business ethics.
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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 amongst the companies surveyed. Furthermore, very few organisations indicated that ethical behaviour was specifically rewarded. In contrast, a clear majority indicated that they punished unethical actions and made use of disciplinary processes to regulate employee behaviour. Follow-up interviews with a sample of managers from the organisations surveyed high-lighted a preference for the use of informal processes for the institutionalisation of business ethics.
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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 supervisory United Nations committees, and as a result they often remain largely ineffective. This article will explain why the reporting process under the United Nations Convention on the Rights of the Child is considerably more effective.
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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 questions was formulated to collate opinions from construction practitioners in New Zealand, using a questionnaire survey and semi-structured interviews. Findings This paper concludes by showing that the construction industry lacks resilience practice, especially from an organisational perspective. The findings suggest that the industry would benefit from a resilience assessment tool to help improve resilience. The adoption of such a tool could potentially enhance organisational capacity to recover quickly from crises and disasters. Practical implications Improving the resilience of construction organisations to natural disasters not only minimises the negative consequences to their organisations post-disaster and enhances their organisational performance during business as usual but also helps to improve community resilience. Originality/value Improving the resilience of construction organisations also helps to improve community resilience and overall post-disaster recovery. However, at present, little research has been conducted on how construction organisations deal with the risk of natural disasters.
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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 sustainability strategy implementation requires the embedding of financial accountability within the implementation process. Practical implications – A strong ideological commitment from senior management is required to firmly embed sustainability in the tertiary organisation's belief systems, values and norms to get wider organisational acceptance and institutionalisation. Accounting needs to take a position of centrality within organisations to help facilitate sustainability implementation. Social implications – Government policy needs to incorporate specific concepts of sustainability into the tertiary education strategy and funding framework to make public tertiary organisations accountable for sustainability to the wider society. Originality/value – This study provides unique insights into the sustainability implementation process. It complements existing literature on sustainability accounting and accountability.
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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 13 Australian and New Zealand trade associations reveals that New Zealand's associations tend to have higher levels of membership and are less troubled by ‘free riders’ than their Australian counterparts. There is weak evidence that support for trade associations reduces with increases in enterprise diversity (size and activity specialization) within an industry and that the organisation of industry value chains influences trade association activity. Any advantage in maintaining participation is reduced by the greater resource strength of Australian associations. Further investigations of Trans Tasman differences in business associability are justified.
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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 13 Australian and New Zealand trade associations reveals that New Zealand's associations tend to have higher levels of membership and are less troubled by ‘free riders’ than their Australian counterparts. There is weak evidence that support for trade associations reduces with increases in enterprise diversity (size and activity specialization) within an industry and that the organisation of industry value chains influences trade association activity. Any advantage in maintaining participation is reduced by the greater resource strength of Australian associations. Further investigations of Trans Tasman differences in business associability are justified.
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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 from 53% of organisations. Among respondents, government funding for health promotion declined by 6.3% in the year ended July 2010 and health promoter positions decreased by 7.5% (equalling 36.6 full-time equivalent positions). Among staff who left their roles, 79% also left the field of health promotion. Forty-two organisations (52%) reported employing health promoters on time-limited contracts of three years or less; this employment arrangement was particularly common in public health units (80%) and primary health organisations (57%). Among new hires, 46% (n=55) were identified as Maori. DISCUSSION: Low retention of health promoters may reflect the common use of limited-term employment contracts, which allow employers to alter staffing levels as funding changes. More than half the surveyed primary health organisations reported using fixed-term employment contracts. This may compromise health promotion understanding, culture and institutional memory in these organisations. New Zealand's commitment to addressing ethnic inequalities in health outcomes was evident in the high proportion of Maori who made up new hires. KEYWORDS: Employment; health policy; health promotion; public health; workforce
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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 legitimacy theory. Findings – Management accountants of small-medium organisations in New Zealand play a limited role in accounting for sustainable development, compared to management accountants of larger organisations. The correlation between the type of organisation and their overall goals for achieving sustainable development are closely linked with the roles the organisations' management accountants play in accounting for sustainable development. Research limitations/implications – This research is limited as it is only an exploratory study with a small sample of small-medium and large businesses in New Zealand. There is a need for greater acceptance by senior management of the role management accountants could play in accounting for sustainable development. Practical implications – This paper may help management accountants, of both small-medium and larger organisations, to advance accounting for sustainable development within their organisations by actively engaging with the issues that have deterred such advancement. Originality/value – This paper provides a review of the current debates and positions of accounting for sustainable development as well as the barriers management accountants face in getting engaged in accounting for sustainable development initiatives.
