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Research studies on futures studies have recently gained significant attention to create a desirable future based on the environmental change. Futures studies follow discovery, invention, presentation, test and evolution of possible, feasible and desirable futures. The purpose of this study is to examine some important aspects of the relationship between futures studies and planning and to present a model where futures scenarios have been developed as an integral part of small- and medium-sized enterprises (SMEs) through the lens of dynamic capabilities theory and creative system theory.

Based on interpretive structural modeling and Delphi technique, the most important trends, proponents and uncertainties of the future of 10 Iranian petrochemical SMEs is identified and related innovative scenarios are presented.

The findings show four scenarios on the petrochemical industry including attracting investment, the presence of the private sector, attracting people's capital and sustainable development of the petrochemical industry.

The paper undertakes a first of its kind cross-disciplinary conceptual analysis to design Innovative Scenario Planning for SMEs. Despite the importance of scenario planning in SMEs, theories for understanding the nexus of entrepreneurial future studies remain underdeveloped. Therefore, there is still a theoretical gap and lack of research; hence, the current study tries to shed light on the topic and fill the gap in the entrepreneurship literature.

To ensure that students are well prepared to successfully analyze this case, they should be familiar with the following concepts, theories and principles:

▪ Stakeholder theory

▪ Concept of duty to consult and accommodate

▪ Concept of social license to operate (SLO)

▪ Concept of indigenous economic self-determination

▪ Indigenous world view

▪ Seventh generation principle

▪ Cree principles

▪ Dene principles

The information provided in this case was gathered by the authors through face-to-face interviews, phone interviews, e-mail exchanges and secondary research. Meadow Lake Tribal Council (MLTC) separates business operations from council operations through use of corporate entities (as shown in Exhibit 1 of the case). Meadow Lake Tribal Council II (MLTCII) is the corporate entity that oversees two companies referenced in the case: Mistik Management and NorSask Forest Products LP. Interviews were conducted with the General Manager at Mistik Management, Certification Coordinator at Mistik Management, Chief of Buffalo River Dene Nation, Chief of Waterhen Lake First Nation, MLTC Vice-Chief, Board Member and Advisor to MLTCII, President and CEO of MLTCII, MLTCII Business Development Consultant and a former consultant with MLTC, NorSask Forest Products and Mistik Management.

Mistik Management Ltd., a forestry management company co-owned by the nine First Nations of MLTC, was a leader in economic reconciliation in 2022. However, the company had dealt with significant challenges not long after it was established in 1989. Richard Gladue, former Chief of the one of MLTCs Member First Nations and a leader in economic development at MLTC, had been actively involved in establishing the organization. Gladue loved the life and vitality of the boreal forest in the Meadow Lake region and felt a sense of responsibility to take care of the forest and the land for generations to come. This responsibility was balanced with the acknowledgement that the forest also provided vast economic development, employment and wealth generation opportunities for MLTC and its Member First Nations.

In the early 1990s, MLTC and Mistik Management dealt with a year-long blockade by a group of protesters that included members of Canoe Lake Cree First Nation, one of the Member First Nations of MLTC. They had not been consulted on Mistik’s processes and policies, and the company’s clear-cut logging had affected their ability to continue their traditional way of life and practices on the land. After the incident, Mistik Management moved more quickly to invest in a co-management process that they were still refining and using in 2022 when consulting with Indigenous groups and communities.

A natural resource economy brings together Indigenous peoples, industry and government. In this case, students will learn about the important role that relationships play and how decisions are made when balancing complex legal, environmental and economic interests. Students will learn about the history of duty to consult and accommodate in Canada; conduct a stakeholder analysis and reflect on how decisions affect stakeholder interests; and make recommendations for meaningful Indigenous engagement strategies using the concept of social license and indigenous principles.

This case is suitable for use in undergraduate courses on indigenous business, ethical decision-making, public policy and/or natural resource development. There may also be applications in other fields of study, including anthropology, economics and political science.

If the case is used in an indigenous business course, it would be best positioned in the last third of the class, after topics such as duty to consult and accommodate, social license and meaningful engagement with indigenous communities have been covered. If used in an ethical decision-making course, it would be best used when discussing stakeholder theory and engaging in stakeholder analysis. If used in a public policy course, the case could be used to start a discussion around the duty to consult and accommodate indigenous communities in Canada. If used in a natural resource development course, the case would be best used as an example of indigenous economic development.

From 2002 to 2011, coffee-machine manufacturer Keurig Incorporated had grown from a privately held company with just over $20 million in revenues and a plan to enter the single serve coffee arena for home consumers, to a wholly owned subsidiary of Green Mountain Coffee Roasters, Inc., a publicly traded company with net revenues of $1.36 billion and a market capitalization of between $8 and $9 billion. In 2003 Keurig had introduced its first At Home brewer. Now, approximately 25 percent of all coffee makers sold in the United States were Keurig-branded machines, and Keurig was recognized as among the leaders in the marketplace. The company had just concluded agreements with both Dunkin' Donuts and Starbucks that would make these retailers' coffee available for use with Keurig's specialized brewing system. The company faced far different challenges than when it was a small, unknown marketplace entrant. John Whoriskey, vice president and general manager of Keurig's At Home division, had to consider the impact that impending expiration of key technology patents and the perceived environmental impact of the K-Cup® portion packs would have on the company's growth. Whoriskey also wondered what Keurig's growth potential was, and how the new arrangements with Starbucks and Dunkin' Donuts could be leveraged to achieve it.

