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In this chapter, we draw upon our experiences as members of Victoria University of Wellington’s Human Ethics Committee (VUW-HEC) to discuss some of the issues that arise when researchers are asked to discuss the Treaty of Waitangi¹ in ethics applications. Victoria University of Wellington (VUW)’s Human Ethics Policy states that researchers have a responsibility to ensure that research conforms to the University’s Treaty of Waitangi Statute. This statute outlines the principle-based framework VUW has adopted to meet its obligations to the Treaty derived from the Education Act 1989 and other non-statutory sources. Accompanying the Human Ethics Policy is a Human Ethics Guidelines document providing researchers at VUW with information about how they can align their research with Treaty principles, such as those of partnership, protection, and participation. Researchers are encouraged to read these documents before completing the ethics application, which contains a mandatory question asking them to explain how their research conforms to the University’s Treaty of Waitangi Statute. During our time on VUW-HEC, we have observed that this question can be difficult for researchers to engage with in a meaningful way. In this chapter, we do not discuss the specifics of applications or VUW-HEC meetings; instead, we draw on our collective experiences to consider how well our university’s ethics application process creates space for researchers to engage with ‘that Treaty question’.

This chapter provides an overview of the volume, beginning with anecdotes from the editors. These anecdotes demonstrate the range of issues facing Indigenous scholars and researchers who choose to work with Indigenous participants and/or communities. Reference is made to Indigenous research sovereignty, honouring the immense work undertaken by previous Indigenous scholars, enabling many today to work effectively with their own people as well as other Indigenous groups. This is considered a courageous act, given the vulnerability this opens Indigenous peoples up to in terms of the change that is engendered and the criticism from external non-Indigenous researchers that has often arisen. The organisation of the volume into three parts is discussed, and this chapter ends with synopses of the following 16 chapters.

The purpose of this paper is to explore the impact of documentation on the educational experiences, college readiness and aspirations of undocumented Latinx migrant and seasonal farmworkers.

This ethnographic study was conducted in a High School Equivalency Program at a large university in the Midwest. Data was collected during two semesters across a three-year span. Participants included six Mexican migrant and seasonal farmworkers who were preparing to earn their General Educational Development (GED) diploma. Using the grounded theory, data was collected and analyzed simultaneously where initial and focused coding took place, followed by cross-case analysis.

Analysis of student interviews, participant observations and in-depth fieldnotes that include the K-12 educational experiences, experiences during and after the High School Equivalency Program reveal that undocumented Latinx migrant and seasonal farmworkers aspire to earn a GED diploma to access a better future inclusive of college. However, the legal liminality, the uncertainty and ambiguity of being undocumented, impacts their educational journey prior to, during and beyond the High School Equivalency Program. Furthermore, undocumented Latinx migrant and seasonal farmworkers are unable to change their material conditions with a GED because of their documentation status.

Although researchers have studied the education experiences of Latinx migrant and seasonal farmworkers, analysis and consideration of documentation status is missing. This study contributes much needed findings about the impact of documentation status on the educational experiences, college readiness, and aspirations of Latinx migrant and seasonal farmworkers.

To summarize and build on research that explores the influence of culture on team dynamics, particularly over time. Specifically, we explore culture and teams from a dynamic perspective by providing a framework for understanding both how culture influences team dynamics over time, and where interventions should be targeted at different points to maximize the potential benefits of cultural diversity.

Drawing from a prominent model of team development (Kozlowski, Gully, Nason, & Smith, 1999), we provide mechanisms through which culture exerts an influence, as well as the practical approaches that will be best suited for mitigating potential negative effects at different points in time.

We focus on the following phases: team formation, task compilation, role compilation, team compilation, as well as team maintenance. At first, surface-level characteristics and subgroup formation should be closely monitored along with interventions to develop a group identity when teams are being formed. Later on, emergent states (e.g., trust, conflict) can come to the forefront as team members can develop multiple memberships or yet be resistant to performing in an adaptive manner.

We identify key avenues for future research to serve as a foundation for those studying the cultural diversity within teams via temporal lens, including the role of context and going beyond Hofstede’s cultural dimensions.

