Artículos de revistas:

1

Academy and Consultancy, Lagi-Maama. "“Talking Critically Yet Harmoniously”". Museum Worlds 9, n.º 1 (1 de julio de 2021): 110–15. http://dx.doi.org/10.3167/armw.2021.090109.

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Lagi-Maama Academy & Consultancy (Lagi-Maama) is a cultural organization based in Aotearoa New Zealand that we (Toluma‘anave Barbara Makuati-Afitu and Kolokesa Uafā Māhina-Tuai) formally established in August 2018. What we do involves mediating at the intersection of Indigenous communities and institutional settings, to create a more harmonious and hoa/soa/ balanced time-space, by imbedding different ways of knowing, seeing, and doing.

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2

Kelly, Veronica. "The Globalized and the Local: Theatre in Australia and Aotearoa/New Zealand Enters the New Millennium". Theatre Research International 26, n.º 1 (marzo de 2001): 1–14. http://dx.doi.org/10.1017/s0307883301000013.

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Late in 1999 the Commonwealth of Australia's Department of Communications, Information Technology and the Arts released Securing the Future, the final Report of the Major Performing Arts Enquiry chaired by Helen Nugent (commonly referred to as the Nugent Report). The operations of the committee and the findings of the Report occasioned considerable public debate in the Australian arts world in the late 1990s, as the Enquiry solicited and analysed information and opinion on the financial health and artistic practices of thirty-one national major performing arts companies producing opera, ballet, chamber and orchestral music as well as theatre. The Report saw the financial viability of Australian live performance as deeply affected by the impact of globalization, especially by what elsewhere has been called ‘Baumol's disease’ – escalating technical, administrative and wage costs but fixed revenue – which threaten the subsidized state theatre companies of Brisbane, Adelaide and Perth with their relatively small population bases. The structural implementation recommended a considerable financial commitment by Commonwealth and State Governments to undertake a defined period of stabilizing and repositioning of companies. Early in 2000 both levels of Government committed themselves to this funding – in fact increasing Nugent's requested $52 million to $70 million – and to the principle of a strengthened Australia Council dispensing arms-length subsidy. In an economically philistine political environment, these outcomes are a tribute to Nugent's astute use of economic rhetoric to gain at least a symbolic victory for the performing arts sector. In 2000 New Zealand arts gained a similar major injection of funding, while a commissioned Heart of the Nation report, advocating the dilution of the principle of arm's-length funding through the abolition of the national funding organization Creative New Zealand, was rejected by Prime Minister Helen Clark.

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3

Styles, Sara, Ben Wheeler, Alisa Boucsein, Hamish Crocket, Michel de Lange, Dana Signal, Esko Wiltshire et al. "A comparison of FreeStyle Libre 2 to self-monitoring of blood glucose in children with type 1 diabetes and sub-optimal glycaemic control: a 12-week randomised controlled trial protocol". Journal of Diabetes & Metabolic Disorders 20, n.º 2 (5 de octubre de 2021): 2093–101. http://dx.doi.org/10.1007/s40200-021-00907-y.

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Abstract Purpose Frequent glucose monitoring is necessary for optimal glycaemic control. Second-generation intermittently scanned glucose monitoring (isCGM) systems inform users of out-of-target glucose levels and may reduce monitoring burden. We aim to compare FreeStyle Libre 2 (Abbott Diabetes Care, Witney, U.K.) to self-monitoring of blood glucose in children with type 1 diabetes and sub-optimal glycaemic control. Methods This open-label randomised controlled trial will enrol 100 children (4–13 years inclusive, diagnosis of type 1 diabetes ≥ 6 months, HbA1c 58–110 mmol/mol [7.5–12.2%]), from 5 New Zealand diabetes centres. Following 2 weeks of blinded sensor wear, children will be randomised 1:1 to control or intervention arms. The intervention (duration 12 weeks) includes second-generation isCGM (FreeStyle Libre 2) and education on using interstitial glucose data to manage diabetes. The control group will continue self-monitoring blood glucose. The primary outcome is the difference in glycaemic control (measured as HbA1c) between groups at 12 weeks. Pre-specified secondary outcomes include change in glucose monitoring frequency, glycaemic control metrics and psychosocial outcomes at 12 weeks as well as isCGM acceptability. Discussion This research will investigate the effectiveness of the second-generation isCGM to promote recommended glycaemic control. The results of this trial may have important implications for including this new technology in the management of children with type 1 diabetes. Trial registration This trial was prospectively registered with the Australian New Zealand Clinical Trials Registry on 19 February 2020 (ACTRN12620000190909p) and the World Health Organization International Clinical Trials Registry Platform (Universal Trial Number U1111-1237-0090).

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4

Styles, Sara, Ben Wheeler, Alisa Boucsein, Hamish Crocket, Michel de Lange, Dana Signal, Esko Wiltshire et al. "A comparison of FreeStyle Libre 2 to self-monitoring of blood glucose in children with type 1 diabetes and sub-optimal glycaemic control: a 12-week randomised controlled trial protocol". Journal of Diabetes & Metabolic Disorders 20, n.º 2 (5 de octubre de 2021): 2093–101. http://dx.doi.org/10.1007/s40200-021-00907-y.

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Abstract Purpose Frequent glucose monitoring is necessary for optimal glycaemic control. Second-generation intermittently scanned glucose monitoring (isCGM) systems inform users of out-of-target glucose levels and may reduce monitoring burden. We aim to compare FreeStyle Libre 2 (Abbott Diabetes Care, Witney, U.K.) to self-monitoring of blood glucose in children with type 1 diabetes and sub-optimal glycaemic control. Methods This open-label randomised controlled trial will enrol 100 children (4–13 years inclusive, diagnosis of type 1 diabetes ≥ 6 months, HbA1c 58–110 mmol/mol [7.5–12.2%]), from 5 New Zealand diabetes centres. Following 2 weeks of blinded sensor wear, children will be randomised 1:1 to control or intervention arms. The intervention (duration 12 weeks) includes second-generation isCGM (FreeStyle Libre 2) and education on using interstitial glucose data to manage diabetes. The control group will continue self-monitoring blood glucose. The primary outcome is the difference in glycaemic control (measured as HbA1c) between groups at 12 weeks. Pre-specified secondary outcomes include change in glucose monitoring frequency, glycaemic control metrics and psychosocial outcomes at 12 weeks as well as isCGM acceptability. Discussion This research will investigate the effectiveness of the second-generation isCGM to promote recommended glycaemic control. The results of this trial may have important implications for including this new technology in the management of children with type 1 diabetes. Trial registration This trial was prospectively registered with the Australian New Zealand Clinical Trials Registry on 19 February 2020 (ACTRN12620000190909p) and the World Health Organization International Clinical Trials Registry Platform (Universal Trial Number U1111-1237-0090).