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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 research approach. Future researchers could employ a longitudinal method to investigate any possibility of variations in the results. Qualitative studies could equally be used to supplement the quantitative findings. Lastly, this study focused on manufacturing SMEs only. Future research might focus on other types of businesses. Owners-managers of SMEs may sustain their competitive position and survive longer when knowledge is effectively and efficiently shared in order to increase their innovation capability. The study generated empirical evidence on less studied phenomena in the SMEs sector. The evidence highlighted the powerful influence of knowledge sharing in predicting innovation in SMEs.
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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 subsidiaries have some form of international role and that subsidiaries frequently perform a variety of roles for their organisations. Investigation of subsidiary characteristics associated with an international role finds that those managed independently, and those managed by a network of reporting channels have most propensity and potential to engage in international roles. This evidence justifies greater recognition that subsidiary operations may make multiple contributions to their organisation rather than have a single purpose.
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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 is presented on the nature and degree of integration of ‘New Zealand’ private and state capital into the wood-fibre markets of the Pacific Rim. It is concluded that unprecedented restructuring in the 1980s by organisations, both private and public, engaged in New Zealand's forestry production has made the realisation of forest assets in New Zealand difficult, with significant implications for owners of forests and for labour dependent on various facets of exotic forestry.
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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 related variables (the MTD index, the percent of payroll spent on MTD, the increase in training expenditure and expected future increases in the MTD budget). The results suggest organisations that engage in MTD improve organisational effectiveness and implement their business strategy better and that MTD was seen as an important tool in gaining a competitive advantage.
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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 related variables (the MTD index, the percent of payroll spent on MTD, the increase in training expenditure and expected future increases in the MTD budget). The results suggest organisations that engage in MTD improve organisational effectiveness and implement their business strategy better and that MTD was seen as an important tool in gaining a competitive advantage.
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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 organisational readiness assessment will feed into an organisational maturity matrix to provide a benchmark from which to measure future progress, and prescribe a systematic range of ECB initiatives which align with organisational readiness and understanding. The NZDF is a unique organisation, combining three distinct individual service cultures—Army, Navy and Air—together with a growing contingent of civilian staff. It is against this landscape that the NZDF College Performance and Evaluation Team works to embed its core learning evaluation framework. This paper shares a starting point, discusses some challenges encountered along the way and offers potential to provide a foundation for other organisations starting on their own unique ECB journey.
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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, Rob quickly indicated his aspirations to be involved in the sales area of MoneyInc and was offered the job of Sales Officer by the branch management. At the time, this job was held by Mary a well respected and long-time employee of the branch. The manner in which this staff change was made led to a serious interpersonal conflict between Mary and Rob which affected the whole branch. This case can be used to examine issues related to staff job changes, such as trust, organisational culture and conflict management.
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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-based leadershipClinical leaders have existed across boundaries before STPs were developed, for example in Canterbury District Health Board in New Zealand or closer to home in Wales.ConclusionWe discuss the benefits that removing organisation boundaries could have on clinical care, believing that as patients cross organisational boundaries so should their health care and so should clinical leaders.
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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 influenced the policy preferences of ministers. Moreover, responding to a criticism often raised against state-centred theories, we offer an explicit explanation of bureaucratic preferences. We argue that bureaucratic goals and ideas were a product of how particular structural features of the bureaucracy – organisation and training – made ministries more or less receptive to new ideas within the economics discipline.
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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 to as lifelong learning (ICCE, 2013). To achieve this focus, and based on a Ministerial Taskforce findings that, “Coaching is in urgent need of support and development” (Ministerial Taskforce, 2001, p.10) Sport and Recreation New Zealand (SPARC) established a consultancy group to review and redevelop coaching. An outcome of this consultation was the production of the New Zealand Coaching Strategy (SPARC, 2004). Based on robust discussion on many issues of how people learn and coaching development philosophies, the Coach Development Framework (CDF) was established in 2006. Since its establishment, the CDF has been guiding coach development in New Zealand, placing the responsibility for this development on the National Sporting Organisations (NSOs).
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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. Alternatives for bonuses and implications are discussed to manage remuneration and the employer/employee relationship.
