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There has been immense pressure exerted by healthcare service consumers and other stakeholders for trusts to purchase, manage and deliver care service at the optimum cost. Many are searching for sustainable strategic options which would proactively redesign, revitalise and manage the effectiveness of their clinical and non‐clinical services. This study evaluates how a facilities management partnering arrangement in the National Healthcare Services (NHS) trust could lead to cost savings and improved customer focused service provision in NHS trust hospitals. It investigates how a modern day approach of managing non‐core related services under one umbrella, facilities management, has brought about innovation, competitiveness, and entrepreneurial skills to reduce some of the escalating costs in the Derbyshire Royal Infirmary. Concludes that facilities management partnering arrangements can secure added value to the healthcare sector and therefore enhance service quality and improve the corporate image.

Tribal economic development in post-settlement era Aoteroa/New Zealand has opened up opportunities for Maori to invest in the sustainable commercial utilisation of their traditional economic resources. Mahinga kai (traditional food and food sources) has always been at the heart of the Maori tribe Ngāi Tahu’s spiritual, cultural, social and economic existence. The purpose of this research is to revitalise mahinga kai enterprise through the commercial development of traditional and contemporary food and food resources in a culturally commensurate manner.

Participant action research theory and practice were used by researchers from Toitū Te Kāinga (Regional Development Unit of Te Rūnanga o Ngāi Tahu) between 2008 and 2012. This was informed by a Kaupapa Maori philosophy of respect and empowerment of the participants’ needs.

The development of the Ahikā Kai Indigenous business system shows that competitive advantage can be created for Indigenous businesses and enterprises through a four-pronged strategy based around: first, human rights that empower tribal members; second, product differentiation based on cultural principles; third, an internal accreditation system to help verify the ethical credibility of the products; and fourth, lowering producer costs through website marketing and direct-to-consumer selling.

This research adds to a growing (yet still evolving) body of literature on Indigenous entrepreneurship and the role of voluntary certification in Indigenous business development. The Ahikā Kai business system is an original world first for this type of Indigenous development based on creating a competitive advantage for multiple independent enterprises while maintaining the core integrity of its cultural brand and its operations.

The purpose of this research was to identify and create a decentralized development system specific for the whanau (family) and hapu/runanga (sub-tribe) members of Te Rūnanga o Ngāi Tahu. In New Zealand, a number of Maori tribes have negotiated compensation with the New Zealand Government for past injustices. These assets are typically centralized within iwi (tribal) corporate structures to protect and grow the asset base on behalf of tribal constituents. This centralization of assets has caused political tension within tribes.

This paper provides a case study of whanau/hapu-level businesses facilitated by the post-settlement iwi – Ngāi Tahu – to demonstrate how each level can work synergistically to encourage multi-level economic development in a way that matches cultural patterns and expectations. Participant action research theory and practice was utilized by researchers from Toitu Te Kainga (Regional Development Unit of Te Rūnanga o Ngāi Tahu) between 2008 and 2012. This was informed by an Enterprise Facilitation person-centred perspective and a Kaupapa Māori philosophy of respect and empowerment of the participants needs.

This paper argues that while a certain level of centralization is required, to ring-fence and protect tribal assets at an iwi (tribal) level, the benefits gained by that centralization can then be utilized to provide a springboard for decentralized economic development at the whanau (family) and hapu (sub-tribe) levels.

This new indigenous development system is referred to as the symbiotic development model and is an original outcome of this research paper. The paper concludes that tribal economic development in the post-settlement era in New Zealand needs to combine aspects of both centralization and decentralization.

This chapter presents a discussion of innovations in pedagogic approaches for high-achieving, pre-degree pathway program students at the University of Edinburgh, Scotland.

The question under discussion in the academic language classroom is the extent to which dynamic cohorts of multi-lingual, multi-cultural and multi-disciplinary students are being enabled to fulfill individual learning goals as well as the institution’s expectations of pathway learners and academic language users. Wingate (2015) argues that in the absence of an epistemological and socioculturally embedded literacy instruction, students are not equitably prepared for success in the discipline or the wider institution. The chapter reviews critiques of English for Academic Purposes (EAP) and Academic Literacies by addressing “the best of both worlds” (Wingate & Tribble, 2012, p. 492) approach.

The chapter continues with a case study into the Academic Vocabulary in Literacy strand of the Foundation EAP course on the International Foundation Programme at Edinburgh University. There then follows close analysis of innovation by course designers to adapt the “best of both traditions” model (Wingate & Tribble, 2014, p. 2) into an integrated academic language and literacy approach. It is posited that this approach could enable attempts at transition for high-achieving foundation students by experiencing language in dynamic and multi-modal genres.

The philosophy outlined below has been developed by EITB consultants with the managers and staff of engineering companies. The approach grown by Gerry McIver, George Ball and John Herbert, relates closely to the requirements of a wide variety of working situations. More and more they have come to realise that successful managers seldom motivate their staff, rather do they manage the motivations that people already have.

The purpose of the study is to investigate the process of economic development within a Maori context in order to identify successful processes for economic development that can be utilised by Maori for future economic progress. This study seeks insights into how to set up an appropriate framework to achieve suitable outcomes for these peoples, taking into account their world view.

The research study followed the tiaki or “mentor” model, where authoritative Maori individuals facilitate the research process. To ensure that the individuals interviewed were appropriate spokespeople, and that a variety of views on the topic of Maori economic development was solicited, judgment sampling was utilised to identify a list of potential interviewees.

Maori economic development requires that appropriate structures be put in place and that these structures must involve identifying the Maori community and meeting community aspirations. Achieving sovereignty and economic independence are goals of Maori economic development. Maori also seek acknowledgment of their authority in managing natural resources within the boundaries of historical tribal land. For Maori, it is important to view economic development as a vehicle for achieving social outcomes and reducing disparities.

This study uncovers underlying issues that need to be addressed when developing social‐ and economic‐development structures for an indigenous group.

The following bibliography focuses mainly on programs which can run on IBM microcomputers and compatibles under the operating system PC DOS/MS DOS, and which can be used in online information and documentation work. They fall into the following categories:

COVID-19 has generated unprecedented circumstances with a tremendous impact on the global community. The academic community has also been affected by the current pandemic, with strategy and management researchers now required to adapt elements of their research process from study design through to data collection and analysis. This chapter makes a contribution to the research methods literature by documenting the process of adapting research in light of rapidly changing circumstances, using vignettes of doctoral students from around the world. In sharing their experience of shifting from the initially proposed methodologies to their modified or completely new methodologies, they demonstrate the critical importance of adaptability in research. In doing so, this chapter draws on core literature of adaptation and conducting research in times of crises, aiming to provide key learnings, methodological tips and a “story of hope” for scholars who may be faced with similar challenges in the future.

February WED.1. Engineering Group Conference at Aslib, 10.30 a.m.