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Item Open Access Capabilities, Opportunities and Motivations to Repair: A Study of Participants in Repair Cafes in Aotearoa New Zealand(University of Canterbury, 2024) Ozanne LItem Open Access Making the Kāwanatanga Accountable for Te Tiriti: Possible Mechanisms for Fiscal Accountability.(New Zealand's BioHeritage National Science Challenge, 2024) Scobie M; Willson HItem Open Access Possibilities for Resourcing Rangatiratanga(New Zealand's BioHeritage National Science Challenge, 2023) Heyes A; Scobie MItem Open Access IT’S MY LIFE: EVALUATION REPORT(2014) Tilley E; Page W; Balasubramanian R; O'Meara R; Gee S; Hazou R; Galloway C; Waterworth C; Brown A; Steelsmith M; Soma J; Sligo F; Page R; Kingi TK; Jones L; Love TRItem Open Access Milford Opportunities Project: Te Anau Basin Study(Southland District Council, 2021) Pouwels D; Aquino, Richard S.Item Open Access Remote Auditing and Assessment during the COVID-19 Pandemic in New Zealand and China: Learnings from the food industry and guidance for the future(2021) Castka, Pavel; Bremer P; Wood L; Mirosa M; Zhao XThis report presents results of a study into the use of remote auditing and assessment during the COVID-19 pandemic. The empirical evidence was collected through interviews with a group of key stakeholders who were all involved in remote audits and assessments (firms, auditors/conformity assessment bodies and accreditation bodies). A total of 60 interviews were conducted with respondents based in New Zealand, China and Australia. The findings are discussed in four areas: audit process, use of technologies, data protection and privacy and effectiveness of remote audits and assessments. The report also discusses key opportunities and challenges related to the adoption of remote audits and assessments and, in doing so, provides information to underpin the transformation of auditing practices.Item Open Access NZATD Annual Industry Training Report(2019) Wordsworth, RussellIt is widely recognised that investment in staff training and development is vital for any organisation to be successful. It is also acknowledged that there are wide ranging degrees of investment across different organisations, with minimal information available to understand the situation in New Zealand. To address this, a collaboration between the University of Canterbury and the New Zealand Association for Training and Development led to the carrying out of the inaugural NZATD Industry Training Survey in 2019.Item Open Access Airbnb and the Formal Accommodation Sector: Perceptions of Stakeholders(University of Canterbury, 2019) Prayag G; Ozanne L; Hall M; Martin R; Fieger PThe objectives of this report are to: 1. Understand the experience of being an Airbnb host. 2. Identify the challenges and opportunities posed by Airbnb as perceived by the formal accommodation sector. 3. Evaluate the economic performance of Airbnb vis a vis the formal accommodation sector. 4. Identify any relationship between online customer comments and economic performance of Airbnb for the region. 5. Compare the economic performance of Airbnb in the Canterbury region with other key regions in New Zealand.Item Open Access National Report of New Zealand(IBFD, 2020) Sawyer AItem Open Access Optimising complex case studies as teaching tools in accounting and law education(Ako Aotearoa, 2019) Wu J; Brogt EItem Open Access The Social Benefits of Toy Libraries in Australia(University of Canterbury, 2019) Ozanne L; Julie O; Martin-Neuninger RItem Open Access An Investigation of the Resource Curse in Indonesia(RePEc, 2018) Clark JE; Hilmawan RWe investigate the effect of resource dependence on district level income in a rare within-country study for Indonesia, one of the largest resource producing countries in Asia. We follow 390 districts between 2006 and 2015, consider four alternative measures of resource dependence, and instrument for the potential endogeneity of each using historical measures of oil, gas and coal reserve locations, and changes in the physical production of each resource. Using annual fixed effects and first differenced regressions with and without various instruments, we find no evidence of a “resource curse”. Instead, we find robust evidence across all models that dependence as measured by mining’s share of output is positively associated with district real per capita income. We find a similar positive relationship between dependence as measured by the share of district government revenues from oil and gas or mining overall, and income in our most credible specifications with instruments. For example, a standard deviation increase in change in district government dependence on oil/gas revenues increases real per capita income by 16 percent over a nine year period.Item Open Access Supply Chain Management in New Zealand: Practices, Strategy and Performance.(Q21 Research Group, University of Canterbury, New Zealand, 2017) Donovan, Julie; Castka P; Hanna MSupply chain management is an important part of New Zealand (NZ) economy yet relatively little empirical evidence is available about the practices of NZ firms and their impact on supply chain performance. In this study, we aim to fill this gap. We have partnered with two associations in NZ, NZPICS (Association of Operations & Supply Chain Professionals) and NZMEA (New Zealand Manufacturers and Exporters Association) and asked their members to provide us with the data on their firms and supply chains; namely their locations, industry sector, customer bases, outsourcing activities, competitive priorities, supply chain management practices (such as information sharing) and performance of their supply chain. We have collected the data through a survey in JulySeptember 2013 and received 145 responses. In order for supply chain networks to compete effectively, they must share information with to be able to jointly make decisions and problem solve and this must be made with an external perspective including its supply chain partners. The results from this survey found that high performing companies are using collaborative supply chain practices to improve their supply chain management capabilities in quality, flexibility and delivery. These performance capabilities are seen to be “customer centric” outcomes that reflect an organisation’s objective of appealing to a target customer segment that is not necessarily cost focused or price-sensitive. Apart from this relation between supply chain practices and performance, we also provide descriptive statistics on the current status of supply chain practices in New Zealand.Item Open Access Hong Kong’s Involvement with International Tax Reform: What’s the ‘BEPS’?