The purpose of this paper is twofold. First, it wants to elaborate on the relationship between tourist generating areas and destinations per se, the principal objective being to make us better grasp the consequences for a tourist destination inherent in its relative positioning within the geographic confines of the travel hierarchy at large. Second, having identified the various types of destinations (through this spatial hierarchal schema), we will look at a case study — the tourist frontier of New Quebec — a wilderness destination environment with the purpose of arriving at a more accurate account of how such a destination has developed, how its present tourist services function, and how they link up with the region. More particularly, we want to look into the very much debated relationship commercial tourist operations — regional resource utilization — economic linkages between a few isolated, small settlements in an otherwise practically uninhabited and fairly inhospitable tourist region.

The purpose of this paper is to provide a community perspective on partnerships with the goal of researching, designing, developing and commercializing non‐timber forest products (NTFPs) based on indigenous knowledge and resources from Pikangikum First Nation, northwestern Ontario, Canada.

Framed by the Whitefeather Forest Research Cooperative agreement, a collaborative and ethnographic research design was adopted with the Whitefeather Forest Management Corporation and the Whitefeather Forest Elders Steering Group in Pikangikum First Nation. Over the period of two years, initial research planning meetings were held with community representatives, fieldwork and interviews with community Elders and leaders were conducted, and three community workshops were held.

Community Elders and leaders articulated a cautious interest in developing ethical, collaborative partnerships that support the Whitefeather Forest Initiative and the community's social, cultural, economic and environmental goals. Developing NTFPs through partnerships is a procedural issue that requires giving Elders a primary role in advising and guiding partnerships at all stages of NTFP planning, research and development. Partners would be expected to build respectful and diligent partnerships that interface knowledge systems, maintain good relations, and generate mutually defined benefits.

This community‐specific approach provides insight for Aboriginal groups, governments, universities, and corporations seeking to develop access and benefit sharing agreements, policies, or protocols in light of the Convention on Biological Diversity and the Nagoya Protocol.

This paper offers perspectives, principles, and community member narratives from a Canadian indigenous community, Pikangikum First Nation. These perspectives describe how this community envisions potential research, development and commercialization of NTFPs through joint and mutually beneficial partnerships.

The purpose of this paper is to provide an account of the enterprising Aivilingmiut people of Repulse Bay (Naujaat), formerly a hub of the now‐defunct whaling industry.

This paper is based on literature spanning 185 years from 1825 to 2009.

Throughout history, the Aivilingmiut people appear to have been an enterprising community, adapting well to change. Nowadays, however, the absence of business infrastructure may be a significant barrier to the development of small business opportunities in Repulse Bay.

Regardless of how enterprising a community is, the absence of business infrastructure can impede entrepreneurship.

There is no similar paper about the Aivilingmiut people of Repulse Bay.

Commercial fishing in Southwest Alaska provides for an opportunity to engage in wage labor jobs while still allowing for time to participate in subsistence hunting and fishing. Salmon therefore is an important part of both the wage labor economy and the subsistence economy. In Southwest Alaska recent studies documenting the subsistence economy and traditional ecological knowledge have centered on the communities that inhabit the Kvichak Watershed. This watershed comprising Iliamna Lake and Lake Clark along with other numerous feeder streams, rivers, and lakes is an important spawning habitat for the Bristol Bay fishery, one of the largest salmon fisheries in the world. Some of these studies are partially due to a proposed copper and gold mine. This paper aims to address these issues.

Interviews for these studies are structured household surveys that document household demographics, subsistence harvest for one study year, and household economics. In addition at the completion of each survey residents are asked to include comments and concerns regarding local subsistence patterns and trends.

Residents during these studies have expressed concern that social and cultural changes are also happening in an environment where they are also seeing rapid ecological changes. These changes included climate variability and unpredictable weather. This creates an environment that is difficult to plan for subsistence hunting and fishing while continuing to take into consideration a work schedule, the money from which provides the means and materials for engaging in subsistence.

This paper will examine factors of change and ask the question of whether it can assess the impacts of climate variability and change on rural communities in Southwest Alaska without also trying to understand cultural and social sustainability within the larger dynamic context in which these changes are occurring.

Many of our established institutions are under attack. It would appear that old solutions no longer fit the new challenge. To create sustaining organization forms it is necessary to revisit many of the assumptions organizations have been making over issues such as culture. Community building would appear to be at the core of this revitalization. Explores an anthropological view of community, defines an enterprise model for community and poses a series of fundamental questions for those involved in organization design.

In February 2003, President and CEO Nick Lazaris faces critical decisions on Keurig's launch of a new consumer coffee brewing system. Keurig has successfully sold single-cup brewing systems through commercial distribution channels and is now expanding to the lucrative consumer segment. However, a meeting with key strategic partners six months prior to launch raised questions about the product design. This prompted the Keurig management team to revisit its decisions on product design, pricing, and the marketing plan. With six months to launch, what should the company do?