Search results

Reconciliation between Indigenous peoples and the Canadian plurality has stalled. While the Truth and Reconciliation Commission’s (TRC) Calls to Action could be a focusing event, creating a window of opportunity for transformative social innovations; we see coalescing of interest, social capital and investment in decolonization and indigenization in the proliferation of professorships, programs, installations and statements. However, Blackfoot (Siksika) Elder Roy Bear Chief raised significant concerns that Indigenous knowledge, experiences and people are not yet seen as relevant and useful in higher education; such marginalization must be addressed at a systems level for authentic reconciliation at any colonial university. The purpose of this paper was to explore this dual goal of exploring barriers to and opportunities for Indigenous knowledges and knowledge holders to be valued as relevant and useful in the Canadian academy, using a complexity- and systems-informed lens.

Local Indigenous Elders provided guidance to reflect study purpose and target audience of academics, with an approach that respectfully weaved Westernized research methods and co-learning through indigenous knowledge mobilization strategies. This analysis extends results from a qualitative grounded theory study to explain social processes of professors and administrative leadership in a Canadian mid-sized university regarding barriers and facilitators of implementing TRC Calls to Action. This further interpretation of applied systems and panarchy heuristics broadens understanding to how such micro-social processes are positioned and influence larger scale institutional change.

This paper discusses how the social process of dominionization intentionally minimizes meaningful system disruption by othering indigenous knowledge and knowledge holders; this form of system-reinforcing boundary work contributes to rigidity and inhibits potentially transformative innovations from scaling beyond individual niches and moments in time. Elders’ consultation throughout the research process, including co-learning the meaning of findings, led to the gifting of traditional teachings and emerging systems and multi-scale framework on the relevance of indigenous knowledges and peoples in higher education.

This study was performed in one faculty of one Canadian institution; an important and potentially widely-present social process was identified. Further research is needed for greater generalizability. Conditions that led to this study are increasingly common across Canada, where at least one third of higher education organizations have explicit indigenization strategies and internationally where the rights and self-determination of indigenous peoples are growing.

Insights from this study can inform conversations about social innovation in institutional settings, and the current systems’ resistance to change, particularly when exploring place-based solutions to national/international questions. These initiatives have yet to transform institutions, and while transformation is rarely rapid (Moore et al., 2018), for these potential innovations to grow, they need to be sustainable beyond a brief window of opportunity. Scaling up or deep within the academy seems to remain stubbornly elusive despite attention to the TRC.

This study contributes to a growing literature that explores the possibilities and opportunities between Indigenous epistemologies and social innovation study and practice (McGowan, 2019; Peredo, McLean and Tremblay, 2019; Conrad, 2015), as well as scholarship around Indigenization and decolonization in Canada and internationally.

NOW that it is generally acknowledged that open‐access has come to stay, the attention of Public Librarians is becoming directed more to matters of detail in management, and less to the broader questions of policy. So far, however, the larger details, such as planning and interior arrangement, classification, and methods of issue—to name a few—have received most consideration, and there are many points of great importance to the practical utility of the library which yet remain to be dealt with systematically. It is on one of these points, the provision of Guides, that I propose to touch.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

The case deals with the Supreme Court's decision of August 31, 2012, ordering Sahara to refund Rs. 24,000 crores and interest to SEBI, so as to refund to the real investors. Despite unambiguous orders, Sahara did not comply fully and kept on prolonging the matter using number of pretexts, ultimately resulting in Roy's arrest. The case has been primarily written for easy understanding of facts, principles of corporate governance, and further developments, as mentioned in judgment, which runs into hundreds of pages. It depicts the legal journey of the fight between a company and the financial regulator in the country.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first sight to place him in the legalistic “principles of management” camp rather than in the ranks of the subtler “people centred” schools. We shall see before long how misleading such first impressions can be, for Jaques is not making simplistic assumptions about the human psyche. But he certainly sees no point in agonising over the mechanism of association which brings organisations and work‐groups into being when the facts of life are perfectly straightforward and there is no need to be squeamish about them.