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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 axis to represent the disproportional nature of catastrophic harm outcomes compared to minor injuries. A hazard assessment process was devised based on systems engineering methods. Organisational decision-criteria were derived from the communications requirement in the Act, and these thresholds linked to expected treatments. Originality—A method is providing for aligning risk assessments with a national legislative framework, and integrating the technical aspects of risk assessment with the management processes. The approach also more explicitly includes recovery actions in contrast to existing methods where prevention dominates. Regarding the management aspects, it shows how thresholds may be defined relative to the legislation, to give clear expectations regarding treatment and internal communication, thereby assisting executives (‘officers’ in terms of the NZ Act) meet their duties.
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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 implications of this event, and the challenges and opportunities faced by organisations affected by this event. In order to facilitate recovery of the Christchurch area, organisations must adjust to a new norm; finding ways not only to continue functioning, but to grow in the months and years following these earthquakes. Some organisations relocated within days to areas that have been less affected by the earthquakes. Others are taking advantage of government subsidised aid packages to help retain their employees until they can make long-term decisions about the future of their organisation. This paper is framed as a “report from the field” in order to provide insight into the early recovery scenario as it applies to organisations affected by the February 2011 earthquake. It is intended both to inform and facilitate discussion about how organisations can and should pursue recovery in Canterbury, and how organisations can become more resilient in the face of the next crisis.
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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 its distinct institutional make-up and brand of evaluation activity. Third, they assist a country's evaluation capacity development by building on its strengths and compensating for the weaknesses of its history. This article traces the emergence of evaluation within New Zealand using the metaphor of dramaturgy to introduce the settings and actors that we consider to have been constituent of what was played out in the New Zealand situation. Our remit is a broad one of attempting to describe and explain the range of evaluation activities, including program evaluation, organisational review, performance management, and process and policy evaluation. Within this article a broad overview only is possible. As an example of a more in-depth study, a comprehensive article could be prepared on the history of performance management in the public service. Our comments cover developments in the public sector, tertiary sector, and private and professional organisations. It is a companion paper to one on the history of evaluation in Australia, prepared by Colin A Sharp in a recent issue of this journal (Sharpe 2003).
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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 marking the culmination of a decade-long national discussion. This paper charts that policy journey and highlights the importance of key political events and the ways in which key policy actors exploited the windows of policy opportunity associated with those events.
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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 the media neglects to identify lobby organisations, thereby allowing them to operate without detection of their agenda, leaving the public unaware of who is influencing decision makers.
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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-cultural partnerships.
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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 than spectacular acts of resistance such as protests, but one that should not be seen as accommodating workfare policies and the market-based reform projects to which they are connected. By supporting individuals to defiantly persevere with their benefit claims, beneficiary advocates help to actively resist the operational logic of dissuasion that defines contemporary workfare.
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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 focus has been on coherent strategies and the outcomes sought. Funding criteria are well-defined and contests are widely accepted as fair and transparent. Reviews and evaluations have been positive. Collaborative organisational interactions dominated decision-making during the early period. Bureaucratic politics is most evident in post-1991 organisational changes. The quality of the research strategies has improved in terms of defining outcomes sought and appropriate measures of progress towards them. However, New Zealand's Antarctic research funding is currently dispersed. It needs better coordination. Collaborative research should be emphasised in areas where New Zealand has established a strong reputation taking account of both national and global priorities if New Zealand's international research standing is to be maintained and enhanced.
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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 Zealand’s government entities. The Strategy had four goals &ndash; good governance across the system; creating and maintaining key geospatial datasets; accessible and useable Government geospatial data; and interoperability.</p><p>Since then, LINZ has begun a 10-year programme of work &ndash; Mapping New Zealand 2025 &ndash; to deliver the mapping, data and expertise needed to address some of the most significant challenges facing the country, now and in the future &ndash; firstly resilience and climate change, secondly urban growth and thirdly water. These three challenges prioritise LINZ’s work under its 2017 Outcomes Framework. The vision is seamless land and sea mapping, from the top of Aoraki/Mount Cook to the edge of the continental shelf.</p><p>Mapping New Zealand 2025 brings together initiatives, leadership and investment, and builds on core LINZ expertise in mapping and charting, data partnerships with other organisations and new technologies to deliver this programme.</p><p>This paper will give an outline and update on the five major components that make up the Mapping New Zealand 2025 work programme.