Relevant bibliographies by topics / Telecom Corporation of New Zealand

Academic literature on the topic 'Telecom Corporation of New Zealand'

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Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Telecom Corporation of New Zealand"

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Kilar, Wioletta. "Koncentracja przestrzenna światowych firm informatycznych." Studies of the Industrial Geography Commission of the Polish Geographical Society 12 (January 1, 2009): 97–108. http://dx.doi.org/10.24917/20801653.12.8.

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The article analyses the spatial concentration of world IT companies. They have been described in terms of their varied potential, types and extent of activity and the degree of global concentration. Research included the world’s top 100 largest IT companies, which jointly receive a revenue of USD 1.2 trillion, turning a profit of USD 140 billion. The revenue of the different companies ranged from USD 524.7 million to USD 97.0 billion. The leaders among those businesses are IBM Corporation, Verizon Communications, Deutsche Telekom and Samsung Electronics, which concentrate USD 313.0 billion, that is 25.9 per cent of the total revenue that the largest IT corporations receive. The joint profit of all the analysed IT companies is USD 140.1 billion and it ranges from USD 12.4 million to 11.2 billion. The corporations that make the highest profit are Microsoft, Samsung Electronics and IBM, which jointly earn USD 28.9 billion, which makes up 20.6 per cent of total profit. The analysed corporations are marked by a strong correlation between the revenue and profit ─ its index is 0.832.The analysed enterprises represent 8 types of business in the IT sector: telecommunication, hardware, software, semiconductors, telecommunication devices, services, distributors and Internet companies. The leaders among them are 24 telecommunication companies, whose joint revenue is USD 428.2 billion, that is 35.4 per cent of the total income, and the profit is USD 46.5 billion, that is 33.2 per cent of total profit.The United States has a high concentration of IT companies, 44 of which have reached 43.4 per cent of total revenue and 49.7 per cent of total profit. Companies located in Korea, Germany and Taiwan yield very high revenue and profit. Sixty-three companies from those four countries jointly yield USD 805.7 billion, that is 66.6 per cent of revenue, and USD 94.5 billion, that is 67.5 per cent of total profit. The least important in this respect are the companies located in Switzerland, the Cayman Islands, Turkey, the Netherlands, New Zealand and Indonesia, which jointly concentrate USD 22.5 billion, that is 1.9 per cent of revenue and USD 2.7 billion, that is 1.9 per cent of total profit.
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Danaher, Peter J., and Rodger W. Gallagher. "Modelling customer satisfaction in Telecom New Zealand." European Journal of Marketing 31, no. 2 (March 1997): 122–33. http://dx.doi.org/10.1108/03090569710157098.

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Shafi, M., and B. Mortimer. "The evolution of SDH: a view from Telecom New Zealand." IEEE Communications Magazine 28, no. 8 (August 1990): 60–66. http://dx.doi.org/10.1109/35.58887.

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Myles, Sally. "Content management helps us to work smarter at Telecom New Zealand." Electronic Library 22, no. 6 (December 2004): 523–26. http://dx.doi.org/10.1108/02640470410570839.

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Reynolds, Paul. "FROM DEPARTMENT TO PUBLIC CORPORATION: THE NEW ZEALAND CASE." Australian Journal of Public Administration 46, no. 4 (December 1987): 421–25. http://dx.doi.org/10.1111/j.1467-8500.1987.tb02585.x.

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Pio, Edwina, and Adrian Kwan. "With Telecom New Zealand rings the changes to connect with Asian customers." Human Resource Management International Digest 14, no. 7 (December 2006): 5–8. http://dx.doi.org/10.1108/09670730610708123.

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McKay, G. R., H. E. Chapman, and D. K. Kirkcaldie. "Seismic Isolation: New Zealand Applications." Earthquake Spectra 6, no. 2 (May 1990): 203–22. http://dx.doi.org/10.1193/1.1585565.

