Indigenous Peoples,Resource Extraction and Sustainable Development: An Ethical Approach

Resource extraction companies worldwide are involved with Indigenous peoples. Historically these interactions have been antagonistic, yet there is a growing public expectation for improved ethical performance of resource industries to engage with Indigenous peoples. (Crawley and Sinclair, Journal of Business Ethics 45, 361–373 (2003)) proposed an ethical model for human resource practices with Indigenous peoples in Australian mining companies. This paper expands on this work by re-framing the discussion within the context of sustainable development, extending it to Canada, and generalizing to other resource industries. We argue that it is unethical to sacrifice the viability of Indigenous cultures for industrial resource extraction; it is ethical to engage with indigenous peoples in a manner consistent with their wishes and needs as they perceive them. We apply these ideas to a case study in the coastal temperate rainforest of Clayoquot Sound, British Columbia, Canada. In this case a scientific panel comprised of Nuu-Chah-Nulth elders, forest scientists and management professionals, achieved full consensus on developing sustainable forest practice standards by drawing equally on Indigenous traditional ecological knowledge and Western science in the context of one of the most heated and protracted environmental conflicts in Canadian history. The resulting sustainable forest practice standards were later adopted by leading forestry firms operating on the coast. Our analysis of this scientific panels success provides the basis for advancing an ethical approach to sustainable development with Indigenous peoples. This ethical approach is applicable to companies working in natural resource industries where the territories of Indigenous peoples are involved.David Lertzman Ph.D. is Adjunct Assistant Professor of Environmental Management and Sustainable Development and Senior Associate with the TransCanada International Institute for Resource Industries and Sustainability Studies at the Haskayne School of Business, University of Calgary. He teaches courses on Sustainable Development With Indigenous Peoples at the Graduate and Undergraduate levels, and in the MSc Program in Sustainable Energy Development for Latin America and the Caribbean. Dr. Lertzman also teaches a Wilderness Retreat on Leadership for Sustainable Development in the MBA program. He is a private consultant and has worked in many Indigenous communities, mostly in Western Canada.Harrie Vredenburg Ph.D. is Professor and Suncor Energy Chair in Competitive Strategy and Sustainable Development at the Haskayne School of Business at the University of Calgary where he is also Director of the TransCanada International Institute for Resource Industries and Sustainability Studies. He teaches in Haskaynes MBA and PhD programs. He is also Academic Chair of the MSc program in Sustainable Energy Development for Latin America and the Caribbean offered by the Haskayne School of Business at the Quito Ecuador campus of regional partner, the Latin American Energy Organization (OLADE). He regularly teaches in the Latin American program.     

Incorporating satisfaction measures into a restaurant productivity index

The increasing stature of the foodservice industry in the global service economy suggests that productivity analyses—similar to those performed in non-service-based settings—would benefit multi-unit operators by maximizing their desirable operational outcomes while minimizing expenses and other detrimental conditions such as low job satisfaction. This paper suggests that such analyses might be possible through the application of a holistic productivity metric—one that includes traditional operational variables such as revenue, profit, food cost, and labor cost, and previously ignored variables such as guest and employee satisfaction as well as retention equity. Through data gathered from a single chain's 36 corporate-owned, same-brand casual-theme restaurants located in metropolitan centers across the United States, we found that factors leading to maximum outputs such as controllable profit and retention equity include employee satisfaction in addition to expected variables such as cost of goods sold and number of seats. Most notably, employee satisfaction as an input proved to be the most volatile variable in maximizing operational outputs.     

The self-catering accommodation sector in Yorkshire,England

Little baseline data exist concerning the outlook and business practices of those operating in the self-catering accommodation sector. Drawing on a survey of operators in Yorkshire, England, this paper finds a concentration of micro-enterprises that are unsophisticated in their approach to managing their business. The findings pose challenges to those agencies charged with enhancing the competitiveness of the sector.     

Prohibiting State Aid in an Integrated Market: Cournot and Bertrand Oligopolies with Differentiated Products

The prohibition of state aid in an integrated market such as the European Community is analyzed in a model where firms produce differentiated products and market structure is either Cournot or Bertrand oligopoly. State aid is financed by distortionary taxation so the opportunity cost of government revenue exceeds unity. Under both Cournot and Bertrand oligopoly, if products are sufficiently close substitutes then there exists a range of values for opportunity cost where governments give state aid and where the prohibition of state aid will increase aggregate welfare. With sufficiently differentiated products, the prohibition of state aid will reduce aggregate welfare.     

Technology,organizations and incrementalism:high rise system building in the UK

Since th problems of inflexible technologies are well known, we may ask why they are selected. The case study here agree with others in a wider research programme in that there was a great deal of pain surrounding the inflexible innovation of high rise system built flats; there were technical alternatives which were more flexible; the technology was supported by a centralized bureaucracy whose perception of risk was distored; and there were organizaional alternatives which were less centralized. Lessons are drawn about the problems of developing inflexible technology and the degreee of organizational centralization appropriate for technological innovation. These are restated in terms of incrementalism. A good technology is one which can be developed incrementally, by a relatively decentralized organization.