</p> <ol><li>Improving New Zealand’s Bathymetry Data &ndash; Decision-makers around the world are increasing their use of marine information to tackle issues such as the sustainability of ocean resources. LINZ is working with national and international organisations on projects to drive improvements in New Zealand’s depths information and to map the world’s ocean floors. Coupled with international projects, LINZ is also focusing on local initiatives such as building relationships and partnerships to ensure valuable New Zealand marine data is collected efficiently, is more accessible and reusable. The organisation is also now coordinating retrieval of data, samples and reports from international vessels undertaking marine science research in New Zealand’s Exclusive Economic Zone, Territorial Sea and Continental Shelf.</li><li>National Elevation and Imagery Partnerships &ndash; Aerial imagery and elevation (LiDAR) are foundational data infrastructure for New Zealand, with many critical applications. LINZ operates a successful partnership model for procuring and publishing aerial imagery across New Zealand, an initiative begun after the Canterbury earthquakes, when imagery over Christchurch was in great demand, but not accessible. The initiative has made aerial imagery of the entire country available to all, under a creative commons licence. LINZ has also recently established national coordination of elevation (LiDAR) data to maximise its value to New Zealand. Coordinating procurement partnerships and publishing data for open reuse are the focus of this ambitious initiative.</li><li>Mapping the coastal zone &ndash; New Zealand’s coastal zone is of great economic, social and environmental importance, and it is where climate change processes will impact the most. Fit-for-purpose coastal mapping is essential to modelling and decision-making that help us adapt and mitigate risks to our communities, individual property and infrastructure. LINZ is undertaking a one-year pilot as an initial step towards determining the needs for, and benefits of, improved coastal mapping. The pilot is stocktaking existing datasets that map parts of the coast (or intertidal or littoral zone) and identifying a fit-for-purpose reference frame for analysing data. The work will then move on to investigate the products needed to improve coastal mapping and decision-making and develop a prototype tool for mapping and visualisation.</li><li>Joining land and sea data &ndash; Currently in New Zealand, elevation and depths datasets are captured to a range of reference surfaces and datums, limiting our ability to merge them together. The largest challenges are across the coastal zone, where LINZ is working with the National Institute of Water & Atmospheric Research (NIWA) to develop a tool for ‘seamless’ linking of land and sea data. This project is being run in tandem with improving coastal mapping mentioned above, as the definition of tidal surfaces (such as mean high-water springs) are limited by the accuracy of digital terrain models and the ability to connect tidal surfaces to the coast. This project will also deliver an improved national tidal model. New Zealand’s current model was developed between 1996 and 2000 and is built on a now obsolete platform. The updated model will be recreated on a new platform and be able to use 20 additional years of data and improvements in global modelling technologies.</li><li>Maximising the benefits of Earth observation data &ndash; 2018 saw a greatly increased awareness of the potential applications of Earth observation data and technologies in government, industries and research in New Zealand. LINZ is joining with major stakeholders such as the Ministry of Business, Innovation and Employment’s Space Agency, Venture Southland and the Centre for Space Science Technology to develop a national strategy for maximising the benefits of Earth observation. Aside from this national focus, LINZ will work on how best to utilise Earth observation in our own activities, in areas such as using remote sensing to map our built environments and understanding potential applications for interferometric synthetic aperture radar (InSAR), which uses radar images of Earth’s surface collected by satellites to map ground deformation.</li></ol><p> Each of these five projects are at different stages of maturity. The presentation will cover off what each project has accomplished to date. We will present what the future holds for the programme and how Mapping New Zealand 2025 will allow LINZ, and the wider New Zealand community, to think and work differently.</p>
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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 confirm the importance of leadership and the establishment of an effective bully-free environment as preventative measures.
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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 steadily improving the operational excellence and end-user satisfaction in this case. But client satisfaction was only increasing at a much slower rate. The underlying structure responsible for this behaviour was captured using a causal loop model and explained using seven interacting feedback loops. Research limitations/implications The major limitation of this research is that it is confined to one private sector organisation and its public sector clients. Thus, the generalisability cannot be utilised for future reference. Practical implications This paper illustrates the development of strategic initiatives based on a participative model building approach. It provides a practical method for initiating long-term structural changes while managing CI activities in public sector organisations. Originality/value This paper contributes a New Zealand case of public-private partnerships for implementing CI initiatives. It illustrates a systems approach to analyse the complexities involved in implementing CI initiatives in public sector organisations.
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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 internally. While frameworks such as the balanced scorecard (BSC) can facilitate implementation of sustainability reporting, some organisations may choose to fully integrate the latter into their management control system. Originality/value – Sustainability reporting is sometimes seen as an external reporting philosophy that can be managed as a separate project. The authors show it can be integrated into MCS, either entirely or through tools such as the BSC. The authors develop a framework that may be useful in future studies to locate our case organisations.
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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 and news organisations as revenue generators. Consequently, public media space is shrinking as the practice of journalism declines.
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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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