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Seismic isolation of structures has been applied in New Zealand since 1973. To date approximately 45 bridges, 3 large buildings and a few other structures have been protected with this technique. These include 40 bridges and 2 buildings designed by Works and Development Services Corporation (NZ) Ltd (WORKS). Numerous energy dissipating devices have been developed and tested by New Zealand researchers. Six of these designs have proved to be convenient and economical and have been incorporated in the seismic isolation systems of the structures built. Development work on seismic isolation devices is continuing in New Zealand and contact with specialists from other countries - in particular from Japan and the United States of America - is being maintained. Seismic isolation has been found to be a cost effective means of mitigating earthquake effects, particularly if the long term benefits of reduced seismic damage and disruption are taken into consideration.
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Roe, M. J. "Electric Bo-Bo-Bo locomotives for New Zealand Railways." Proceedings of the Institution of Mechanical Engineers, Part D: Transport Engineering 202, no. 1 (January 1988): 21–31. http://dx.doi.org/10.1243/pime_proc_1988_202_152_02.

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Twenty-two, 3 M W freight locomotives are being supplied to New Zealand Railways Corporation as part of the 25 kV electrification project of the North Island Main Trunk route. The mountainous terrain of this route favours a Bo-Bo-Bo configuration with its good curving performance. Separately excited d.c. traction motors fed from microprocessor-controlled thyristor bridges enable 1000 tonne trains to be started on a I in 50 gradient. The provision of a regenerative brake offers significant energy cost savings.
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Rees, Jeremy. "REVIEW: The sacking of an editor." Pacific Journalism Review : Te Koakoa 26, no. 1 (July 31, 2020): 294–301. http://dx.doi.org/10.24135/pjr.v26i1.1100.

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Commentary: On 25 July 1972, the Board of the New Zealand Broadcasting Corporation decided to terminate the editorship of Alexander MacLeod with three months' pay, effective immediately. The Listener had only had three editors since its launch as a broadcasting guide in 1939. Its founder Oliver Duff and successor Monty Holcroft, the revered editor of 18 years, built it up as a magazine of culture, arts and current events on top of its monopoly of listings of radio and television programmes. Both men managed to establish a sturdy independence for the magazine which was still the official journal of the New Zealand Broadcasting Service, later to become the New Zealand Broadcasting Corporation. So, the dismissal of the editor was a sizable event. The National government of the day in New Zealand ordered a Commission of Inquiry into whether the sacking was above board and whether it was politically influenced. This article is the story of the commission's findings.
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Editor. "Notes on earthquake insurance in California and New Zealand." Bulletin of the New Zealand Society for Earthquake Engineering 19, no. 4 (December 31, 1986): 251–54. http://dx.doi.org/10.5459/bnzsee.19.4.251-254.

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On the initiative of the Earthquake and War Damage Commission a team was organised to study the recovery from the earthquake which devastated Mexico City on 19 September 1985. Earthquake preparedness and underwriting in California was also researched. There were five members in the team and they were – Mr. Milton Allwood, Secretary of the Earthquake and War Damage Commission; Mr. Derek Scott, representing the Insurance Council of New Zealand; Mr. Ken Grieve, representing the Institute of Loss Adjusters of New Zealand (Inc); Mr. Edward Latter, National Director of Civil Defence; Mr. Don Currie, representing the Accident Compensation Corporation. The following extract on earthquake insurance is taken from one of the reports by the team.
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Dissertations / Theses on the topic "Telecom Corporation of New Zealand"

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Donovan, Maria Merzenaida. "Telecom selling beyond telephony : a thesis submitted in partial fulfillment of the requirements for the degree of Master of Arts in Communication Studies, Auckland University of Technology, 2003." Full thesis. Abstract, 2003.

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Thesis (MA--Communication Studies) -- Auckland University of Technology, 2003.
Glossary and appendices not included in e-thesis. Also held in print (192 leaves, ill., 30 cm.) in Wellesley Theses Collection (T 384.041 DON)
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Ross, Peter, and n/a. "Organisational and Workforce Restructuring in a Deregulated Environment: A Comparative Study of The Telecom Corporation of New Zealand (TCNZ) and Telstra." Griffith University. Graduate School of Management, 2003. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20030930.155125.