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5

Brickell, Chris. "Soldier to civilian: army education and postwar New Zealand citizenship". History of Education 39, n.º 3 (mayo de 2010): 363–82. http://dx.doi.org/10.1080/00467600903164559.

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6

Balcerzyk, Dorota y Magdalena Zapała. "Military Organization Leader Competence". Zarządzanie Zasobami Ludzkimi 132, n.º 1 (15 de febrero de 2020): 65–81. http://dx.doi.org/10.5604/01.3001.0013.8780.

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The social and political situation driving ongoing changes in the Polish Army is responsible for a new perspective on viewing the competences of a leader in a military organization. The article presents and discusses the issue of professional competences in the context of professional military service. It provides an analysis of selected competence models. The essence of competence is the focus, but at the same time the specificity of the organization—the army—is pointed out. Emphasis is placed on the importance of managerial competences in managerial functions as filled by officers. A characterization of the Polish Army officer training and professional development system is also provided.

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7

Toime, Elmar. "New Zealand post—Creating a benchmark organization". Long Range Planning 30, n.º 1 (febrero de 1997): 11–20. http://dx.doi.org/10.1016/s0024-6301(96)00091-x.

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8

Mackay, Denise y Margie Comrie. "Testing times: Kiwi journalists and the military". Pacific Journalism Review : Te Koakoa 14, n.º 1 (1 de abril de 2008): 46–53. http://dx.doi.org/10.24135/pjr.v14i1.922.

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War correspondents, long the object of popular fascination, have been the focus of academic study since Phillip Knightley published The First Casualty in 1976. While New Zealand journalists did not cover the second Iraq War in 2003, the furore over the US practice of ‘embedding’ journalists was felt in New Zealand. Drawing on in-depth interviews with seven seasoned defence reporters, this article examines the relationship between the New Zealand Army and journalists during times of conflict.

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9

Baxter, Marian L. y David G. Baxter. "Anthropometric Characteristics of Feet of Soldiers in the New Zealand Army". Military Medicine 176, n.º 4 (abril de 2011): 438–45. http://dx.doi.org/10.7205/milmed-d-10-00383.

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10

Pilkevych, A. "MARIAN REFORMS IN THE POLITICAL, SOCIAL AND ECONOMIC TRANSFORMATIONS OF THE LATE ROMAN REPUBLIC". Bulletin of Taras Shevchenko National University of Kyiv. History, n.º 132 (2017): 43–45. http://dx.doi.org/10.17721/1728-2640.2017.132.1.09.

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The article deals with transformation processes in social and economic organization of the Roman army in the II century B.C. The author analyses the main preconditions of the crisis in the traditional "census" military organization. The article is devoted to the implementation of new solutions and improvement of social structure of the Roman army. The author thoroughly examines the transformational processes in social and economic organization of the Roman army within the period in I century B.C. In the research the author identifies and analyses the main reasons for the crisis in the traditional "census" military organization. The researcher reveals the essence of Gaius Marius' reforms and observes their influence on the further development of Roman armed forces. Also, the author characterizes the implementation of a new system of army recruitment and updating its social structure. The author determines the place and role of veterans in the structure of Roman society. The researcher suggests a new vision of the extension of land ensuring for veterans in the I century B.C. and its evolution.

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Derby, Mark y David Lowe. "Douglas Waddell Jolly (1904–1983) – New Zealand pioneer of modern battlefield surgery". Journal of Medical Biography 28, n.º 4 (31 de agosto de 2018): 224–32. http://dx.doi.org/10.1177/0967772018754940.

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New Zealand-born surgeon Douglas Jolly was studying in London at the outbreak of the Spanish Civil War. He joined a British volunteer medical team and in December 1936 was placed in charge of a mobile medical unit of Spain’s Republican Army. For the following two years, he took part in every major battle of the war, operating as close as possible to the front line. In that time he made significant contributions to trauma surgery, especially for abdominal injuries, and developed a ‘three-points-forward’ triage system. He described these medical innovations in a handbook which became highly influential among Allied medical services in Second World War, Korea and Vietnam. Jolly served with the Royal Army Medical Corps (RAMC) in the Middle East during Second World War and was awarded a military OBE.After the war, he became Chief Medical Officer of Queen Mary’s Orthopaedic Hospital, Roehampton. He has been described as ‘a pioneer in the field of surgical treatment for trauma and one of the most notable war surgeons of the 20th century.’ In belated local recognition of this innovative and dedicated pioneer of trauma surgery, a memorial to Jolly will be unveiled in his home town of Cromwell, New Zealand in 2018.

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12

Winfree, L. Thomas. "New Zealand Police and Restorative Justice Philosophy". Crime & Delinquency 50, n.º 2 (abril de 2004): 189–213. http://dx.doi.org/10.1177/0011128703252411.

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In New Zealand, selected sworn police officers called youth aid officers participate in discussions and deliberations concerning the actions required to restore the sense of community balance upset by the actions of juvenile offenders. The author explores a representative sample of all sworn police officers serving in the New Zealand Police, including a subsample of youth aid officers, looking at the nature of support for the philosophical underpinnings of restorative justice and the likely impact of such work and values on officer attitudes toward the workplace. A 1996 management survey of all branches of the New Zealand national policing organization contained a number of specific questions that tap dimensions of both restorative justice philosophy and workplace orientations. This study represents a descriptive examination of these self-reported perspectives for all sworn officers, including breakdowns by selected personal-biographical variables. Implications for the implementation of restorative justice practices within a policing organization are discussed.

