title: Exploring orientation cues in both digital and physical books

authors: Vanderschantz, Nicholas

subjects: computer science

abstract: Electronic books (eBooks) and eReaders are now a commonplace tool in the reading experience for many readers. Yet these have long received mixed reviews. Designing suitable interactions that support successful eReading experiences is a relevant task. This paper reports on an exploration of orientation cue designs for electronic books through consideration of design techniques implemented in both physical books (pBooks) and eBooks. We executed a case study of contemporary pBook and eBook orientation cue designs and report on the results of a heuristic evaluation with a small set of expert evaluators. Our findings identify the need for further investigation of the design of orientation cues for both pBooks and eBooks.

text: Exploring orientation cues in both digital and physical books Electronic books (eBooks) and eReaders are now a commonplace tool in the reading experience for many readers. Yet these have long received mixed reviews. Designing suitable interactions that support successful eReading experiences is a relevant task. This paper reports on an exploration of orientation cue designs for electronic books through consideration of design techniques implemented in both physical books (pBooks) and eBooks. We executed a case study of contemporary pBook and eBook orientation cue designs and report on the results of a heuristic evaluation with a small set of expert evaluators. Our findings identify the need for further investigation of the design of orientation cues for both pBooks and eBooks.

year: 2017

title: Reviewing the changing face of financial reporting: The case of a public benefit entity

authors: Samkin, Grant

subjects: conservation

abstract: Purpose: This paper takes an exploratory approach to investigating the relationship between accountability stakeholder and legitimacy theory in public benefit entity. It explains that while the accountability relationship is traditionally applied to managers as the accountors and stakeholders the accountees, this relationship also extends to public benefit entities and their stakeholders. The primary vehicle for the discharge of accountability in public benefit entities is the annual report, which provides performance evaluation information which can be construed as a  mimetic response to legitimise DOC from the perspective of its stakeholders. Methodology: This paper adopts both a narrative/descriptive and interpretive/analytical research approach. The narrative provides the context to a number of significant events that occurred between 1987 and 2006, while the interpretative aspect relates the changes in the non-financial disclosures to those external events. A longitudinal case study compared the annual report beginning with the financial year 1987/1988 with the content of the annual report for the following year. The print media news items in each financial period were reviewed to determine whether the annual reports addressed any of the issues raised. Findings: Using stakeholders and legitimacy theory it is argued that impression management techniques have been used by DOC to mould how its various stakeholders ‘know’ or ‘feel’ about the organisation or alternatively legitimise its activities in light of the extensive negative publicity experienced by the organisation. The analysis found that the annual report of a public benefit entity can play an important legitimisation role. Originality/value: This paper provides a valuable contribution to researchers and practitioners as it attempts to extend the understanding of how those public benefit entities that are required to use accrual accounting can make use of financial reporting for legitimacy purposes. This is one of the first studies to examine the relationship between financial reporting and legitimacy in the public sector.

text: Reviewing the changing face of financial reporting: The case of a public benefit entity Purpose: This paper takes an exploratory approach to investigating the relationship between accountability stakeholder and legitimacy theory in public benefit entity. It explains that while the accountability relationship is traditionally applied to managers as the accountors and stakeholders the accountees, this relationship also extends to public benefit entities and their stakeholders. The primary vehicle for the discharge of accountability in public benefit entities is the annual report, which provides performance evaluation information which can be construed as a  mimetic response to legitimise DOC from the perspective of its stakeholders. Methodology: This paper adopts both a narrative/descriptive and interpretive/analytical research approach. The narrative provides the context to a number of significant events that occurred between 1987 and 2006, while the interpretative aspect relates the changes in the non-financial disclosures to those external events. A longitudinal case study compared the annual report beginning with the financial year 1987/1988 with the content of the annual report for the following year. The print media news items in each financial period were reviewed to determine whether the annual reports addressed any of the issues raised. Findings: Using stakeholders and legitimacy theory it is argued that impression management techniques have been used by DOC to mould how its various stakeholders ‘know’ or ‘feel’ about the organisation or alternatively legitimise its activities in light of the extensive negative publicity experienced by the organisation. The analysis found that the annual report of a public benefit entity can play an important legitimisation role. Originality/value: This paper provides a valuable contribution to researchers and practitioners as it attempts to extend the understanding of how those public benefit entities that are required to use accrual accounting can make use of financial reporting for legitimacy purposes. This is one of the first studies to examine the relationship between financial reporting and legitimacy in the public sector.

