Incorporating indigenous values in corporate social responsibility reports

Purpose– The purpose of this paper is to show how a major state-owned enterprise in New Zealand uses its annual report to promote the image of an organisation concerned with the local community including Māori, the indigenous people of New Zealand, Māori values and their relationship with the environment. Design/methodology/approach – This longitudinal single case study of Mighty River Power Limited spans the period 2000 to 2009. It involves detailed examination of the narrative disclosures contained in the annual reports, including photographs, over the period of the study to determine whether Mighty River Power used the annual report to present a favourable image to the organisation’s stakeholders. Indigenous partnerships between the organisation and Māori trusts were also investigated to determine how these contributed to the corporate identity promoted in the annual reports. Findings – The analysis found that annual report was used to promote the image of an organisation upholding the Māori value of kaitiakitanga as part of its social responsibility to the local community and environment. Māori partnerships and community environmental group sponsorship were featured extensively in the images and narratives, with specific reference to indigenous values. Originality/value – This paper builds upon previous literature in the field of corporate social responsibility in annual reports and extends it to the state-owned enterprise sector in New Zealand, focusing specifically on the relationship between the entity and the indigenous community in which it operates

Letter to Timothy Coggins regarding the Southeastern Law Librarian, April 7, 1988

A letter from Elizabeth Schneider to Timothy Coggins regarding placing an advertisement for a job opening in the Southeastern Law Librarian

Letter to Mary Cross regarding SEAALL nominations for AALL Office, February 12, 1992

A letter from Elizabeth Schneider to Mary Cross asking for potential candidates for AALL Office

Procedure as Substance

This Article has been stimulated by the work of Professor Walter Murphy (Elements of Judicial Strategy) who employed the papers of United States Supreme Court justices to examine the ways a justice might go about increasing his influence on the shaping of public policy. Murphy suggested the strategies and tactics—conscious and unconscious—by which a justice might reach that end. This Article applies Murphy’s model to federal district judges, examining how one of the most distinguished, Judge Jack B. Weinstein, has employed the tools open to a federal trial judge. Judge Weinstein, of the U.S. District Court for the Eastern District of New York for forty-eight years, was not chosen because he is a typical district judge. On the contrary, he is a policy-oriented judge with striking abilities and immense energy who has been extraordinarily creative in his use of judicial power and remarkably innovative in his approach to both law and procedure. Among the earmarks of Judge Weinstein’s work has been taking the initiative from the attorneys, sometimes narrowing the scope of the issues before him, sometimes widening them, while in major cases trying to keep a broad array of parties and experts in the case and expecting that the attorneys before him will employ innovative substantive norms. In long, deeply thought-through and elegant opinions, Judge Weinstein has dug deeply into problems in order to provide illumination for judges and magistrate judges facing the same or similar difficult issues. He also has had the knack of getting visibility for his ideas. Judge Weinstein’s persuasiveness has also been manifest by his authoring treatises, casebooks, and many hundreds of law review articles and speeches dealing with jurisprudential problems and/or the administration of justice. Beyond his persuasive abilities, Judge Weinstein’s efficacy has also been the result of the affect of an unusually attractive personality on his colleagues, the academic community, and many others