DOCSLIB.ORG

Towards 2040: Smart Capital

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Towards 2040: Smart Capital WELLINGTON TOWARDS 2040: SMART CAPITAL WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 1 CONTENTS 4 A strategy for Wellington 5 Developing the strategy 6 Global trends facing Wellington 7 Our response: City strengths 8 A vision for Wellington Building a smart capital Building a resilient capital 11 Four goals for Wellington 12 People-centred City Why a People-centred city? Building place and identity Building vibrant and resilient communities 20 Connected City Why a Connected City? Connecting places Connected people and ideas 26 Eco-City Why an Eco-City? Building sustainability and resilience Developing the green dividend for Wellington 32 Dynamic Central City Why a Dynamic Central City? A dynamic and vibrant city centre A sustainable and resilient city centre 41 Implementing the strategy: What will the Council do? MAYOR’S FOREWORD Tēnā koutou katoa. We Wellingtonians love our city and engage actively I’m delighted to launch this strategy. Wellington in its development. We see this in the high levels has come a long way in recent decades. Our of commitment to volunteer activities across compact cosmopolitan capital city has one of Wellington’s communities and passionate debate the best lifestyles in the world in a beautiful on many issues. This strategy will ensure that natural setting. We’re home to world-class talent, Wellington will continue to be a city of which we successful businesses, new technologies and a are proud. creative sector to be proud of. The vision for Wellington is underpinned by four However, the world is a changing place. We can’t city goals. These goals are based on the city’s stand still and expect to achieve the success we competitive advantages – our highly skilled want for the future. Globally, cities are facing and innovative population; our strong ‘eco-city’ challenges of economic and environmental performance; our position as New Zealand’s capital uncertainty, population changes, and increasing connected culturally and socially to the world; and demands on city resources and services. our compact city form. As we respond to these challenges together, Many cities aspire to one or more of these goals we need to think and act deliberately to grow but Wellington’s combination of strengths is unique. Wellington’s resilience. We need a strong focus These goals describe a distinctively Wellington on a thriving diversified economy and good approach to guide our decisions about what we need opportunities for our people. Council’s strategic role to do now and in the future to ensure that Wellington includes leadership in urban design and protection is economically, socially and environmentally thriving of our natural and built heritage – our sense and prosperous. of place. Wellington’s city strategy will inform the future The year 2040 marks the bicentenary of two work and investments of our City Council. significant events – the signing of the Treaty of Success will also require the contribution of all Waitangi and the first Wellington Town Board. sectors and many individual Wellingtonians. I want As such it provides a useful timeframe for thinking to see effective collaboration between organisations, about Wellington’s future. This strategy sets out sectors and cities. where Wellington needs to head to secure our city’s Wellington’s success is closely related to future, starting with actions to be taken right now. New Zealand’s success. I look forward to developing Wellington’s city strategy will position Wellington strong partnerships with communities, individuals as an internationally competitive city with a and businesses here and overseas, as we work strong and diverse economy, a high quality of together to develop Wellington’s exciting future. life and healthy communities. It acknowledges and builds on our current success as New Zealand’s creative and events capital and is based on evidence and research. It provides a platform for world-leading exemplars – socially, Celia Wade-Brown culturally, environmentally and economically. Mayor of Wellington WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 3 WELLINGTON TOWARDS 2040: SMART CAPITAL Wellington City Council’s vision for Wellington is focused on the future development of the city over the next 30 years – starting from today. It builds on Wellington’s strengths, acknowledges the challenges the city faces now and over the medium to long-term, understands the changing role of cities, and is informed by Wellington’s communities. It is a statement of the future that we want for Wellington and how we believe this can best be achieved. We will act with urgency to build the economic, physical and social resilience of our city. The purpose of developing a Cities are not static. They grow, A strong economy will support Wellington has a world-class strategy for Wellington City is to shrink, prosper, fail, at the mercy Wellington to meet many of these quality of life, a physical acknowledge the need to build our of