year: 2007-05

title: Māori women’s perspectives of leadership and wellbeing

authors: Ruru, Stacey Mariu

subjects: Māori women leadership

abstract: This research sought to understand how Māori women leaders maintain their wellbeing within their leadership roles. Semi-structured interviews acknowledging kaupapa Māori theory (Māori philosophy, framework) principles were used to gather the leadership journeys of five Māori women leaders from academic and business backgrounds across the North Island, New Zealand. Kaupapa Māori principles such as kānohi kitea (greeting, meeting face to face), ako Māori (learning, teaching, reciprocity, cultural pedagogy) and manāki ki te tangata (caring, hosting people) provided a methodological framework to follow during interviews with Māori women leaders. From the interviews, thematic analysis was undertaken and patterns, similarities and differences were uncovered that led to the identification of eight main themes: Humility, collective work, the influence of others, overcoming boundaries, balance between te taha hinengaro (mental or psychological wellbeing) and te taha tinana (physical wellbeing), fostering pathways, quieting the mind, and whānau (family) connections. Secondary analysis further developed and explored the themes using indigenous whakataukī Māori (Māori proverbs), which became the overarching theme and connected the eight themes to the five whakataukī. The study found that balance between te taha hinengaro (the psychological, mental wellbeing dimension) and te taha tinana (the physical dimension) from Te Whare Tapa Whā (the four corners of a house) and Te Wheke (the octopus) Māori wellbeing models supported Māori women leaders’ waiora (health, wellbeing). Central to the success of these Māori women leaders was being connected to whānau and friends, and being influenced by tāmariki (children), tauira (students) and employees. These social connections made Māori women leaders strong and resilient to change and challenges. Māori leadership practices and values such as hūmarie (humility), mana wahine (Māori women’s leadership style), manākitanga (caring) and aroha (compassion, love) contributed to leadership drivers that enhanced Māori women within their leadership roles. Finally, recommendations include enhancing practices such as those that encourage mana (influence, power, and identity), mātauranga Māori (Māori knowledge) and ako Māori for future generations to follow.

text: Māori women’s perspectives of leadership and wellbeing This research sought to understand how Māori women leaders maintain their wellbeing within their leadership roles. Semi-structured interviews acknowledging kaupapa Māori theory (Māori philosophy, framework) principles were used to gather the leadership journeys of five Māori women leaders from academic and business backgrounds across the North Island, New Zealand. Kaupapa Māori principles such as kānohi kitea (greeting, meeting face to face), ako Māori (learning, teaching, reciprocity, cultural pedagogy) and manāki ki te tangata (caring, hosting people) provided a methodological framework to follow during interviews with Māori women leaders. From the interviews, thematic analysis was undertaken and patterns, similarities and differences were uncovered that led to the identification of eight main themes: Humility, collective work, the influence of others, overcoming boundaries, balance between te taha hinengaro (mental or psychological wellbeing) and te taha tinana (physical wellbeing), fostering pathways, quieting the mind, and whānau (family) connections. Secondary analysis further developed and explored the themes using indigenous whakataukī Māori (Māori proverbs), which became the overarching theme and connected the eight themes to the five whakataukī. The study found that balance between te taha hinengaro (the psychological, mental wellbeing dimension) and te taha tinana (the physical dimension) from Te Whare Tapa Whā (the four corners of a house) and Te Wheke (the octopus) Māori wellbeing models supported Māori women leaders’ waiora (health, wellbeing). Central to the success of these Māori women leaders was being connected to whānau and friends, and being influenced by tāmariki (children), tauira (students) and employees. These social connections made Māori women leaders strong and resilient to change and challenges. Māori leadership practices and values such as hūmarie (humility), mana wahine (Māori women’s leadership style), manākitanga (caring) and aroha (compassion, love) contributed to leadership drivers that enhanced Māori women within their leadership roles. Finally, recommendations include enhancing practices such as those that encourage mana (influence, power, and identity), mātauranga Māori (Māori knowledge) and ako Māori for future generations to follow.

year: 2016