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In the late 1980s, governments in New Zealand and Australia began to deregulate their telecommunications markets. This process included the corporatisation and privatisation of former state owned telecommunications monopolies and the introduction of competition. The Telecom Corporation of New Zealand (TCNZ) was corporatised in 1987 and privatised in 1990. Its Australian counterpart, Telstra, was corporatised in 1989 and partially privatised in 1997. This thesis examines and compares TCNZ and Telstra's changing organisational and workforce restructuring strategies, as they responded to these changes. It further examines how these strategies influenced the firms' employment relations (ER) policies. Strategic human resource management (SHRM) and transaction costs economics (TCE) theories assist in this analyse. TCE links organisational restructuring to the make/buy decisions of firms and the asset-specificity of their employees. It suggests that firms will retain workers that have developed a high degree of firm-specific skills, and outsource more generic and semi-skilled work. Firm strategies are also influenced by national, contextual, factors. From a TCE perspective, these external factors alter relative transaction costs. Hence, different ownership structures, ER legislation and union power help to explain differences in TCNZ and Telstra's organisational restructuring and ER strategies. During the decade from 1990 to 2000, TCNZ and Telstra cut labour costs through large-scale downsizing programs. Job cuts were supported by outsourcing, work intensification and the introduction of new technologies. These initial downsizing programs were carried out through voluntary redundancies, across most sections of the firms. In many instances workers simply self-selected themselves for redundancies. TCNZ and Telstra's downsizing strategies then became more strategic, as they targeted generic and semi-skilled work for outsourcing. These strategies accorded with a TCE analysis. But TCNZ and Telstra engaged in other practices that did not accord with a TCE analysis. For example, both firms outsourced higher skilled technical work. TCNZ and Telstra's continued market domination and the emphasis that modern markets place on short term profits, provided possible reasons for these latter strategies. This thesis suggests, therefore, that while TCE may help to predict broad trends in 'rational organisations', it may be less effective in predicting the behaviour of more politically and ideologically driven organisations aiming for short term profit maximisation. Some TCNZ and Telstra workers were shifted to subsidiaries and strategic alliances, which now assumed responsibility for work that had previously been performed in-house. Many of these external firms re-employed these workers under more 'flexible' employment conditions. TCNZ and Telstra shifted to more unitarist ER strategies with their core workers and reduced union influence in the workplace. Unions at Telstra were relatively more successful in retaining members than their counterparts at TCNZ. By 2002, TCNZ and Telstra had changed from stand-alone public sector organisations, into 'leaner' commercially driven firms, linked to subsidiaries, subcontractors and strategic alliances.
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Ross, Peter. "Organisational and Workforce Restructuring in a Deregulated Environment: A Comparative Study of The Telecom Corporation of New Zealand (TCNZ) and Telstra." Thesis, Griffith University, 2003. http://hdl.handle.net/10072/367438.

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In the late 1980s, governments in New Zealand and Australia began to deregulate their telecommunications markets. This process included the corporatisation and privatisation of former state owned telecommunications monopolies and the introduction of competition. The Telecom Corporation of New Zealand (TCNZ) was corporatised in 1987 and privatised in 1990. Its Australian counterpart, Telstra, was corporatised in 1989 and partially privatised in 1997. This thesis examines and compares TCNZ and Telstra's changing organisational and workforce restructuring strategies, as they responded to these changes. It further examines how these strategies influenced the firms' employment relations (ER) policies. Strategic human resource management (SHRM) and transaction costs economics (TCE) theories assist in this analyse. TCE links organisational restructuring to the make/buy decisions of firms and the asset-specificity of their employees. It suggests that firms will retain workers that have developed a high degree of firm-specific skills, and outsource more generic and semi-skilled work. Firm strategies are also influenced by national, contextual, factors. From a TCE perspective, these external factors alter relative transaction costs. Hence, different ownership structures, ER legislation and union power help to explain differences in TCNZ and Telstra's organisational restructuring and ER strategies. During the decade from 1990 to 2000, TCNZ and Telstra cut labour costs through large-scale downsizing programs. Job cuts were supported by outsourcing, work intensification and the introduction of new technologies. These initial downsizing programs were carried out through voluntary redundancies, across most sections of the firms. In many instances workers simply self-selected themselves for redundancies. TCNZ and Telstra's downsizing strategies then became more strategic, as they targeted generic and semi-skilled work for outsourcing. These strategies accorded with a TCE analysis. But TCNZ and Telstra engaged in other practices that did not accord with a TCE analysis. For example, both firms outsourced higher skilled technical work. TCNZ and Telstra's continued market domination and the emphasis that modern markets place on short term profits, provided possible reasons for these latter strategies. This thesis suggests, therefore, that while TCE may help to predict broad trends in 'rational organisations', it may be less effective in predicting the behaviour of more politically and ideologically driven organisations aiming for short term profit maximisation. Some TCNZ and Telstra workers were shifted to subsidiaries and strategic alliances, which now assumed responsibility for work that had previously been performed in-house. Many of these external firms re-employed these workers under more 'flexible' employment conditions. TCNZ and Telstra shifted to more unitarist ER strategies with their core workers and reduced union influence in the workplace. Unions at Telstra were relatively more successful in retaining members than their counterparts at TCNZ. By 2002, TCNZ and Telstra had changed from stand-alone public sector organisations, into 'leaner' commercially driven firms, linked to subsidiaries, subcontractors and strategic alliances.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Graduate School of Management
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Chang, Steven. "Repositioning a case study of McDonald's New Zealand : a dissertation submitted to Auckland University of Technology in partial fulfilment of the degree of Master of Business, 2008 /." Click here to access this resource online, 2008. http://hdl.handle.net/10292/480.