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Martin, Nicola, Cathryn Conlon, Rebecca Smeele, Owen Mugridge, Pamela von Hurst, James McClung y Kathryn Beck. "Iron Status and Associations with Physical Performance in Female New Zealand Army Recruits". Proceedings 8, n.º 1 (7 de marzo de 2019): 17. http://dx.doi.org/10.3390/proceedings2019008017.

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Westhorpe, R. N. "Book Review: A Unique Nursing Group—New Zealand Army Nurse Anaesthetists of WW1". Anaesthesia and Intensive Care 35, n.º 1_suppl (junio de 2007): 47. http://dx.doi.org/10.1177/0310057x0703501s10.

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15

Isaacs, Nigel. "Carpentry in New Zealand: a text book for use by apprentices". Architectural History Aotearoa 12 (1 de octubre de 2015): 7–16. http://dx.doi.org/10.26686/aha.v12i.7685.

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The 1953 National Housing Conference explored a wide range of ways of dealing with the problems of post-WW II housing, including reducing the costs of construction. The New Zealand Master Builders' Federation in its conference proposal was clear that one way to reduce costs was by a skilled and educated workforce. They noted the need for "an authoritative text-book on carpentry and joinery, based on New Zealand building practice," and their proposal was adopted as Conference Resolution 17. A committee was formed to guide the content and form of the book, and anonymous staff from the Technical Correspondence School prepared the text. Geoffrey Nees (architect of Kelburn, Wellington) employed five draughtsmen to complete the nearly 500 illustrations. The 1948 book The Australian Carpenter by C Lloyd and the New Zealand Army Education Welfare Service (AEWS) series of five carpentry booklets formed the basis for this new book, which focused on the syllabus of the New Zealand Trade Certificate.Carpentry in New Zealand was published in June 1958 and was an immediate success with 33,600 copies printed by September 1973. A new cover and conversion to metric units occurred in 1977, with the third edition published in 1980. The final printing was in 1987.

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Walter, Richard, Ian Smith y Chris Jacomb. "Sedentism, subsistence and socio-political organization in prehistoric New Zealand". World Archaeology 38, n.º 2 (junio de 2006): 274–90. http://dx.doi.org/10.1080/00438240600693992.

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Breitbarth, Tim, Rob Mitchell y Rob Lawson. "Service performance measurement in a New Zealand local government organization". Business Horizons 53, n.º 4 (julio de 2010): 397–403. http://dx.doi.org/10.1016/j.bushor.2010.03.004.

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Czerwińska, Anna. "Between Anzac Day and Waitangi Day". Studia Anglica Posnaniensia 52, n.º 4 (20 de diciembre de 2017): 427–38. http://dx.doi.org/10.1515/stap-2017-0019.

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Abstract This paper discusses the historical background and significance of the two most important national holidays in New Zealand: Waitangi Day and Anzac Day. Waitangi Day is celebrated on the 6th February and it commemorates the signing of the Treaty of Waitangi between British representatives and a number of Māori chiefs in 1840. Following the signing of the treaty New Zealand became effectively a British colony. Anzac Day is celebrated on 25th April, i.e., on the anniversary of the landing of soldiers of the Australian and New Zealand Army Corps (ANZAC) on the Gallipoli peninsula in Turkey in 1915, during World War One. There are three major differences between these two holidays: the process of those days becoming national holidays, the level of contestation, and the changing messages they have carried. The present study analyzes the national discourse around Anzac Day and Waitangi Day in New Zealand, and attempts to reveal how the official New Zealand government rhetoric about national unity becomes deconstructed. The following analysis is based on a selection of online articles from the New Zealand Herald and Stuff published in Auckland and Wellington, respectively. Both cities are populated by multi-ethnic groups, with Auckland featuring the largest Māori population.

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Kajtez, Ilija y Srđan Starčević. "Todor Pavlović's social ideas". Socioloski pregled 55, n.º 3 (2021): 908–29. http://dx.doi.org/10.5937/socpreg55-33267.

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The paper analyzes the sociological works of Todor Pavlović, with the aim of presenting his basic social ideas and checking the relevance of his conclusions about the relationship between social development and military organization. A special focus is placed on Pavlović's explanation of the development of military organization, within which the position of dialectical materialism about the influence of war technique on army organization and tactics is refuted. This sets Pavlović apart from other Serbian and Yugoslav sociologists of the 20th century who studied the army, and anticipates new sociological views on the relationship between technical achievements and the organization of social processes. Basic analytical and synthetic methods, content analysis as well as biographical and comparative methods were used.

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CÎRJĂU, Cristian Gabriel. "MILITARY ENGINEERING STRUCTURES WITHIN NATO COMMANDS IN ACCORDANCE WITH THE NEW DOCTRINAL PROVISIONS". BULLETIN OF "CAROL I" NATIONAL DEFENCE UNIVERSITY 10, n.º 4 (10 de enero de 2022): 52–60. http://dx.doi.org/10.53477/2284-9378-21-43.

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According to the directives of the NATO Military Committee, ensuring the effective military engineering support required by the military engineering command and staff structures, as well as command-control (C2) arrangements at all levels. These C2 arrangements, the structural organization, and their general attributions are regulated in the new NATO Doctrine for Military Engineering, by which to recommend the implementation of the provisions in the organization of NATO commands, as well as of the commands within the NATO national armies. In the following lines, I intend to make a short presentation of the organization of military engineering structures within NATO commands, from different hierarchical levels, under the new doctrinal provisions, also, references to cooperation relations and some clarifications with on their general responsibilities. As the new NATO doctrinal provisions on the military engineering branch are being implemented in the Romanian Army, proposals are to be made to the decision-makers, to modify the military engineering command structures in the Romanian Army, to be similar to those within the NATO commands.

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AITKEN, JUDITH. "Managing the new organization: some problems of institutional transition—a New Zealand perspective". Public Administration and Development 17, n.º 1 (febrero de 1997): 41–48. http://dx.doi.org/10.1002/(sici)1099-162x(199702)17:1<41::aid-pad906>3.0.co;2-6.

