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To learn how Inuvialuit people feel about the oil and gas activities on their land.

Interviews were administered to a stratified sample, on Inuvialuit land. Participants included: Inuvialuit elders; entrepreneurs; public servants; employees of the private sector; managers of oil companies; unemployed persons; housewives; the mayor of Inuvik; and the first aboriginal woman leader in Canada.

It was reported that oil and gas industry activities are having a positive impact on the regional economy, creating indirect as well as direct financial benefits for the Inuvialuit among others. However, some residents qualified their support saying that they are in favour of continued activity only if benefits filter to them as opposed to being enjoyed only by oil companies and migrant employees. Concern was also expressed for the environment and for the threat that development brings to wildlife upon which people rely on as a food source.

This study should have a longitudinal follow‐up.

While oil and gas exploration and the building of a pipeline may have economic advantages, this might have social, cultural and environment costs for the Inuvialuit.

The paper illustrates how oil and gas activities on Inuvialuit land will transform the lives of these people.

The purpose of this paper is to propose an evidence-based environmental scanning model that will provide a methodological framework for conducting community-engaged and community-focused research, with a particular emphasis on northern communities in Canada.

The study has adopted a multifaceted environmental scanning approach to understand the Inuvialuit Settlement Region communities. The research design is informed by various environmental models as discussed in literature from a broad range of domains such as business, library and information science (LIS), and a sophisticated multimethod data gathering approach that included field trips, observations, surveys, as well as informal methods of community engagement.

The paper proposes an environmental scan model as a novel approach to community-focused digital library (DL) development. The paper identifies both macro- and micro-environmental landscapes as applicable to the development of a DL for communities in Canada’s North. The macro-environmental landscapes include: geographical, historical and sociocultural, political and regulatory, economic, technological, competition, and human resource. The micro-environmental landscapes include: stakeholder and community, linguistic, information resource, and ownership.

The environmental scanning model and its key components presented in this paper provide a novel and concrete example of a project that aims to organize information for increased access and to create value through the design and implementation of an infrastructure for a cultural heritage DL. The environmental scan model will also contribute to both research and practice in the field of Library and Information Science (LIS), particularly in the area of DL development for rural, remote, and indigenous communities.

Many First Nations and Inuit communities in Canada confront historical, cultural, socioeconomic and geographic barriers that have a profound impact on mental wellness. In 2006, a Senate Committee reported on mental health, mental illness and addiction. A key result has been the creation of the Mental Health Commission of Canada (MHCC). Around the same time, Health Canada established a Mental Wellness Advisory Committee (MWAC) in collaboration with the representative bodies of Canada's First Nations and Inuit ‐ the Assembly of First Nations and the Inuit Tapiriit Kanatami ‐ to develop a strategic action plan to improve mental wellness outcomes of First Nations and Inuit. A participatory, inclusive and consensus‐based approach to the MWAC work has been key to the successful development of the strategic action plan and has brought credence and legitimacy to the process. MWAC, the strategic action plan and the ready linkages with the MHCC are important guides for moving forwards to improve the mental wellness outcomes of Canada's First Nations and Inuit.

This paper aims to describe the migration steps taken by a humanities librarian to create a new searchable website for an indigenous bibliography on the Omeka.net cloud-based service.

Using CSV files and Excel, the bibliography entries were moved from the old website to the new one, carefully mapping the descriptive information into Qualified Dublin Core metadata elements.

After resolving diacritic and other data normalization issues, the new site was created in Omeka.net with ease. The plugins available for Omeka.net allowed the editor to geolocate the site of publications. Using TimelineJS, the editor was able to create several timelines and link them to the new CanInuit website as an exhibition.

This is a unique application of the Omeka.net cloud-based service.