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Huntly, Colin T. "In search of an appropriate analogy for sports entitites incorporated under associations incorporation legislation in Australia and New Zealand using broadly conceived corporate law organic theory /." Access via Murdoch University Digital Theses Project, 2005. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20070129.145203.

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Mohammed, Rafiq. "Personalized call center traffic prediction to enhance management solution with reference to call traffic jam mitigation a case study on Telecom New Zealand Ltd. : a dissertation submitted to Auckland University of Technology in partial fulfillment of the requirements for the degree of Master of Computer and Information Sciences (MCIS), 2008 /." Click here to access this resource online, 2008. http://hdl.handle.net/10292/479.

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Books on the topic "Telecom Corporation of New Zealand"

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Zealand, New. New Zealand company legislation. 2nd ed. Auckland: CCH New Zealand, 1993.

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Peter, Watts. Company law in New Zealand. Wellington, N.Z: LexisNexis NZ, 2011.

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Zealand, New. New Zealand companies and securities legislation. 2nd ed. Auckland, [N.Z.]: CCH New Zealand Limited, 2010.

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Corporations and partnerships in New Zealand. Alphen aan den Rijn, The Netherlands: Kluwer Law International, 2011.

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Beck, Andrew. Guidebook to New Zealand companies and securities law. 5th ed. Auckland: CCH New Zealand, 1994.

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Auditor-General, New Zealand Office of the. Inquiry into certain allegations about Housing New Zealand Corporation. Wellington [N.Z.]: Office of the Auditor-General, 2006.

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Pitchforth, R. J. Meetings: Practice and procedure in New Zealand. 2nd ed. Auckland: CCH New Zealand, 1994.

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Jamieson, Bill. The bemused investor's guide to company accounts in New Zealand. Christchurch, N.Z: Shoal Bay Press, 1997.

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Cameron, Neil R. Registration under the new Companies Act: A step by step guide. Auckland: CCH New Zealand Limited, 1993.

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Corporate governance in Australia and New Zealand. Melbourne: Oxford University Press, 2001.

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Book chapters on the topic "Telecom Corporation of New Zealand"

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West, Patrick, and Luke C. Jackson. "At the End of the World : Animals, Extinction, and Death in Australian Twenty-First-Century Ecogothic Cinema." In Screening the Gothic in Australia and New Zealand. Nieuwe Prinsengracht 89 1018 VR Amsterdam Nederland: Amsterdam University Press, 2022. http://dx.doi.org/10.5117/9789463721141_ch08.

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Australian twenty-first-century Ecogothic cinema often explores ecocritical concerns of animal and human extinction within global hypercapitalism. The Hunter (2011) and The Rover (2014) offer different perspectives on these concerns through their representations of animals, death, space, and place. The Hunter relates the story of a man sent to hunt the only remaining Thylacine, or Tasmanian Tiger, on behalf of a nefarious multinational corporation. In more allegorical mode, The Rover is structured around the protagonist’s recovery of his car from a highway gang in order to bury his pet dog. The Ecogothic has, to date, largely been approached through literary rather than cinematic examples, and this chapter redresses this imbalance.
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Ahdar, Rex. "Powerful Firms and Monopolizing Conduct." In The Evolution of Competition Law in New Zealand, 152–95. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198855606.003.0006.