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BENDA, V. N. y E. A. LEONOV. "RESERVE AND RESERVE TROOPS AND THEIR PLACE IN THE NEW ORGANIZATIONAL STRUCTURE OF THE RUSSIAN ARMY AFTER THE REFORM OF 1874". History and Modern Perspectives 6, n.º 1 (28 de marzo de 2024): 33–41. http://dx.doi.org/10.33693/2658-4654-2024-6-1-33-41.

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The article deals with the recruitment system of the Russian army after the unsuccessful Crimean War, which revealed its shortcomings. It is shown that the recruitment reforms that began after the abolition of serfdom in 1861, as well as the reforms in the army as a whole, had as their main goal the transformation of the domestic armed forces into a modern mass army. The emphasis is placed on the fact that after the introduction of universal military service in 1874, conditions were created for the formation of the required mobilization reserve, which proved its effectiveness in practice. It is concluded that due to the implementation in practice of important transformations of the military organization, one of the main tasks of reforming the army has been solved - the creation of a modern mass army. Previously unknown archival and other little-studied sources and literature are being introduced into scientific circulation.

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OLEINIKOV, ALEXEY V. "A NEW WORD IN THE SECURITY OF RUSSIAN REPUBLIC: THE QUESTION OF THE COSSACK ARMY ORGANIZATION IN AUGUST - SEPTEMBER, 1917". Caspium Securitatis: Journal of Caspian Safety & Security 1, n.º 1 (2021): 106–22. http://dx.doi.org/10.21672/2713-024x-2021-1-1-106-122.

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The objective of the article is to examine projects aimed at strengthening the security of Russia through the formation of a Cossack (cavalry) army. A similar operational and strategic association owes its practical origin to the Soviet Republic; the Whites also had corresponding projects (in particular, those of P.N. Wrangel). The author of the article managed to establish the fact that projects of creation of such formations existed much earlier, in August - September, 1917, and their realization would not only provide safety of the Russian republic, but also would influence the combat effectiveness of the Russian active army and prospects of the final stage of Russia's participation in the World War I. This determines the scientific novelty of the research. The objectives of the article are to analyze the projects of the formation of the Cossack army of the Russian Republic in the summer-autumn of 1917, as well as the reform of the Cossack cavalry, its division into army and strategic cavalry. After the corresponding reform, the Cossack cavalry (including all 3 Astrakhan Cossack regiments) became the most important operational and strategic tool and reserve of the Russian active army at the final stage of World War I. The article is based on previously unpublished archival documents extracted from the archives of the Russian State Military Historical Archive (RGVIA). Research methods: archive study, historico-comparative analysis and historico-systemic analysis.

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FRENCH, DAVID. "DOCTRINE AND ORGANIZATION IN THE BRITISH ARMY, 1919–1932". Historical Journal 44, n.º 2 (junio de 2001): 497–515. http://dx.doi.org/10.1017/s0018246x01001868.

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It is widely assumed that after 1918 the British general staff ignored the experience it had gained from fighting a first-class European enemy and that it was not until the establishment of the Kirke committee in 1932 that it began to garner the lessons of the Great War and incorporate them into its doctrine. This article demonstrates that in fact British military doctrine underwent a continuous process of development in the 1920s. Far from turning its back on new military technologies, the general staff rejected the manpower-intensive doctrine that had sustained the army in 1914 in favour of one that placed modernity and machinery at the very core of its thinking. Between 1919 and 1931 the general staff did assimilate the lessons of the First World War into the army's written doctrine. But what it failed to do was to impose a common understanding of the meaning of that doctrine throughout the army.

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Stewart, John E. y Uldi Shvern. "Application of Hardman II Methodology to the Army's Forward Area Air Defense (FAAD) System". Proceedings of the Human Factors Society Annual Meeting 32, n.º 16 (octubre de 1988): 1117–21. http://dx.doi.org/10.1177/154193128803201627.

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HARDMAN II, an automated form of HARDMAN (Hardware vs. Manpower) analysis was applied to two new Army air defense systems for purposes of estimating maintainer workload and maintenance manpower requirements. Estimates showed a shortfall in official manpower allocations. Partially as a result of the HARDMAN II analyses, the Army decided to add more maintainers to the organization supporting both systems.

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WOOD, LINCOLN y QIANG LU. "PROCESS MANAGEMENT IN HIGH TECH NEW ZEALAND FIRMS". International Journal of Innovation and Technology Management 05, n.º 03 (septiembre de 2008): 259–78. http://dx.doi.org/10.1142/s0219877008001424.

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There are three distinct functions in the product realization chain — product design, process design, and process execution; thus there are two interfaces (product design — process design; process design — process execution) rather than one (product-manufacturing). Case studies of four organizations manufacturing high-tech products in New Zealand are explored to study the organization of process design functions and success strategies. Similarities in structuring, relationships between functional groups, and the methods for product and process design implementation are investigated. De-coupling of process design functions occurs best with high volume production with stable process technology — an infrequent situation with high-tech NZ manufacturers.

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Terami-Wada, Motoe. "Lt. Shigenobu Mochizuki and the New Philippine Cultural Institute". Journal of Southeast Asian Studies 27, n.º 1 (marzo de 1996): 104–23. http://dx.doi.org/10.1017/s0022463400010717.

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This paper illustrates the Japanese cultural policy towards the Philippines through the example of the New Philippine Cultural Institute, an educational institution created by the Japanese military to inculcate the Filipino youth with patriotism and to nurture the future leaders of the “New Philippines”. This organization developed later into a volunteer army which showed determination to fight against the returning U.S. forces.

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Cvetkovic, Milos. "The reform of Byzantine military and territorial organization under Justinian II". Zbornik radova Vizantoloskog instituta, n.º 53 (2016): 17–46. http://dx.doi.org/10.2298/zrvi1653017c.

