title: Cultural tattoos: meanings, descriptors, and attributions

authors: Nikora, Linda Waimarie

subjects: Maori

abstract: Body piercing and tattoo/ta moko were initially seen to be practiced by sailors,
criminals, specific cultural groups (e.g., Māori), or sub-cultural groups (e.g., bikers,
gang members, adolescents). In recent times, these practices have become part of
mainstream popular culture, and are enjoyed by a wide range of people. In this
study, we set out to explore patterns of body modifying behaviour engaged in, or
commented on, by a sample of university students. We invited undergraduate
psychology students from two courses to complete an ‘online’ questionnaire.
Students logged on to a web site, were presented with an information sheet, and
invited to respond. In this paper, we present the reasons why people in this sample
decided to obtain a tattoo and the meanings they ascribe to their modifications. We
will also consider the observations that people make of those who have culturally
inspired tattoos.

text: Cultural tattoos: meanings, descriptors, and attributions Body piercing and tattoo/ta moko were initially seen to be practiced by sailors,
criminals, specific cultural groups (e.g., Māori), or sub-cultural groups (e.g., bikers,
gang members, adolescents). In recent times, these practices have become part of
mainstream popular culture, and are enjoyed by a wide range of people. In this
study, we set out to explore patterns of body modifying behaviour engaged in, or
commented on, by a sample of university students. We invited undergraduate
psychology students from two courses to complete an ‘online’ questionnaire.
Students logged on to a web site, were presented with an information sheet, and
invited to respond. In this paper, we present the reasons why people in this sample
decided to obtain a tattoo and the meanings they ascribe to their modifications. We
will also consider the observations that people make of those who have culturally
inspired tattoos.

year: 2003

title: Eke Panuku, Eke Tangaroa: He Taonga Tuku Iho

authors: Apanui, Ngahiwi

subjects: Panuku

abstract: He aha te Māori? He aha i kīia ai tētahi āhuatanga, tētahi mahi, tētahi tangata, tētahi whakahaere rānei he Māori? Ko te whāinga o te rangahau nei he rapa huarahi e āhei ai te whakautu i ēnei pātai. Me te huhua hoki o te whakaaro mō ēnei pātai, i huri ahau ki ngā mātanga, ngā pūkenga hoki o te ao mātauranga Māori hei taunaki i te whakautu ki te pātai. 
Ka tūhura te rangahau nei i te rētōtanga o te ao Māori, ka titiro hoki ki te āhua i Māori ai ētahi āhuatanga me te whakautu, he ahurea Māori i Māori ai tētahi āhuatanga, tētahi mahi, tētahi tangata, tētahi whakahaere rānei – ko te pū ahurea Māori tēnei. Ka titiro anō hoki te rangahau nei ki te whakaaro Māori hei tūāpapa mō te pū ahurea Māori, te wāhanga ki ngā kaupapa tuku iho me te whakaatu a te tikanga i te kaupapa. 
Ko te hua o te rangahau nei, he tuku i te rauemi e taea ai te tangata te tautuhi me te ine i te pū ahurea Māori hei ārahi i te aromātaitanga o ngā mahi Māori.

text: Eke Panuku, Eke Tangaroa: He Taonga Tuku Iho He aha te Māori? He aha i kīia ai tētahi āhuatanga, tētahi mahi, tētahi tangata, tētahi whakahaere rānei he Māori? Ko te whāinga o te rangahau nei he rapa huarahi e āhei ai te whakautu i ēnei pātai. Me te huhua hoki o te whakaaro mō ēnei pātai, i huri ahau ki ngā mātanga, ngā pūkenga hoki o te ao mātauranga Māori hei taunaki i te whakautu ki te pātai. 
Ka tūhura te rangahau nei i te rētōtanga o te ao Māori, ka titiro hoki ki te āhua i Māori ai ētahi āhuatanga me te whakautu, he ahurea Māori i Māori ai tētahi āhuatanga, tētahi mahi, tētahi tangata, tētahi whakahaere rānei – ko te pū ahurea Māori tēnei. Ka titiro anō hoki te rangahau nei ki te whakaaro Māori hei tūāpapa mō te pū ahurea Māori, te wāhanga ki ngā kaupapa tuku iho me te whakaatu a te tikanga i te kaupapa. 
Ko te hua o te rangahau nei, he tuku i te rauemi e taea ai te tangata te tautuhi me te ine i te pū ahurea Māori hei ārahi i te aromātaitanga o ngā mahi Māori.

year: 2015

title: The significance of communicating in enacting decisions

authors: Huebner, Hartmut

subjects: corporate communications

abstract: Purpose – Rational modes of decision-making, followed by communication of the decision to stakeholders, leading to implementation of the decision is taken as a given in most management theories. The role of corporate communication managers in many cases is to support this process via standard communication tools. This study aims to challenge the efficacy of this model by drawing on discourse and strategy-as-practice perspectives in order to explain the link between managed communication and performance in terms of enacting decisions.

Design/methodology/approach – Following an ethnographic case study approach, the research analyses communication discourse at Intech, a major international conglomerate based in Germany. Data was collected over a period of 15 months, structured and thematic analysis conducted, supported by ATLAS.ti computer-aided qualitative data analysis software. Methods of discourse analysis were applied in order to explain concrete practices.

Findings – A key contribution is to provide a framework that enables researchers and practitioners to understand in-depth the setting in which decision-related communication takes place, as recently demanded by Suchan and Charles (2006). Three critical fields of action for effective communication and strategy implementation are identified: giving decisions voice; facilitating the legitimisation process for decisions; and developing alternatives to cascading as a mode of decision implementation.

Research implications/limitations – Researchers may adopt the alternative view of corporate communication proposed and test or apply it in further case studies or in more large-scale, perhaps quantitatively oriented research projects across companies and cultural boundaries.

Practical implications – For practitioners, a key challenge lies in implementing modes of legitimisation into managed communication.

Originality/value – This paper makes the case for an alternative approach to enacting decisions via practices of managed communication, based on the insights gained from the Intech case.

text: The significance of communicating in enacting decisions Purpose – Rational modes of decision-making, followed by communication of the decision to stakeholders, leading to implementation of the decision is taken as a given in most management theories. The role of corporate communication managers in many cases is to support this process via standard communication tools. This study aims to challenge the efficacy of this model by drawing on discourse and strategy-as-practice perspectives in order to explain the link between managed communication and performance in terms of enacting decisions.

Design/methodology/approach – Following an ethnographic case study approach, the research analyses communication discourse at Intech, a major international conglomerate based in Germany. Data was collected over a period of 15 months, structured and thematic analysis conducted, supported by ATLAS.ti computer-aided qualitative data analysis software. Methods of discourse analysis were applied in order to explain concrete practices.

Findings – A key contribution is to provide a framework that enables researchers and practitioners to understand in-depth the setting in which decision-related communication takes place, as recently demanded by Suchan and Charles (2006). Three critical fields of action for effective communication and strategy implementation are identified: giving decisions voice; facilitating the legitimisation process for decisions; and developing alternatives to cascading as a mode of decision implementation.

Research implications/limitations – Researchers may adopt the alternative view of corporate communication proposed and test or apply it in further case studies or in more large-scale, perhaps quantitatively oriented research projects across companies and cultural boundaries.

Practical implications – For practitioners, a key challenge lies in implementing modes of legitimisation into managed communication.

Originality/value – This paper makes the case for an alternative approach to enacting decisions via practices of managed communication, based on the insights gained from the Intech case.

year: 2008