(2017) Sawyer AJThe Hong Kong Special Administrative Region (HKSAR) was initially a reluctant participant in major international tax reforms initiated by the OECD, including (automatic) exchange of information (AEOI). In more recent times, as outlined in an earlier paper by the author,1 the HKSAR has become an active participant working at the forefront of the Base Erosion and Profit Shifting (BEPS) initiatives, including being part of the ad hoc group that developed a multilateral instrument under BEPS Action 15. This paper provides a forward-looking overview of BEPS, outlines the HKSAR’s engagement with BEPS and international tax reform, and offer some thoughts on where BEPS may take us.Item Open Access Benchmarking Resilience: Organisational Resilience in the Australian Water Industry(University of Canterbury. Department of Accounting and Information Systems, 2013) Vargo, J.; Sullivan, J.; Parsons, D.Under Sydney Water’s Climate Change Adaptation Program we set a goal to understanding our existing organisational, operational and cultural resilience to identify how well placed we currently are to deal with the impact of extreme event disruptions (bushfires, storms, floods, heatwaves etc) and our ability to “bounce back”. As part of this Sydney Water commissioned a set of benchmark case studies aimed at comparing our current level of organisational resilience and practice with other water utilities. The purpose of this project was to identify strengths and opportunities to improve our ability to adapt to future extreme climatic events that are likely to be more frequent and intense in the future and might compromise the organisation’s ability to deliver its core services. The key objectives of this project were to: , Benchmark Sydney Water’s ability to cope with natural events , Identify areas of improvement and recommend targeted actions to increase resilience to future extreme events , Inform Sydney Water’s strategic approach to managing and planning for extreme natural hazard risks. The utilities in this study were chosen based on their high reputation for resilience while covering a wide range of water company settings: large and small, urban and rural, with a range of ownership structures. They were also selected because they face a range of hazards, many with climate change implications. Table 1 provides a summary of the participating utilities.Item Open Access The role of insurance in organisational recovery following the 2010 and 2011 Canterbury earthquakes(University of Canterbury. Department of Accounting and Information Systems, 2013) Brown, C.; Seville, E.; Vargo, J.Insurance is widely acknowledged as a key component in an organisation's disaster preparedness and resilience. But how effective is insurance in aiding business recovery following a major disaster? The aim of this research was to summarise the experiences of both the insurance industry and businesses dealing with commercial insurance claims following the 2010 and 2011 Canterbury earthquakes.Item Open Access Submission to the Ministerial Forum on Alcohol Advertising and Sponsorship(University of Canterbury. Department of Economics and Finance, 2014) Crampton, E.Item Open Access Asia Pacific Economic Cooperation (APEC) project on the Canterbury Earthquake Series and SME Resilience: Report 7: Improving the resilience of SMEs: policy and practice in New Zealand(University of Canterbury. Department of Accounting and Information Systems, 2012) Hatton, T.; Seville, E.; Vargo, J.There are many things that organisations of any size can do to prepare for a disaster or crisis. Traditionally, the advice given to business has focused on identifying risks, reducing their likely occurrence, and planning in advance how to respond. More recently, there is growing interest in the broader concept of organisational resilience which includes planning for crisis but also considers traits that lead to organisational adaptability and ability to thrive despite adverse circumstances. In this paper we examine the policy frameworks1 within New Zealand that influence the resilience of small and medium sized businesses (SMEs). The first part of the paper focuses on the New Zealand context, including the prevailing political and economic ideologies, the general nature of New Zealand SMEs and the nature of New Zealand’s hazard environment. The paper then goes on to outline the key policy frameworks in place relevant to SMEs and hazards. The final part of the paper examines the way the preexisting policy environment influenced the response of SMEs and Government following the Canterbury earthquakes.Item Open Access Resilience Management: A Framework for Assessing and Improving the Resilience of Organisations(Resilient Organisations Research Group, 2007) McManus, S.; Seville, E.; Brunsden, D.; Vargo, J.Organisations today are increasingly aware of the need to prepare for the unexpected. High profile international events of the last decade, such as the September 11th terrorist attacks, the Indian Ocean tsunami, Hurricane Katrina and the emerging threat of a pandemic all serve to remind organisations that the unimaginable can and does happen. Stories emerge from these events of organisations that survived or failed; at first glance there does not appear to be a particular pattern. Some survivors had excellent disaster response plans in place; others had none, surviving purely on the merits of strong leadership and the commitment and determination of staff. Many organisations that are devastated simply never reopen again; others evolve so radically that they are hard to recognise from their pre-crisis form. This research project seeks to explore what it is that makes some organisations more able to survive a major crisis than others, and suggests a framework for both evaluating and improving the resilience of individual organisations.Item Open Access Employee Resilience Scale (EmpRes): Technical Report(Resilient Organisations Research Report 2013/06, 2013) Näswall, K.; Kuntz, J.; Hodliffe, M.; Malinen, S.Building on definitions of organisational resilience, employee resilience is conceptualised as the capacity of employees, facilitated and supported by the organisation, to utilise resources to positively cope, adapt and thrive in response to changing work circumstances. To date, measures of resilience are more focused on capturing resilience as an individual characteristic, rather than something enabled by the organisation. The present report presents a preliminary validation of the Employee Resilience Scale (EmpRes).