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This paper offers a contribution to the research of the initial stages in the evolution of the thematic system. It focuses on the role of Emperor Justinian II in the formation of the new imperial military and territorial organization. Byzantine scholars have determined a long time ago that it is Justinian II who should be credited with the founding of new military districts (themes) in Hellas and Sicily. This paper, however, suggests that the formation of the themes in Thrace and Kibyrrhaiotai could also be considered a part of Justinian?s policy. In addition, the paper aims to highlight Justinian?s role in the formation of the frontier military and administrative system (the kleisourai of Strymon and Cappadocia), as well as in the reform of military and territorial organization in the Aegean basin. By creating new army units which were not based on the Late Roman heritage, Justinian essentially abandoned the principles that the Byzantine army had previously functioned on. Finally, the paper highlights the fact that the establishment of new thematic units under Emperor Justinian II was coupled with his extensive colonization measures.

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Cobley, Joanna, David Gaimster, Stephanie So, Ken Gorbey, Ken Arnold, Dominique Poulot, Bruno Brulon Soares et al. "Museums in the Pandemic". Museum Worlds 8, n.º 1 (1 de julio de 2020): 111–34. http://dx.doi.org/10.3167/armw.2020.080109.

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Throughout human history, the spread of disease has closed borders, restricted civic movement, and fueled fear of the unknown; yet at the same time, it has helped build cultural resilience. On 11 March 2020 the World Health Organization (WHO) classified COVID-19 as a pandemic. The novel zoonotic disease, first reported to the WHO in December 2019, was no longer restricted to Wuhan or to China, as the highly contagious coronavirus had spread to more than 60 countries. The public health message to citizens everywhere was to save lives by staying home; the economic fallout stemming from this sudden rupture of services and the impact on people’s well-being was mindboggling. Around the globe museums, galleries, and popular world heritage sites closed (Associated Press 2020). The Smithsonian Magazine reported that all 19 institutes, including the National Zoo and the National Museum of the American Indian (NMAI), would be closed to the public on 14 March (Daher 2020). On the same day, New Zealand’s borders closed, and the tourism industry, so reliant on international visitors, choked. Museums previously deemed safe havens of society and culture became petri dishes to avoid; local museums first removed toys from their cafés and children’s spaces, then the museum doors closed and staff worked from home. In some cases, front-of-the-house staff were redeployed to support back-of-the-house staff with cataloguing and digitization projects. You could smell fear everywhere.

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Petrishchev, Vladimir Innokentievich, Tatiana Petrovna Grass y Anastasia Krasheninnikova. "Organization of the process of professional socialization of the younger generations in Canada and New Zealand". Siberian Pedagogical Journal, n.º 2 (2 de mayo de 2022): 119–29. http://dx.doi.org/10.15293/1813-4718.2202.11.

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The article actualizes the problem of organizing the process of professional socialization of the younger generations in Canada and New Zealand. A number of effective mechanisms and approaches implemented in English-speaking countries are described, while focusing on the fact that a feature of the organization of the process of professional socialization in Canada was the shift in the focus of career guidance to the opportunities of school graduates through the content of the concept of “life strategy” to consciously make a professional choice. In New Zealand, professional socialization is associated with the professional activities of the teacher, which is implemented in schools with a focus solely on the development of entrepreneurial activity and the involvement of the younger generation in business. The relevance of this topic is determined by its relatively low level of study in the Russian pedagogy, including comparative pedagogy. The purpose of the article is to identify and characterize the problem of organizing the process of professional socialization of the younger generations in Canada and New Zealand. The authors analyze the main directions and describe a number of successful initiatives implemented in these countries that contribute to the successful organization of the process of professional socialization of the younger generations. Methodology and research methods. An analysis of the scientific literature on the organization of the process of professional socialization of the younger generations in the two countries we studied showed the importance of this type of organization of the process of professional socialization of the younger generations. Research results. The article emphasizes that in the third decade of the 21st century, the concept of “life strategy”, implemented in Canada, allows the younger generation to make a conscious professional choice. Unlike Canada, the organization of the process of professional socialization of the younger generations in New Zealand is mainly focused on the development of entrepreneurial activity and the involvement of the younger generation in business. Conclusion. The study of the organization of the process of professional socialization in Canada and New Zealand is of great theoretical and practical importance for preparing the younger generations for life and professional activity. The study of the positive experience of these countries may be important for understanding, enriching and the possibility of its use in practice in Russia, taking into account the cultural characteristics of our country.

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Halliday, Jessica. "FESTA Festival of Transitional Architecture in Christchurch, New Zealand". Journal of Public Space 2, n.º 3 (9 de diciembre de 2017): 177. http://dx.doi.org/10.5204/jps.v2i3.126.

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<p>In 2012 <a href="http://www.festa.org.nz">FESTA</a> emerged in Christchurch, New Zealand as a collective response to the extraordinary circumstances of a natural disaster. As a place-based (and now biennial) weekend-long festival of architecture and urbanism it continues to seek and find relevance to that place, its people, and to all involved in the event (participants, audience, funders and supporters) as the extraordinary fades into a more ordered and ordinary existence.<br />On 22 February 2011, a large earthquake hit the city of Christchurch, New Zealand. It was the second largest, and most destructive, of a series of over 11,000 earthquakes recorded in the region over a 2-year period from September 2010. 185 people died as a result of the February quake and over 75% of the built fabric of the central city was demolished. Christchurch’s central city was cordoned off from the public and put under army control, portions of it for over two years. A new government agency was established to direct the city’s recovery. It commissioned and backed a new spatial plan for the central city (‘<a href="http://architecturenow.co.nz/articles/the-final-blueprint-for-a-new-christchurch/">The Blueprint’</a>), designed to retain existing land values and incentivise new and current investment as well as renew public spaces and amenities. Land damage caused whole suburban areas to be deemed unrepairable and these neighbourhoods were ‘<a href="https://teara.govt.nz/en/zoomify/46379/eastern-suburbs-red-zone">red zoned’</a> and purchased by the central government. Over 4 years, 8000 homes in the suburban red zones were demolished. Drastic change and uncertainty touched most aspects of Christchurch people’s lives in the years following the earthquake.</p>

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32

McIntosh, Barbara y Michael A. Gurdon. "Factors Influencing Health and Safety Performance in New Zealand". Journal of Industrial Relations 28, n.º 4 (diciembre de 1986): 521–33. http://dx.doi.org/10.1177/002218568602800403.

