Social Capital and the Networking Practices of Indigenous Entrepreneurs

A comparative case study analysis has been undertaken on Australian Aboriginal, native Hawaiians, and Māori entrepreneurs. This work investigates the networking activities by these groups of indigenous entrepreneurs situated within a mixed minority (indigenous) and dominant (settler majority) urban cultural setting. The way in which indigenous entrepreneurs network to achieve their business aspirations suggests that the underlying social capital dimensions are unique to their cultural context. Five comparative characteristics also emerged from the data that assist the analysis. The research reveals how indigenous and potentially other minority ethnic entrepreneurs draw upon internal and external network ties that are related to the historical and cultural influence on social capital.     

Mapping views of the future in a small group

This article describes specific approaches to interviewing, questionnaire design, and seminar organisation and focuses on the process designed to explicate the conceptual frameworks used by the individual group members in their everyday decision making.     

HOUSEHOLD SAVING IN THE '90s: EVIDENCE FROM CROSS-SECTION WEALTH SURVEYS

This paper uses a series of cross-section surveys to measure how wealth accumulation and active saving rates varied across cohort-groups during the early and mid 1990s. Our estimated rates of saving and wealth change across cohorts show a somewhat more dramatic life-cycle pattern than found in previous studies, in part because we use a new technique, and in part because the cross-section wealth surveys we use oversample the wealthiest families whose behavior dominates aggregate changes. Adjusting the wealth-change rates for bequests and subtracting out the capital gains component of wealth change move the estimates in the direction of results from previous studies, but the biggest changes in that direction result from excluding the top of the wealth distribution in each year.     

HRM in Thailand: a post-1997 update

This essay updates an earlier study of human resource management (HRM) practices in Thailand, focusing specifically on HRM in the post-1997 Asian financial crisis. HRM in Thailand has undergone gradual, but significant, change, with movement away from more traditional styles of HRM and management rooted in personalism and social relationships, toward more flexible employment systems in which employment opportunities are based on merit and performance rather than connections and personal characteristics. These changes are clearly more pronounced in subsidiaries of multinational corporations, particularly those based in Western countries.