DURING the past six years, a considerable amount of progress has been made, in certain directions, towards improving methods of library work. The improvements introduced have mostly come from the younger generation of English librarians, and it must also be added that this enthusiasm for betterment has been confined to a very small circle of young librarians. The majority of British librarians have apparently remained untouched by the movement towards more perfect methods compassed by their fellows, and it is doubtful if, in spite of the remarkably good work accomplished by a few “earnest men in various parts of the country, there is not, on the whole, a great preponderance of professional apathy in regard to burning questions of librarianship. The proof of this is only too obvious. Anyone who has watched the dwindling attendances at monthly Library Association meetings must have been struck by the fact as indicative of weakness or defectiveness somewhere. No professional association, with professional interests at stake, is going to languish, and practically sputter out, unless the members are bored, or indifferent, or in some way apathetic. For nearly four years, the interest in the Library Association meetings has been declining, and although the annual gatherings have been more or less successful, thanks to the energy of the provincial members, it must be remembered that the monthly meetings have been very badly attended, although their interest has been as great as heretofore—which, however, is not saying much. Recently, this lack of interest has assumed the form of a kind of epidemic rot, which has attacked other associations as well as the parent one. We hear of one kindred society having entirely suspended its meetings for months, while we read of another which can hardly get an attendance large enough to carry a vote of thanks to the speaker. When we hear it stated that the interest in the Library Association meetings is so languid that even the readers of papers do not trouble to appear, and that about half‐a‐dozen members is all that can be mustered on some occasions, it must be obvious to all that there is something radically wrong. We have heard it suggested that the Library Association meetings take place on an impossible day, and that the notice sent out is insufficient because only published in the Record, which nobody reads ! There may be an element of truth in these suggestions, but hardly enough to account for the all‐round apathy which undoubtedly exists. The stimulus derived from the Leeds meeting has apparently evaporated already, and beyond a decidedly more healthy response to the examination scheme of the Association, it is hard to understand in which direction activity of any kind exists. Comparing the professional work on this side of the Atlantic with that of the United States, it must be confessed that the comparison is very unfavourable to the British case. In America there are dozens of flourishing associations, counting their membership in thousands, while here, there are some half‐dozen associations, including the Library Association itself, which can only muster among them a little more than five hundred members. This is a poor record when one considers the possibilities, and if librarianship is to become a more powerful factor in the educational development of the future, it is evident that a strong effort must be made all round to double the membership of all the existing associations to begin with, and then to interest and retain the members who join by means of live meetings, publications, and other enterprizes. It will not suffice to rest on present achievements if librarianship is to be recognized as a greater power in the State than hitherto, and for this reason it behoves those librarians who have any “go” left in them, to try and pull up the existing machinery to a higher state of efficiency.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

A FIRST attempt to give the dates of the introduction of printing into the various places in a county, generally results in an exhibition of the ignorance of the compiler. Further, when the information has not been systematically collected but simply forms part of a general collection of titles, relating not only to that county but to the country at large, the local specialist will probably quote vaguely of “rushing in where” he “fears to tread.” My only apology, and I consider it a perfectly valid one, for publishing the following notes on Essex printers and booksellers, is that no one else has done it.

“All things are in a constant state of change”, said Heraclitus of Ephesus. The waters if a river are for ever changing yet the river endures. Every particle of matter is in continual movement. All death is birth in a new form, all birth the death of the previous form. The seasons come and go. The myth of our own John Barleycorn, buried in the ground, yet resurrected in the Spring, has close parallels with the fertility rites of Greece and the Near East such as those of Hyacinthas, Hylas, Adonis and Dionysus, of Osiris the Egyptian deity, and Mondamin the Red Indian maize‐god. Indeed, the ritual and myth of Attis, born of a virgin, killed and resurrected on the third day, undoubtedly had a strong influence on Christianity.