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Multiple environmental pressures, both internal and external to the organization, are examined as factors influencing the administration of health and safety programmes and subsequent accident performance. Data were collected from seven industrial sectors in New Zealand. Those firms with better safety records indicated that the most influential factors shaping their policies included government rules and regulations and demonstrated employee concerns and demands. The quality of the relationship with the union and the locus of enterprise ownership also play a significant role in the effectiveness of health and safety administration.

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Weber, M. I. "Kryzhanovsky as a Figure in Anti-Bolshevik Movement of Urals and Siberia in 1918—1920". Nauchnyi dialog 12, n.º 10 (23 de diciembre de 2023): 305–25. http://dx.doi.org/10.24224/2227-1295-2023-12-10-305-325.

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The article is dedicated to the history of the Yekaterinburg Secret Military Organization, which prepared an uprising against Soviet authority. It introduces new information into academic discourse regarding its covert operations in the spring and summer of 1918. The existing historiographic views on the leadership composition and structure of the Yekaterinburg Secret Military Organization have been expanded. The role of one of its previously unknown participants, the mining engineer Yuri Ilyich Kryzhanovsky, within the organization has been revealed. It has been proven that Yuri I. Kryzhanovsky was one of the leaders of the Yekaterinburg Secret Military Organization, and that the headquarters of the underground movement was located in his father’s house. Key milestones in Kryzhanovsky’s biography have been established, including the final period associated with his service in Admiral Kolchak’s army. Kryzhanovsky’s connections with Major General A. N. Grishin-Almazov, commander of the Siberian Army, and the renowned revolutionary B. V. Savinkov are demonstrated. It is proven that Yuri I. Kryzhanovsky participated in the creation of the All-Russian National Union in the city of Ufa and subsequently joined the leadership of the Yekaterinburg branch of the All-Russian National Union. The primary sources for reconstructing the biography of Yuri I. Kryzhanovsky were award documents from Kolchak’s army and newspaper materials.

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34

Mikhailov, V. V. "MOBILISATION IN AUSTRALIA AND THE FORMATION OF THE AUSTRALIAN AND NEW ZEALAND CORPS (ANZAC) IN 1914". Scientific Notes of V.I. Vernadsky Crimean Federal University. Historical science 6(72), n.º 2 (2020): 95–104. http://dx.doi.org/10.37279/2413-1741-2020-6-2-95-104.

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The author studies the history of formation of the Australian-new Zealand army corps (ANZAC) formations after the beginning of the First world war. The mobilization activities of the governments of Australia and New Zealand, the reaction of societies in these countries to the world war and participation in it, the features of recruitment of the Australian Imperial Force (AIS) and the new Zealand expeditionary force, the characteristics of the corps command are studied. It shows the main events during the transport of the first convoy with ANZAC troops to training camps in Egypt in the autumn of 1914, the victory of the Australian cruiser Sydney over the German raider – light cruiser Emden during the AIS convoy. Special attention is paid to the connection of events of formation and transport ANZAC with Russia – the presence in the body of Russian emigrants volunteers, and participation in the protection of the convoy and against German raiders in the Pacific and Indian oceans warships of the Russian Navy, «Pearl» and «Askold». The article uses archival materials of the Australian War Memorial and English archives, diary entries and letters of participants of the first convoy from Australia to Alexandria (Egypt).

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35

Beck, Douglas y John Lord. "Design and Production of ANZAC Frigates for the RAN and RNZN: Progress Towards International Competitiveness". Journal of Ship Production 14, n.º 02 (1 de mayo de 1998): 85–109. http://dx.doi.org/10.5957/jsp.1998.14.2.85.

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ANZAC, the acronym of the Australian and New Zealand Army Corps, is the name given to a new class often frigates under construction for the Royal Australian and Royal New Zealand Navies. The prime contract was awarded in November 1989, and a separate design sub-contract was awarded concurrently. HMAS ANZAC, the first of eight ships for the Royal Australian Navy (RAN), was delivered in March 1996. HMNZS Te Kaha, the first of two ships for the Royal New Zealand Navy (RNZN), was delivered in May 1997. The paper describes the collaborative process, involving the Australian Department of Defence, the New Zealand Ministry of Defence, and Defence Industry in Australia, New Zealand and overseas, for the design and production of the ships. The need to maximise the level of Australian and New Zealand industrial involvement, led to a process of international competition between prospective suppliers, and significant configuration changes from the contract design baseline. Delivery of the first ship was extended to accommodate the revised approach, and in the event only five months additional time proved necessary. Although formal acceptance of HMAS ANZAC is not due until the completion of operational test and evaluation, the contractor's sea trials have successfully demonstrated the performance exceeding the requirements and the expectations of the RAN. The paper also describes the growing maturity of Australia's naval shipbuilding industry. It suggests some lessons learned from the project, and identifies issues important for the further development and sustainability of the industry. It advocates the need for agreed methodologies to evaluate the productivity of the various elements of the shipbuilding process, and to help ensure the establishment and maintenance of world competitive costs and quality.

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Locke, Cybèle. "“Blame the System, Not the Victim!” Organizing the Unemployed in New Zealand, 1983–1992". International Labor and Working-Class History 71, n.º 1 (2007): 162–84. http://dx.doi.org/10.1017/s0147547907000397.

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AbstractThe restructuring of capital and the transformation of the workforce in the late twentieth century has produced a newly-shaped working class; one that encompasses those in insecure work and unemployed workers. With this repositioning has come new political organizations of unemployed workers, of which Te Roopu Rawakore o Aotearoa, the national New Zealand organization for unemployed workers, is an example. This organization of unemployed was not only significant for its existence in the face of poverty, status disintegration, and a perceived sense of social worthlessness, but also for the tripartite ideology its members employed. Unemployed workers in New Zealand combined the identity politics of race and gender with a class-based critique of society to demand “the right to work and a living wage for all.”

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37

Крысенкова, Наталья y Natalya Krysenkova. "SOME ASPECTS OF ORGANIZATION AND HOLDING OF LOCAL ELECTIONS IN NEW ZEALAND". Journal of Foreign Legislation and Comparative Law 5, n.º 1 (20 de mayo de 2019): 1. http://dx.doi.org/10.12737/art.2019.1.4.

