Working together to drive change: weaving caring for Country practices into fire risk management on Djiringanj Country

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This article documents an action research Community-led project with the Merrimans Local Aboriginal Land Council Aboriginal Rangers on the Far South Coast of New South Wales. The Fire and Country Cultural Values Project explored how best to empower Community-led cultural connection that positively influences bushfire management. The cultural science team in the NSW Department of Climate Change, Energy, the Environment and Water (DCCEEW) is, we think, an Australian first. It is a group of government-employed Aboriginal staff who are supported to practice cultural science. Processes of colonisation have disrupted the sharing of cultural knowledge through family and extended kinship networks. While there has been significant growth in the interest and support for Aboriginal caring for Country practices, work to partner with communities to sustainably regrow cultural capacity and capability remains limited. The Fire and Country Cultural Values Project has led to increases in cultural identity through sharing knowledge; restoring pride, confidence and wellbeing and rebuilding kinship relationships between different communities on the south coast. This has enabled community members to participate in, and provide advice to, bushfire risk management planning to protect tangible and intangible cultural assets.

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  • Cite Count Icon 2
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  • BMC Health Services Research
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Measuring intangibles: managing intangibles for tangible outcomes
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Methodologies, processes and tools have long been established to effectively manage financial, and to some extent human, capital. When it comes to the measurement and management of intellectual capital and social capital, the expertise of organizations greatly diminish. This is most likely due to the lack of ability to accurately characterize and measure these intangible assets. The tangible assets such as financial and human capital are fundamentally different than the intangible assets categorized as social and intellectual capital. Intangible and tangible assets are not completely independent. Intangible assets coexist within the same organizational environment as tangible assets and are impacted by management decisions either purposefully or unknowingly. Thus they should be co-managed by the development of an understanding of their relationships. This involves the act of comparing and contrasting the effects of changes in inputs and processes on the outcomes relative to tangible and intangible assets. This paper addresses the key questions associated with the relationship of intangible assets to tangible resources and tangible outcomes.

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Firm Resources and Competitive Advantage of Meetings, Incentives, Conference and Exhibitions in Kenya
  • Sep 19, 2024
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  • Viola Owiyo

Studies have investigated the effect of firm resources on the management of firms, with very little being done on the attractiveness of Meetings, Incentives, Conferences and Exhibition (MICE) destinations. This study aims to examine how firm resources influence competitiveness of MICE destinations in Kenya. Tangible and intangible assets are the two main categorization of firm resources used for this study, with tangible assets being characterized by brand reputation, innovation and facilities and equipment, while tangible assets being characterized by technology, location and access to financial resources characterized intangible and tangible resources respectively Resource-Based View theory was adopted as the theoretical foundation of the study, as it analyses MICE destination as a bundle or resources which creates value that can never be imitated by competitors. The study applied explanatory research design anchored on positivist philosophical paradigm and the target population was 496 MICE establishments in Nairobi and South-Rift circuits. Purposive sampling technique was used to obtain a sample of 107 MICE establishments. Data collection was through closed-ended questionnaires, with marketing/or operations managers. Data was analysed through descriptive and inferential statistics. Study hypotheses were tested using F-statistic and t-statistics. Findings showed that tangible assets had no significant effect on competitiveness while intangible assets had a significant direct effect on competitiveness. Intangible assets were significant in determining competitive advantage of MICE establishment implying that they need to capitalize more on intangible assets as opposed to tangible assets. The study also confirms the falsifiability of RBV theory as regards tangible assets and therefore recommends exploring other theories to understand how tangible assets affect competitive advantage.

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