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The purpose of this paper is to show how libraries in New Zealand have developed their digital strategies in order to serve its citizens, the country and the world.
Abstract
Purpose
The purpose of this paper is to show how libraries in New Zealand have developed their digital strategies in order to serve its citizens, the country and the world.
Design/methodology/approach
A description of various New Zealand initiatives is given, many of which involve the National Library of New Zealand.
Findings
The four components of the New Zealand Digital strategy: connection; content; confidence; and collaboration have been driven by the library and information sector.
Originality/value
The paper provides a personal insight, by the National Librarian, into key digital developments in New Zealand
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Sarath Munasinghe, Lawrence Powell, Hanshika Madushani Herath and Rosemary A. Frey
This opinion piece outlines the actions taken by the New Zealand government and tourism sectors in response to Covid-19 and to explore the potential lessons for resilience…
Abstract
Purpose
This opinion piece outlines the actions taken by the New Zealand government and tourism sectors in response to Covid-19 and to explore the potential lessons for resilience building in tourism for other destinations.
Design/methodology/approach
The analysis integrates descriptions of the Covid-19 outbreak and tourism-related policy responses in New Zealand, taken from prominent medical, governmental and journalistic accounts.
Findings
The resilience of the economy and domestic tourism was a major New Zealand policy priority, but this was seen by the Ardern administration as best achieved by first ensuring the health and well-being of the populace, as quickly and comprehensively as possible. This, in turn, required proactive, nationally coordinated measures designed to minimize the spread of Covid-19 including: lockdowns, preventive social-distancing and mask mandates, a four-level graduated strategy for ensuring national Covid-19 recovery (which later morphed into the “traffic light” system) and closely following the medical and epidemiological advice of experts in the related academic sciences. As a result of these, the negative impact on health, the overall economy and the tourism sector was substantially minimized, when compared with many other similar nations during the 2020–2022 period.
Originality/value
The New Zealand experience holds important lessons for preserving and rebuilding the hospitality and tourism industry in the aftermath of Covid-19, and during future similar pandemics.
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New Zealand is a small nation with experience and challenges in the area of interlending that have relevance for both developed and less developed countries. The National Library…
Abstract
New Zealand is a small nation with experience and challenges in the area of interlending that have relevance for both developed and less developed countries. The National Library of New Zealand operates in a political environment that is committed to ensuring effective control and value for money of public expenditure. Employing both well tested professional strategies and the opportunities opened up by new technologies, the National Library is committed to maximising national access to library resources through facilitating interlibrary lending and document delivery. In mid‐1999 the National Library replaced the automated interlibrary lending module of its national bibliographic utility with a fully standards‐compliant facility. Central to this system is the automated national union catalogue and library directory service maintained by the National Library. The Library also has a history of working in partnership with the library profession to manage a national resource‐sharing cooperative.
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Benjamin Fath, Antje Fiedler, Noemi Sinkovics and Rudolf R. Sinkovics
The Covid-19 pandemic has quickly transformed the notions of crises and of living in a VUCA (volatile, uncertain, complex, and ambiguous) world into a lived experience. This…
Abstract
The Covid-19 pandemic has quickly transformed the notions of crises and of living in a VUCA (volatile, uncertain, complex, and ambiguous) world into a lived experience. This chapter offers a perspective on how New Zealand businesses experienced and reacted to Covid-19 related management from a distance and with a mindset that was informed by the government’s focus on health and well-being and “being kind.” This exploratory findings from a sample of New Zealand exporters show that technology-supported management of digital distance and trust, infused with a partner-specific exhibition of empathy, fostered successful business relationships during these challenging times.