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38

Drugov, Aleksey Yu. "Indonesia: why The Islamic Defenders Front was Disbanded?" South East Asia: Actual problems of Development 1, n.º 1(50) (2021): 114–30. http://dx.doi.org/10.31696/2072-8271-2021-1-1-50-114-130.

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The Islamic Defenders Front (IDF) was created in 1998 by conservative elements in Indonesian elite and the Army as a tool to oppose the democratic reforms. But rather soon the Front obtained independent role as a militant radical Islamic organization which became the threat to the existing political system. The leader of the Front Habib Rizieq Syihab after three years forced emigration in Saudi Arabia returned to Indonesia at the end of 2020 and called the Front supporters for moral revolution against the government. Their activity was neutralized by the Indonesian Army and Police, while HRSy was arrested and prosecuted under the pretext of violation of anti-Covid19 law The government disbanded the Front while its leaders created new organization under the name The Islamic Brotherhood Front.

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Rusu, Maria-Lucia. "The Military Organization – A Culture of Innovation". Land Forces Academy Review 28, n.º 2 (1 de junio de 2023): 126–35. http://dx.doi.org/10.2478/raft-2023-0016.

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Abstract In general, the culture of an organization is a complex and dynamic entity shaped by a variety of factors, which plays a critical role in defining the way the organization operates and interacts with its stakeholders and can have a significant impact on its overall success and effectiveness. Innovative culture is essential to the success of organizations in today’s ever-changing world. In recent decades, the military has had a significant impact on the development of technology and innovation in areas such as robots, drones, communications, information systems and artificial intelligence. The army has also used innovation to improve the training of soldiers and officers, develop new tactics and improve communication and collaboration between units. Moreover, the army is often recognized for its ability to adapt to difficult and unpredictable situations, such as wars or natural disasters. This requires innovation and creativity in finding solutions and adapting quickly to change. The paper presents the military organization as being concerned with creating and maintaining a culture of innovation, which requires a sustained commitment and effort from leaders and all those involved in the organization. It identifies within the organization the barriers to the cultivation of the innovative spirit and outlines measures for developing an innovative culture.

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40

Babenko, Oksana. "PROBLEMS OF THE HISTORY OF THE POLISH-SOVIET WAR OF 1919-1920 IN THE PUBLICATIONS OF POLISH HISTORIANS (A REVIEW OF MATERIALS IN «PRZEGLąD WSCHODNIOEUROPEJSKI»)". Istoriya: Informatsionno-analiticheskii Zhurnal, n.º 4 (2022): 83–96. http://dx.doi.org/10.31249/rhist/2022.04.06.

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The review considers new Polish publications about the Polish-Soviet war of 1919-1920 from «Przegląd Wschodnioeuropejski». They analyze issues such as source study of the history of the Polish-Soviet war on the example of the materials of the Jozef Pilsudski Institute in New York, determination of the boarder between Poland and the RSFSR in 1920-1921, Polish-Lithuanian conflicts during the Polish-Soviet War, the role of the Cipher Bureau of the Second Department of the General Staff of the Polish Army in the Battle of Warsaw, organization, personnel and propaganda activities of the Red Army in 1920, the «neutrality» of Lithuania in the Battle of Warsaw.

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41

Clemens, John, Ewen A. Cameron y Richard C. Funt. "Challenges for Calla Growers in the Unsubsidized New Zealand Export Market". HortTechnology 9, n.º 3 (enero de 1999): 478–82. http://dx.doi.org/10.21273/horttech.9.3.478.

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Calla (Zantedeschia Spreng.) growers were studied as members of an expanding sector in the New Zealand floricultural industry. The calla sector is characterized by diverse-size firms scattered throughout the two main islands of New Zealand. Growers differ in their skill and experience with calla production. Problems are both grower-specific (e.g., control of diseases, postharvest disorders) and sector-wide. Examples of the latter include the prioritizing and funding research, interacting with science organizations and planning sector marketing strategy. Both sets of problems have been exacerbated by the progressive withdrawal of research and extension support services traditionally provided by government agencies. There is competition between the floriculture industry and calla sector-based grower organizations. The leadership role of a strong grower organization, in this case the New Zealand Calla Council (NZCC), is seen as an essential forum for growers, and as the link between growers, exporter organizations, scientists and central government. Good communications between the industry organization and growers is essential to identify and prioritizeproblems and to transfer information to individual growers through workshops, newsletters and manuals. To maintain its effectiveness, the NZCC does not satisfy the needs of smaller growers at the expense of the larger, influential growers. Rather, it seeks to the benefit the latter by upgrading the skill level of the industry, and by undertaking tasks too large for any individual business.

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42

Deakins, David, Martina Battisti, Alan Coetzer y Hernan Roxas. "Predicting Management Development and Learning Behaviour in New Zealand SMEs". International Journal of Entrepreneurship and Innovation 13, n.º 1 (febrero de 2012): 11–24. http://dx.doi.org/10.5367/ijei.2012.0060.

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Despite concern on the part of policy makers to raise managerial capability in SMEs, there is little evidence on the key drivers of owner-manager participation in management development programmes. The authors argue that such participation is poorly understood. The paper develops a predictive model of the drivers of participation in sources of learning by owner-managers. It tests a theoretical model, based on the small firm as a learning organization, which posits that participation is driven by owner-managers' learning orientation and the extent of their belief in self-improvement. The implications of the results are discussed in light of the provision of management development programmes.

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43

Eşanu, Octavian. "Introduction to “Stenogram of the General Meeting of the Artists of the Union of Soviet Artists of Moldovia (15 May, 1951)”". ARTMargins 3, n.º 1 (febrero de 2014): 102–8. http://dx.doi.org/10.1162/artm_a_00073.

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This stenogram was recorded at an artists' meeting that took place in 1951 in Kishinev (as the capital of today's Republic of Moldova was called in those days). The discussion among the members of the local Union of Artists—a new type of art organization that was implemented in Moldova after the advance of the Red Army westwards—revolves around the organization of their annual art exhibition of 1951. The text discloses some of the major issues and challenges faced by the members of this artist organization during the late Stalinist era.