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New Zealand’s efforts to rein in the anticompetitive conduct of market dominant firms has been disappointing overall. Its track record, in terms of the number of successful challenges, has been dismal. The early cases under the 1986 Act were promising with some notable victories for plaintiffs. But this was not to last. A large part of this chapter details the shadow cast by the Privy Council in the momentous Clear v Telecom saga in the mid-1990s. Their Lordships promulgated a stringent “counterfactual” test for contravening conduct under s 36 (the monopolization prohibition), one that almost spelt the death knell for meaningful enforcement of the section. A major attempt to restore the effectiveness of s 36 and reverse the effect of the London ruling was made by Parliament in 2001, but that proved unavailing. Moreover, the Supreme Court, the replacement for the Privy Council, determined that the counterfactual test ought to be retained. Despite the unabridged severity of the test, a few stubborn victories against monopolizing firms were still recorded. Nonetheless, policymakers have determined that reform is required. One proposal is to revise s 36 to embrace a SLC test. The chapter also considers the dormant intellectual property exemption in s 36. New Zealand’s experience of refusals to deal (“essential faculties” doctrine) and predatory pricing are also analysed.
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Mengü, Seda, Ece Karadogan Doruk, and Emine Yavasgel. "Digital Citizenship as New Culture Policy Through Public Affairs Perspective." In Handbook of Research on Examining Cultural Policies Through Digital Communication, 333–61. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-6998-5.ch016.

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Relation can be defined as the expectations of parties from each other with regard to their actions, depending on the type of interaction between them. Awareness, effect, benefit, and reciprocity of actions are the components of successful relations. Relationship management in public relations encompasses the development, sustainability, promotion, and maintenance of mutual benefit relations between institutions and their target groups. The purpose of relationship management is to build relations and form communities. The change in our life culture has also transformed the modes of corporate communication and obliged the realization of sustainable relationship management with publics. Hence, in this chapter, all dimensions of digital citizenship as a new culture policy and different ways that publics meet their needs will be discussed. In this sense, the activities of Turkish Telecom Corporation related to digital citizenship will be analyzed.
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Leach, Jamie, and Julie McKay. "The Australian Consumer Data Right: The Promise of Open Data." In Open Banking, 201–34. Oxford University Press, 2022. http://dx.doi.org/10.1093/oso/9780197582879.003.0011.

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In Chapter 10, “The Australian Consumer Data Right: The Promise of Open Data,” Jamie Leach, Regional Director of FDATA Australia & New Zealand and Founder of Open Data Australia and Julie McKay, Former Chapter Lead of FDATA Australia & New Zealand and former head of data strategy at Equifax Australia, explore how the Australian Open Banking regime is expected to develop within the broader framework of the Consumer Data Right. Unlike several other open banking countries, Australia is pursuing a read-only way of sharing data that does not allow for payment execution unlike in the European Union, but is pursuing an economy-wide approach to data sharing, beginning with the banking sector, then rolling out to the energy and telecom sectors, prior to possible further extensions. Leach and McKay explain how Australia through its Consumer Data Right intends to ultimately build a national open data economy. The authors explore the origin of open data in Australia and its serious consideration of requiring data reciprocity. They map the process for finalizing details of the open data framework. They also describe how industry is changing in anticipation, including the voluntary uptake of open banking APIs, for instance, in the accounting and bookkeeping sectors. They describe some of the key implementation challenges, including international coordination and also touch on potential opportunities for the Australian economy.
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Carpenter, Brian, and Robert Doran. "Turing’s Zeitgeist." In The Turing Guide. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198747826.003.0031.