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James C. Lockhart and Mike Taitoko
For decades the majority of contributions to governance practice have been compliance-focused while much governance research has been grounded in an agency view (Daily, Dalton &…
Abstract
For decades the majority of contributions to governance practice have been compliance-focused while much governance research has been grounded in an agency view (Daily, Dalton & Rajagopalan, (2003), Academy of Management Journal, 46(2), 151–158). Much of that effort has failed to observe the key drivers of boardroom decision making. The objective of this research was to explore the shareholder–stakeholder tension within an organisation as it progressed through sequential forms of ownership. The results presented in this paper are primarily drawn from the immediate ex poste and ex ante events surrounding the collapse of Ansett Holdings Ltd and the latter government bailout of Air New Zealand. New Zealand's national airline provided a relevatory case (Yin, (1989), Case study research: Design and methods (Rev.ed.). Newbury Park, CA: Sage), the opportunity to study a phenomenon previously inaccessible to research, because data hitherto unavailable ‘entered’ the public domain. However, when reinterpreted in light of direct input from key executives involved – benevolent informants – much of that data needs to be reconsidered to better understand why critical decisions were made. The Ansett collapse subsequently became the single largest corporate collapse in Australian history while the loss to Air New Zealand became New Zealand's largest-ever corporate loss. The decision by Brierley Investments Limited (BIL) to ‘block’ Singapore Airline's (SIA) entry into the Australian market, implemented through the high risk acquisition of the balance of Ansett, directly resulted in both ‘collapses’. Decisions by the organisation's governance were found to have a direct impact on the performance of Air New Zealand through various phases of its ownership. While the ‘collapses’ are attributed to a failure of governance to act in the organisation's (stakeholders) interests. Growing tensions between shareholders and stakeholders were observed to be suppressed as the BIL dominated and led Board achieve complete control over decision making. There remains considerable opportunity to further governance research through the examination of business ethics, notably the view that appropriate ethics can be met by way of legislation (e.g. Diplock, (2003, April), Corporate governance issues. Securities Commission of New Zealand. Available from: http://www.sec-com.govt.nz/speeches/jds240403.shtml). However, the role of governance, particularly whom it is there to serve requires far greater attention on behalf of researchers. In the cases of Ansett and Air New Zealand the Board ceased to act in best interests of the organisation in favour of the major shareholder.
Christopher Rosin and Hugh Campbell
Purpose – This chapter examines the evolution of new audit and traceability systems in New Zealand horticultural export industries. Identified as one trajectory in New Zealand…
Abstract
Purpose – This chapter examines the evolution of new audit and traceability systems in New Zealand horticultural export industries. Identified as one trajectory in New Zealand agriculture partly resulting from neoliberal reform, the arrival of audit culture in food export industries has significantly repositioned these export sectors, particularly in relation to how they might respond to new energy and climate change challenges.
Design/methodology/approach – The chapter reviews the neoliberalisation of New Zealand agriculture in the 1980s and then examines the emergence of specific industry, audit and regulatory responses to new challenges around energy and climate change. Horticultural export sectors are used to demonstrate these responses and then compared with other, more productivist-oriented sectors in New Zealand.
Findings – The argument presented at the end of this chapter is that those food export sectors that have embraced the new audit approaches rather than taking a more productivist pathway will be better positioned to cope with the shocks of new energy costs and climate change requirements.
Originality/value – This chapter demonstrates the variable outcomes of neoliberal reform in agriculture. It identifies new audit and governance technologies as both an essential contributor to understanding the nature of global food chains and a potentially important contributor to achieving greater agri-food resilience in the face of future shocks like climate change.
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Helen Wildy, Simon Clarke and Carol Cardno
Our chapter examines the ways national developments in Australia and New Zealand over the past two decades reflect distinctively antipodean understandings of educational…
Abstract
Our chapter examines the ways national developments in Australia and New Zealand over the past two decades reflect distinctively antipodean understandings of educational leadership and management. Our interest is twofold. We are concerned about the extent to which these understandings are reflected in strategies designed to enhance the quality of school leadership. We are also concerned about the extent to which these strategies represent progress towards achieving ‘sustainable’ school leadership. We define sustainable leadership in terms of both building leadership capacity within the organisation and embedding lasting organisational change (Fink & Brayman, 2006; Hargreaves & Fink, 2006; Spillane, 2006). The concept used here implies both models of distributed or shared leadership and leadership succession.