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Indigenous peoples are often alienated from their lands and culture. This has arguably resulted in Indigenous peoples figuring disproportionately in the social and economic statistics. The right of self-determination is often touted as a panacea to these statistics. The focus of this paper is to rethink the notion of self-determination and examine whether the process afforded by the United Nations Decolonization Committee can assist or whether the sway of State politics and State power impedes this right for Indigenous peoples.

There are several small territories in the Caribbean that have not yet gained their independence and remain under the control of a metropolitan power. These include the territories governed by the United Kingdom (UK) and the Netherlands. This chapter analyses the way in which education policy and reform are enacted in these quite unusual circumstances – with pressures and influences both from the territories and their respective metropoles. The chapter is constructed around two interlinked parts. The first considers the broader political and economic relationships that exist, and the place that education has within them. Both the UK and the Netherlands use language, such as, “partnership,” “prosperity,” and “renewal” to describe their approach to the territories, including in relation to the education sector. However, both governments have used different mechanisms to facilitate change – the British have a slightly more detached approach, while the Dutch are more hands-on. This has important implications for the way in which education is managed in their territories and the consequences that result – and these issues are explored further in the second part of the chapter. By focusing particularly on the Dutch BES (Bonaire, Saint Eustatius, and Saba) islands and Bermuda (a UK Overseas Territory), the chapter traces the contours of recent education reforms, and evaluates the advantages and disadvantages of the particular approaches taken. The more flexible approach of the UK is perhaps preferable, but here too concerns are raised about neocolonialism and the lack of sensitivity when it comes to local norms and practices.

The creation of university institutions in the overseas territories connected with Great Britain has taken place very largely since the conclusion of the last war: already noteworthy achievement is an effective antidote to the depression that has overtaken us in more general matters. The need for such an impressive and timely step need scarcely be stated. With a new width of vision the rigidity of the colour bar in the countries involved has disappeared. Economically, the countries left in the relaxed ‘colonial’ system have gained in relative importance. Africa, the West Indies and South‐Eastern Asia must take the place of the great Asiatic countries which have so largely cut adrift. Yet Great Britain is hard put to it to find manpower sufficient to supply her own needs, although she must seek earnestly, even in her own interest, for the development of the immense but largely untapped resources of the overseas territories. Thus Africans, West Indians, Malayans and Chinese must find and train their own medical men and women, engineers, lawyers, school teachers, legislators, clergy, all hitherto sadly deficient in number. On a higher plane, our country has been a pioneer in the trustee policy that has taken so firm a hold on the imagination since the institution of the League of Nations in 1919: not only from relentless local pressure but as a result of real conviction we and our ‘Colonies’ are moving in nearly every case towards more and more complete self‐determination. We may be legitimately proud that in this matter and in the concurrent need for expansion in higher education we have gone far ahead of the other remaining ‘colonial’ powers.

Introduction The development of the multi‐national company has generated an increasing management awareness of the opportunities to be gained by establishing marketing and production facilities on a global basis. The process of creating and developing an optimal multi‐national business strategy is extremely complex, due to the vast amount of information required to form the data base upon which decisions could be made successfully.

Philip Kotler identified the term “marketing” with two different but related processes; the first dealing with “the search for and stimulation of buyers” and the second with “the physical distribution of goods”. The reason for superior international marketing performance by certain companies may be the result of a small number of correct strategic decisions, or of being in the right industry at the right time and being able to meet market demands. Continual high international marketing performance, however, is more likely to be the result of exceptional management control to overcome the problems of both the search and stimulation of overseas markets and the growing commitment successfully to feed those markets with the goods through a planned physical distribution pattern. International physical distribution management is not merely a marketing support system, but it is an integral part of the marketing mix which helps create and develop the international marketing process. Even though physical distribution does not portray the glamour associated with international marketing, it should not be forgotten as a part of the marketing mix. However, in the future, international marketing success may depend more and more upon the efficiency and practices employed to ensure economic physical distribution of goods especially as competition intensifies from developed and developing nations.

The purpose of this paper is to describe through innovation system foresight and systemic innovation approach to address key systemic issues of European Union (EU) Overseas Countries and Territories (OCTs) concerning the sustainable development and economic resilience: the authors highlight the need for a systemic approach to innovation policy for the sustainable islands’ growth.

This research focuses on a multiple case study of selected OCTs, members of the Association of the OCTs. Specifically, this paper illustrates the foresight approach implemented in six OCTs in the context of the Territorial Strategies for Innovation project funded by the 10th European Development Fund.

The focus is on innovation system foresight and systemic innovation: the authors argue that key innovation elements of the individual OCTs can be used as crucial components of an emerging innovation system while this specific type of foresight can assist the governments of respective OCTs in the selection and design of specific instruments in relation to the formulation of their innovation strategies and policies.

This paper is based on work undertaken by the Territorial Strategies for Innovation project team during a three-year period dedicated to supporting the governments of OCTs both in defining and in implementing their innovation strategies. Its main contribution is to develop the concept of innovation system foresight and systemic innovation for the OCTs. The work presented here is considered to be of value by highlighting specific innovation elements for achieving sustainable and inclusive growth in OCTs.

Against the prevalent assumption that the United States is and has been a nation-state, this article proposes to reconceptualize it as an empire-state, a state encompassing hierarchically differentiated spaces and peoples. In addition to being descriptively more apt, an empire-state approach provides a firmer basis for understanding the United States as a racial state, a state of white supremacy. Drawing on evidence from constitutional law, I examine the early development of the U.S. empire-state, the long 19th century. The article demonstrates how U.S. state formation has always entailed the racial construction of colonial spaces, specifically “territories” and American Indian lands. Through an extended consideration of Dred Scott v. Sandford, the 1857 Supreme Court case associated almost exclusively with African Americans and hardly ever with empire, I argue for a unified framework to analyze the different but linked racial subjections of colonized and noncolonized peoples. The article concludes with several implications of an empire-state approach to the United States.

Introduction The growth and development of an individual business may take several forms, from internal growth to acquisition and merger. If development reaches the stage of a multi‐national corporation then complex central or divisional organisational structures will be formed to provide a suitable basis for management control. When a company uses decentralisation of power through a divisional structure they seek the advantages of being large at the centre and small at the divisional level.