title: Systematic evidence map of disparities in police outcomes: final report

authors: Tompson, Lisa

subjects: police

abstract: To support the New Zealand Police Understanding Policing Delivery (UPD) project, we were tasked with completing an academic literature review on bias in policing. However, the vastness and complexity of the relevant research, and the short timeframe for completion meant that it was not possible to complete a single literature review that accurately reflected the evidence base; indeed, it would be difficult to do justice to this literature in a single review under any circumstances. Thus, rather than attempting a traditional literature review, we developed an evidence and gap map of the international research on bias in policing. In this report, we present the rationale, methods used, and key features of the studies on the evidence and gap map (referred to as the ‘evidence map’). This evidence map serves several purposes. Its overarching purpose is to be a resource for more targeted work on specific areas of apparent disparity in policing, including areas prioritised by New Zealand Police as part of the UPD project: decisions about stops, charges, and the use of force. Researchers will be able to use the map to easily identify a) the extent of research in the area of interest, and b) the key features of the research that has been conducted in that area, as a basis. The map will guide rapid evidence reviews and future primary research, both of which can be used to design police practice-based interventions to reduce police-generated disparities in New Zealand.

text: Systematic evidence map of disparities in police outcomes: final report To support the New Zealand Police Understanding Policing Delivery (UPD) project, we were tasked with completing an academic literature review on bias in policing. However, the vastness and complexity of the relevant research, and the short timeframe for completion meant that it was not possible to complete a single literature review that accurately reflected the evidence base; indeed, it would be difficult to do justice to this literature in a single review under any circumstances. Thus, rather than attempting a traditional literature review, we developed an evidence and gap map of the international research on bias in policing. In this report, we present the rationale, methods used, and key features of the studies on the evidence and gap map (referred to as the ‘evidence map’). This evidence map serves several purposes. Its overarching purpose is to be a resource for more targeted work on specific areas of apparent disparity in policing, including areas prioritised by New Zealand Police as part of the UPD project: decisions about stops, charges, and the use of force. Researchers will be able to use the map to easily identify a) the extent of research in the area of interest, and b) the key features of the research that has been conducted in that area, as a basis. The map will guide rapid evidence reviews and future primary research, both of which can be used to design police practice-based interventions to reduce police-generated disparities in New Zealand.

year: 2021

title: China's post 1978 experience in outbound tourism

authors: Lim, Christine

subjects: China open-door policy

abstract: In 1978, Deng Xiao-Ping introduced economic reforms and the open-door policy in China. Since then, the Chinese government started to recognize tourism as a means to economic development and modernisation. Chinese outbound tourism has been managed and regulated by the Approved Destination Status (ADS) system, which is based on bilateral tourism agreement between China and overseas destinations. The ratio-to-moving average technique and Box–Jenkins (1970) univariate time series modelling are used to analyse Chinese tourist arrival patterns to Australia for the period 1984–2004. Tests for stationarity in the time series of tourist arrivals are also conducted.

text: China's post 1978 experience in outbound tourism In 1978, Deng Xiao-Ping introduced economic reforms and the open-door policy in China. Since then, the Chinese government started to recognize tourism as a means to economic development and modernisation. Chinese outbound tourism has been managed and regulated by the Approved Destination Status (ADS) system, which is based on bilateral tourism agreement between China and overseas destinations. The ratio-to-moving average technique and Box–Jenkins (1970) univariate time series modelling are used to analyse Chinese tourist arrival patterns to Australia for the period 1984–2004. Tests for stationarity in the time series of tourist arrivals are also conducted.

year: 2008

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