Albeit research has started to accumulate regarding how culture influences teams through conflict, communication, trust, cohesion, and creativity, this chapter goes beyond current development to address when different cultural elements influence team dynamics.

Universities play a key role in the production and transfer of knowledge. The purpose of this research is to describe practices of knowledge management at UNAM in response to COVID-19. A qualitative methodology is used. Through documentary research, information was collected to present four descriptive case studies to identify elements that characterise a knowledge-intensive organisation through the value chain model. This chapter begins with a review of the literature on the creation and transfer of knowledge from universities to society in the context of COVID-19. The knowledge value chain concept is integrated in order to model elements related to both infrastructure and processes that have allowed for continuity in the development of knowledge production and transfer activities. These results contribute to the modelling of management practices to create value in organisations.

The advent of Industry 4.0 (I4.0) and the requirements imposed on companies still need to be clarified. Companies still strive to understand I4.0 requirements and technological, organizational, operational and management challenges. Current literature on I4.0 underlies the importance of a roadmap with structured steps to achieve the benefits of I4.0, mainly focused on augmenting operational performance. Therefore, this paper proposes a roadmap to implement I4.0 focused on operational management concepts, mainly aiming to augment operational performance and bridge the gap between theory and practice regarding roadmaps focused on the operational management dimension.

This paper follows a research approach divided into the following stages: a literature review to analyze the I4.0 roadmaps and identify the main components of I4.0; development of the proposed I4.0 roadmap presented; field research to test the roadmap by collecting data from a manufacturing company in the automotive industry; validation of the roadmap through modeling and simulation.

The authors presented a production line design with real-time control, fast response, shop floor coordination and predictive capacity. The results prove that the proposed I4.0 roadmap augments operation performance in the investigated automotive company. The main results were work in process reduction, lead time reduction, output increase, real-time control, shop floor coordination and fast response.

The main novelty of the proposed roadmap is to move toward I4.0 implementation with a focus on the operational management dimension. The roadmap has an innovative combination of the two approaches – lean manufacturing and factory physics – a straightforward roadmap with only three steps: (1) requirements, (2) real-time control and (3) predictive capacity, a structured definition of the approaches and operational management concepts fundamental in each step.

The purpose of this paper is to revisit the potential of the New Deal as a research context in management and organization studies and, in doing so, forward the role one of its chief architects, Harry Hopkins, played in managing the economic crisis. The exploration takes us to multiple layers that work together to form context around Hopkins including the Great Depression, the Roosevelt Administration, and ultimately, the New Deal. By raising Harry Hopkins as an exemplar of historical-narrative exclusion, the authors can advance the understanding of his role in the New Deal and how his actions produced early insights about management (e.g. modern crisis management).

The paper experiments with the methodological assemblage of ANTi-History and microhistorical analysis that the authors call “ANTi-Microhistory” to examine the life narrative of Harry Hopkins, his early association with President Franklin D. Roosevelt and later, the New Deal. To accomplish this, the authors undertake a programme of archival research (e.g. the digital repository of The Franklin D. Roosevelt Presidential Library and Museum) and assess various materials (e.g. speeches, biographies and memoirs) from across multiple spaces.

The findings suggest Harry Hopkins to be a much more powerful actor in mobilizing New Deal policies and their effect on early management thought than what was previously accepted. In the process, the authors found that because of durable associations with Roosevelt, key policy architects of the same ilk as Harry Hopkins (e.g. Frances Perkins, Henry Wallace, Lewis Douglas, and others) and their contributions have been marginalized. This finding illustrates the significant potential of little-known historical figures and how they might shed new insight on the development of the field and management practice.

The aim is to demonstrate the potential of engaging historical research in management with the individual – Harry Hopkins – as a unit of analysis. By engaging historical research on the individual – be it well-known or obscure figures of the past – the authors are considering how they contribute to the understanding of phenomena (e.g. New Deal, Progressivism or Keynesian economics). The authors build on research that brings to focus forgotten people, communities and ideas in management studies but go further in advocating for space in the research to consider the scholarly potential of the individual.