luck and circumstance. The challenges. A prosperous and environment of outstanding resilience – economic and social, story of the American rust belt is resilient economy that delivers beauty, a highly skilled population, physical and environmental – and an example of shifting fortunes quality jobs for all Wellingtonians healthy communities, and a to emphasise the urgency in which – when the industries moved at all skill levels requires strong reputation for creativity and quality we need to act to achieve this. away, so did people. Yet other city foundations. The city needs events. These are the strong city Wellington needs to respond to cities show that they can adapt to invest in the infrastructure foundations on which Wellington some big challenges. Like other and survive. The difference is and environment that supports can act deliberately and decisively cities it is experiencing economic resilience. business to innovate and thrive. to build its future, recognise downturn; an ageing population; We need to be economically We need to protect and enhance opportunities, and respond the need to respond to climate resilient – by reducing our our outstanding quality of life, that proactively to current and future change; increasing resource dependence on central attracts the best and the brightest challenges. scarcity; the pace of technological government employment and to live in our city and region. Local government has an change; and competition to increasing the diversity of Wellington’s city strategy important contribution to make, attract skilled and talented people Wellington’s economy. We need acknowledges and builds on but is just one player in shaping to live and work in the city. to be physically resilient – with our achievements and previous Wellington’s future. Furthermore, Wellington faces infrastructure that protects our successful transformations. From To deliver the changes needed this as a small city in a small urban and natural environments the quiet government town of the will require the efforts of all of country at a time when growth from natural events – earthquakes 1980s Wellington has become Wellington’s communities; strong and prosperity is becoming and the impacts of climate New Zealand’s ‘Creative Capital’, partnerships with the region, the increasingly concentrated in large change; and urban activity – transforming the entertainment, rest of New Zealand and further global cities and city-regions. population growth and arts, culture and economic base of afield; and a clear understanding Standing still is not an option. resource use. the city. Wellington’s strengths as of the city’s strengths and the The status quo will not deliver the And we need to be socially and a creative city will continue to be a challenges we face. future we want for Wellington in culturally resilient – understanding big part of our future. the short- or long-term. the needs of our communities, valuing the participation and knowledge of Wellingtonians, and working to ensure all can take part in the life of the city. PAGE 4 WELLINGTON TOWARDS 2040: SMART CAPITAL DEVELOPING THE STRATEGY We have developed a strategy for Wellington that is supported by four city goals: • PEOPLE-CENTRED CITY • CONNECTED CITY • ECO-CITY • DYNAMIC CENTRAL CITY Each of the city goals is associated with priority outcomes for Wellington to achieve. Taken together, this strategic positioning of the city will support our economic, social, physical and environmental resilience into the future. How we got here • research on implications of What did people say? Wellington’s stunning natural Work on developing the strategy global trends – identification Between June and August 2011, setting, vibrant creative has taken place over two years of Wellington’s strengths, the City Council gathered views downtown feel, public transport and involved the expertise and weaknesses, challenges from Wellingtonians on the draft and cycling and walking input of many Wellingtonians. and opportunities in light of strategy document. People were infrastructure, all topped the list It has drawn on what we know those trends able to give their feedback in of what people love about the to be good practice from cities • exploration of alternative written form; by making an online city. The relationship between around the world and closer to scenarios – understanding submission; filling out a feedback Wellington’s quality of life and home. It is informed by research how critical underlying form; or talking to the Mayor, ability to attract talent and on global trends – identifying what trends could play out and Councillors and Council staff business was a strong theme we need to respond to now and give rise to divergent futures directly at the many workshops and one where we need to pay in the future. It reflects the city’s for Wellington and forums both during the more attention. strengths and where Wellingtonians development of the draft Wellingtonians also clearly told have said they want to head in the • workshops with elected document and during the us not to be complacent.