The Nunavut Land Claims Agreement (NLCA) between the Inuit in the Nunavut Settlement Area (formerly part of the Northwest Territories) and the Crown of Canada, led to the creation of Nunavut in 1999. A public government in the Inuit homeland, Nunavut has the responsibility to put into effect the Inuit rights and benefits set out in the NLCA as well as provide a wide range of services tailored to the needs of all Nunavummiut of which 85% are Inuit. With a vast and largely untapped mineral, oil, and gas potential, Nunavut is now preparing to a private sector market economy open to global investors in natural resource exploration and exploitation. Certainly, Nunavut is a place where economic development and indigenous rights intersect crosscutting global, national, and territorial boundaries. This chapter looks at how indigenous peoples rights and the imperatives of a globalized/globalizing economy, are projected into and taken up by Nunavut Arctic College, Nunavut's sole postsecondary education institution. Integrating textual and contextual instances of analysis, this chapter highlights how the College translates seemingly conflicting policy messages, into all-encompassing education practices that weave into the omnipresent right to indigenous self-determination.

This chapter explores economic development and entrepreneurship among Aboriginal¹ people in Canada as a particular instance of Indigenous entrepreneurship and development activity worldwide. In turn, Indigenous entrepreneurship, and the economic development that flows from it, can be considered a particular sub-set of ethnic entrepreneurship. What makes Indigenous entrepreneurship a particular and distinct instance of ethic entrepreneurship is the strong tie between the process and place – the historic lands of the particular Indigenous group involved. With Aboriginal populations there is also often a strong component of “nation-building,” or more correctly re-building. This is in contrast with instances of entrepreneurship associated with ethnic groups that have migrated to new places and are pursuing economic opportunities there in ways that distinguish them from the non-ethnic population.

Americans have become increasingly interested in their ethnic heritage in recent years. Assimilated Euro‐Americans, whose ancestors arrived in the New World generations ago, are rediscovering their roots and are enrolling in foreign language classes, taking up folk dancing, learning ethnic cuisine, tracing their genealogical pedigrees, and returning to the religious traditions their parents may or may not have passed on to them. Now it's “in” to be ethnic.

Beneath Canada's Northwest Territories lies a potential of 30 trillion cubic feet of natural gas. Will a $16 billion gas‐pipeline bring prosperity or gloom? Will this bring employment opportunities for local people or will more qualified people be brought in from southern communities? The purpose of this paper is to give an account of what Dene residents of the Sahtu Region have to say about oil and gas development.

Starting in 2005, in‐depth interviews with people across the Sahtu Region are conducted.

Respondents recognise the short‐term advantages of building a pipeline, but they are concerned about the long‐term impact on the environment that currently ensures their livelihood.

This study begs for a longitudinal follow‐up.

Policy‐makers may benefit from knowing the feelings of their constituents.

This timely study reveals long‐term environmental and social impacts of short‐term development. This is especially important in a region where people believe that they have an obligation to the land upon which they live.

Primary sector firms by and large operate on indigenous territories across the world. In Canada, partnerships, land rights settlements, decolonization and reconciliation efforts provide indigenous communities with the financial means and the political power to stop projects they consider contrary to their traditions. How can companies acquire legitimacy among indigenous communities? This paper aims to answer this question by examining what the economic issues are among indigenous communities, how theories and practices of sustainable and legitimacy management articulated and how some basic notions of traditional indigenous teachings could inform non-indigenous managers are and help them interact better with indigenous leaders and their communities.

This paper was informed about indigenous knowledge by secondary and primary indigenous and business sources from North America and from other areas such as Africa, Asia, Australia and New Zealand. Information about business relations with indigenous communities and stakeholders mostly came from non-indigenous sources, including scholarly results obtained within indigenous communities.

Sources of incompatibility between indigenous and European/Western worldviews are described. A selection of indigenous traditional beliefs and decision-making processes are presented, based on indigenous traditions around the Great Lakes region of North America. A discussion of desirable options for both indigenous and non-indigenous decision-makers to establish business legitimacy by overcoming their misperceptions is included.

A better understanding of economic issues in indigenous communities, indigenous perspectives and current developments, as well as lessons from the recent decades on successes and failures at establishing business legitimacy among indigenous communities, will help government and business decision-makers, as well as students and academic scholars.

Mainly based on management legitimacy theory and Anishnaabe knowledge, this paper makes an original contribution to the understanding of Indigenous strategic thinking in North America in its interaction with business legitimacy building issues.