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This chapter reviews the history of Alan Turing’s design proposal for an Automatic Computing Engine (ACE) and how he came to write it in 1945, and takes a fresh look at the numerous formative ideas it included. All of these ideas resurfaced in the young computing industry over the following fifteen years. We cannot tell to what extent Turing’s unpublished foresights were passed on to other pioneers, or to what extent they were rediscovered independently as their time came. In any case, they all became part of the Zeitgeist of the computing industry. At some universities, such as ours in New Zealand, the main computer in 1975 was a Burroughs B6700, a ‘stack’ machine. In this kind of machine, data, including items such as the return address for a subroutine, are stored on top of one another so that the last one in becomes the first one out. In effect, each new item on the stack ‘buries’ the previous one. Apart from the old English Electric KDF9, and the recently introduced Digital Equipment Corporation PDP-11, stack machines were unusual. Where had this idea come from? It just seemed to be part of computing’s Zeitgeist, the intellectual climate of the discipline, and it remains so to this day. Computer history was largely American in the 1970s—the computer was called the von Neumann machine and everybody knew about the early American machines such as ENIAC and EDVAC. Early British computers were viewed as a footnote; the fact that the first stored program in history ran in Manchester was largely overlooked, which is probably why the word ‘program’ is usually spelt in the American way. There was a tendency to assume that all the main ideas in computing, such as the idea of a stack, had originated in the United States. At that time, Alan Turing was known as a theoretician and for his work on artificial intelligence. The world didn’t know that he was a cryptanalyst, didn’t know that he tinkered with electronics, didn’t know that he designed a computer, and didn’t know that he was gay. He was hardly mentioned in the history of practical computing.
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Conference papers on the topic "Telecom Corporation of New Zealand"

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Norris, Brian, and Jacqui Van Der Kaay. "Introducing usability to Telecom New Zealand." In the 4th Annual Conference of the ACM Special Interest Group. New York, New York, USA: ACM Press, 2003. http://dx.doi.org/10.1145/2331829.2331839.

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Monkman, David. "Avoiding power & cooling system disasters at Telecom New Zealand through structured risk management." In INTELEC 2008 - 2008 IEEE 30th International Telecommunications Energy Conference. IEEE, 2008. http://dx.doi.org/10.1109/intlec.2008.4664068.

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Keefe, Douglas J., and Joseph Kozak. "Tidal Energy in Nova Scotia, Canada: The Fundy Ocean Research Center for Energy (FORCE) Perspective." In ASME 2011 30th International Conference on Ocean, Offshore and Arctic Engineering. ASMEDC, 2011. http://dx.doi.org/10.1115/omae2011-49246.

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Ocean energy developments are appearing around the world including Scotland, Ireland, Wales, England, Australia, New Zealand, Japan, Korea, Norway, France Portugal, Spain, India, the United States, Canada and others. North America’s first tidal energy demonstration facility is in the Minas Passage of the Bay of Fundy, near Parrsboro, Nova Scotia, Canada. The Fundy Ocean Research Center for Energy (FORCE) is a non-profit institute that owns and operates the facility that offers developers, regulators, scientists and academics the opportunity to study the performance and interaction of instream tidal energy converters (usually referred to as TISECs but called “turbines” in this paper.) with one of the world’s most aggressive tidal regimes. FORCE provides a shared observation facility, submarine cables, grid connection, and environmental monitoring at its pre-approved test site. The site is well suited to testing, with water depths up to 45 meters at low tide, a sediment -free bedrock sea floor, straight flowing currents, and water speeds up to 5 meters per second (approximately 10 knots). FORCE will install 10.896km of double armored, 34.5kV submarine cable — one for each of its four berths. Electricity from the berths will be conditioned at FORCE’s own substation and delivered to the Provincial power grid by a 10 km overhead transmission line. There are four berth holders at present: Alstom Hydro Canada using Clean Current Power Systems Technology (Canada); Minas Basin Pulp and Power Co. Ltd. with technology partner Marine Current Turbines (UK); Nova Scotia Power Inc. with technology partner OpenHydro (Ireland) and Atlantis Resources Corporation, in partnership with Lockheed Martin and Irving Shipbuilding. In November 2009, NSPI with technology partner OpenHydro deployed the first commercial scale turbine at the FORCE site. The 1MW rated turbine was secured by a 400-tonne subsea gravity base fabricated in Nova Scotia. The intent of this paper is to provide an overview of FORCE to the international marine energy community during OMAE 2011 taking place in Rotterdam, Netherlands.
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