Load more

Recommended publications
  • New Zealand by Claire Bruell
    New Zealand by Claire Bruell ew Zealand is composed of two islands, the North Island century. Its website* lists a VHS Nand the South Island. The capital is Wellington, at the video 16 minutes “A Guide for foot of the North Island; the largest city is Auckland in the north New Readers” (VHS) available for of the North Island. Christchurch and Dunedin are the two major NZ$35 published 1996. This is an centers in the South Island. introduction to the reference and European explorers first came to New Zealand at the end of research service at Archives New the 18th century and a steady stream of traders, whalers, sealers Zealand Head Office in Wellington. and missionaries followed in the early nineteenth century. Regional offices in Auckland, Christchurch and Dunedin British rule was formalized by the Treaty of Waitangi signed are repositories for government archives originating within by both the native Maori and representatives of the Queen of these geographical areas. The head office in Wellington holds England in 1840. At this time, an estimated 1,200 Europeans lived records for that region as well as some that originate in other in the North Island and 200 lived in the South Island. Most of areas. the main cities were founded in the 1840s. A large number of The publication (1990) “Family History at National Archives” people came in the 1850s and 1860s, when gold was discovered by Bridget Williams describing records held by Archives NZ is in Coromandel and Thames in the North Island, and in Nelson, now out of print.
    [Show full text]
  • Our Wellington 1 April-15 June 2021
    Your free guide to Tō Tātou Pōneke life in the capital Our Wellington 1 April — 15 June 2021 Rārangi upoku Contents Acting now to deliver a city fit for the future 3 14 29 Kia ora koutou An important focus for the 2021 LTP is on Did you know you can… Planning for our future Autumn gardening tips This year will be shaped by the 2021 Long-Term infrastructure – renewing old pipes, ongoing Our contact details and Spotlight on the From the Botanic Garden Plan (LTP) and as such, is set to be a year of investment in resilient water and wastewater supply, and on a long-term solution to treat the helpful hints Long-Term Plan important, long-lasting, city-shaping decisions. 31 Every three years we review our LTP sludge by-product from sewage treatment. 5 16 Ngā huihuinga o te with a community engagement programme All this is expensive, and we’ve been Wā tākaro | Playtime Tō tātou hāpori | Our Kaunihera, ngā komiti me that sets the city-wide direction for the next working hard to balance what needs to be done with affordability. Low-cost whānau-friendly community ngā poari ā-hapori 10 years. It outlines what we will be investing in, how much it may cost, and how this will Your input into the LTP and planning for activities The life of a park ranger Council, committee and be funded. It provides guidance on how we Te Ngākau Civic Square, Let’s Get Wellington community board meetings 6 18 will make Wellington an even better place Moving and Climate Change will be critical in helping balance priorities and developing Pitopito kōrero | News Ngā mahi whakangahau 32 to live, work, play and visit as we go into the future.
    [Show full text]
  • Arts and Culture Strategy
    WELLINGTON CITY COUNCIL ARTS AND CULTURE STRATEGY December 2011 Te toi whakairo, ka ihiihi, ka wehiwehi, ka aweawe te ao katoa. Artistic excellence makes the world sit up in wonder. 1. Introduction Wellington is a creative city that welcomes and promotes participation, experimentation and collaboration in the arts. It has a tolerant population that is passionate and inquisitive. We acknowledge the unique position of Māori as tāngata whenua and the Council values the relationship it has with its mana whenua partners. Much of what makes New Zealand art unique lies in what makes New Zealand unique – our indigenous culture. As the capital of New Zealand, we are the seat of government and home to an international diplomatic community that connects us to the world. Wellington provides tertiary training opportunities in all art forms; has the highest rate of attendance in cultural activities1. Wellington’s arts and cultural environment is a strongly interconnected weave of: arts organisations (of many sizes); individual arts practitioners; volunteers; audience members; the general public; funders/supporters; and industries such as film and media. Wellington is fortunate to be home to many leading arts organisations and businesses that deliver world class experiences, products and services; attract and retain talented people; and provide essential development and career pathways for arts practitioners in the city. However, the current financial environment and other factors are damaging our arts infrastructure as organisations face reduced income from sponsorship, community trusts, and in some cases, public funding. This is constraining their ability to develop and deliver to their full capability, and some organisations may struggle to survive long term.