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Bussen, Wendy y Michael D. Myers. "Executive Information System Failure: A New Zealand Case Study". Journal of Information Technology 12, n.º 2 (junio de 1997): 145–53. http://dx.doi.org/10.1177/026839629701200206.

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It is well known that executive information systems (EIS) are high risk systems to implement and maintain. Factor research is the most commonly used framework for studying the causes of EIS failure yet there is no conclusive evidence that the factors suggested in the information systems (IS) research literature ensure system success. This paper reports on a case study of a failed EIS in a large New Zealand organization and compares this case with the success factors found in the research literature. One of the findings is that the broader issues surrounding the failure were more significant than the more narrowly focused factors suggested by the factor research approach. These broader issues include the social, cultural, political and economic context of the system as a whole. Another finding was that many of these broader contextual issues were not directly controllable by the EIS project team. This paper will have implications for all those who have to develop or are involved with the development of EIS.

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45

Gauld, Robin. "Public sector information system project failures: Lessons from a New Zealand hospital organization". Government Information Quarterly 24, n.º 1 (enero de 2007): 102–14. http://dx.doi.org/10.1016/j.giq.2006.02.010.

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Ashton, Toni y Mark Roger Marshall. "The organization and financing of dialysis and kidney transplantation services in New Zealand". International Journal of Health Care Finance and Economics 7, n.º 4 (19 de julio de 2007): 233–52. http://dx.doi.org/10.1007/s10754-007-9023-x.

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47

Lewincamp, Sophie y Lisa Yeats. "Intergenerational War Collection Management: The Returned and Services League, Australian New Zealand Army Corps Village in Narrabeen". International Journal of the Inclusive Museum 9, n.º 1 (2015): 7–19. http://dx.doi.org/10.18848/1835-2014/cgp/v09i01/44507.

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48

Martin, Nicola M., Cathryn A. Conlon, Rebecca J. M. Smeele, Owen A. R. Mugridge, Pamela R. von Hurst, James P. McClung y Kathryn L. Beck. "Iron status and associations with physical performance during basic combat training in female New Zealand Army recruits". British Journal of Nutrition 121, n.º 8 (13 de marzo de 2019): 887–93. http://dx.doi.org/10.1017/s0007114519000199.

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AbstractDecreases in Fe status have been reported in military women during initial training periods of 8–10 weeks. The present study aimed to characterise Fe status and associations with physical performance in female New Zealand Army recruits during a 16-week basic combat training (BCT) course. Fe status indicators – Hb, serum ferritin (sFer), soluble transferrin receptor (sTfR), transferrin saturation (TS) and erythrocyte distribution width (RDW) – were assessed at the beginning (baseline) and end of BCT in seventy-six volunteers without Fe-deficiency non-anaemia (sFer <12 µg/l; Hb ≥120 g/l) or Fe-deficiency anaemia (sFer <12 µg/l; Hb <120 g/l) at baseline or a C-reactive protein >10 mg/l at baseline or end. A timed 2·4 km run followed by maximum press-ups were performed at baseline and midpoint (week 8) to assess physical performance. Changes in Fe status were investigated using paired t tests and associations between Fe status and physical performance evaluated using Pearson correlation coefficients. sFer (56·6 (sd 33·7) v. 38·4 (sd 23·8) µg/l) and TS (38·8 (sd 13·9) v. 34·4 (sd 11·5) %) decreased (P<0·001 and P=0·014, respectively), while sTfR (1·21 (sd 0·27) v. 1·39 (sd 0·35) mg/l) and RDW (12·8 (sd 0·6) v. 13·2 (sd 0·7) %) increased (P<0·001) from baseline to end. Hb (140·6 (sd 7·5) v. 142·9 (sd 7·9) g/l) increased (P=0·009) during BCT. At end, sTfR was positively (r 0·29, P=0·012) and TS inversely associated (r –0·32, P=0·005) with midpoint run time. There were no significant correlations between Fe status and press-ups. Storage and functional Fe parameters indicated a decline in Fe status in female recruits during BCT. Correlations between tissue-Fe indicators and run times suggest impaired aerobic fitness. Optimal Fe status appears paramount for enabling success in female recruits during military training.

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Scornavacca, Eusebio. "Wireless Technologies at Agriculture ITO". Journal of Information Technology 22, n.º 4 (diciembre de 2007): 451–55. http://dx.doi.org/10.1057/palgrave.jit.2000114.

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This teaching case portrays the issues surrounding the adoption of an emerging technology (mobile internet) by Agriculture ITO – an industry training organization in New Zealand. The widespread geographical nature of the organization creates a unique business scenario that can be of great value to instructors teaching IS management, technology adoption and mobility.

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Tomaszewski, Janusz. "Odrodzenie Wojska Polskiego 1918–1921". Wrocławskie Studia Politologiczne 27 (20 de febrero de 2020): 199–212. http://dx.doi.org/10.19195/1643-0328.27.13.

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The revival of the Polish Army 1918–1921The Polish Army began to form before the resurrection of the Polish state. After Józef Piłsudski took over the highest positions in the state and army, the pace of organization in the Polish Army quickened. The Chief of State treated this issue as a priority. He believed the strength of the army to be a decisive factor in the real possibilities of the state, and in Polish conditions necessary to win the righteous and safe borders and defend the independent existence of the Republic of Poland. The inflow of new volunteers meant that at the end of 1918 the number was already around 100,000 soldiers. Until then, 39 infantry regiments, 17 regiments and 3 artillery regiments were successfully formed. In 1919, the intensive development of the Polish Army continued. It was a time of dynamic development of its strength, creation of great units — brigades and divisions, unification of organizational structures of sub-units, units and tactical units. There was also a consolidation of all Polish military formations within the armed forces, and the Polish Army was transformed into a regular army. The highest strength of the Polish Army was reached just after the end of the battle in the outskirts of Warsaw, on 1 September 1920, as it numbered 943,976 soldiers. At that time, its composition included, among others: 22 infantry divisions, 3 independent infantry brigades, 9 motorized brigades, 20 field artillery brigades, a mountain artillery brigade, 20 air squadrons.

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