    [Show full text]
  • Wellington Management Company
    WELLINGTON FUNDS DISTRIBUTORS INC. Form CRS Customer Relationship Summary Introduction Wellington Funds Distributors Inc. (WFD) is a broker-dealer affiliate of Wellington Management Company LLP, a Securities and Exchange Commission (SEC) registered investment adviser (together with its global investment advisory affiliates, Wellington Management). WFD is registered with the SEC as a broker-dealer and is a member of the Financial Industry Regulatory Authority, Inc. (FINRA) and the Securities Investor Protection Corporation (SIPC). Investment advisory and brokerage services and fees differ and it is important for you to understand these differences. Free and simple tools are available to research firms and financial professionals at Investor.gov/CRS, which also provides educational materials about broker-dealers, investment advisers, and investing. What investment services and advice can you provide me? WFD provides brokerage services for the limited purpose of offering and recommending investment funds managed and sponsored by Wellington Management or Wellington Trust Company, NA (collectively, Sponsored Funds), and externally sponsored vehicles (e.g., mutual funds) managed by Wellington Management (Mutual Funds, and with the Sponsored Funds, Wellington Funds) to certain retail investors. WFD offers such services on behalf of its affiliates, Wellington Management and WTC. WFD does not enter into any contractual or other brokerage arrangement with retail investors. You should be aware of the following information about our services: • We offer and recommend only proprietary Sponsored Funds and the Mutual Funds. Furthermore, our Sponsored Funds generally have minimum investment amounts, which may limit your eligibility to invest in certain Sponsored Funds. Other firms may be able to offer you a broader array of investment options.
    [Show full text]
  • Global Proxy Voting Guidelines Are Written to Apply Globally, Differences in Local Practice and Law Make Universal Application Impractical
    Wellington Management established these guidelines to document positions generally taken on common proxy issues voted on behalf of clients. Upon a client’s written request, Wellington Management Company LLP (“Wellington Management”) votes securities that are held in the client’s account in response to proxies solicited by the issuers of such securities. These guidelines are based on Wellington Management’s fiduciary obligation to act in the best interest of its clients as shareholders. Hence, Wellington Management examines and votes each proposal so that the long-term effect of the vote will ultimately increase shareholder value for our clients. Because ethical considerations can have an impact on the long- term value of assets, our voting practices are also attentive to these issues, and votes will be cast against unlawful and unethical activity. Further, Wellington Management’s experience in voting proposals has shown that similar proposals often have different consequences for different companies. Moreover, while these Global Proxy Voting Guidelines are written to apply globally, differences in local practice and law make universal application impractical. Therefore, each proposal is evaluated on its merits, considering its effects on the specific company in question and on the company within its industry. It should be noted that the following are guidelines, and not rigid rules, and Wellington Management reserves the right in all cases to vote contrary to guidelines where doing so is judged to represent the best interest of its clients. The goal of our stewardship activities — engaging with companies and voting proxies on our clients’ behalf — is to support decisions that we believe will maximize the long-term value of securities we hold in client portfolios.
    [Show full text]
  • Australia and New Zealand 120°E 130°E 140°E 150°E 160°E 170°E 180° 10°S Sydney Townsville Wellington Sydney Townsville Wellington N
    40°S 30°S 20°S 10°S 0 Kalgoorlie-Boulder Port Hedland 120°E 800 km 1600 130°E Australia andNewZealand Alice Springs Darwin Super Teacher Worksheets - 2400 140°E Broken Hill Townsville Melbourne Mackay 50°S www.superteacherworksheets.com Sydney Hobart 150°E CANBERRA 160°E W Kingston N S E 170°E Auckland Dunedin Tropic ofCapricorn WELLINGTON 180° Name: Australia & New Zealand Latitude and Longitude Using the map, tell which cities of Australia and New Zealand can be found at each latitude and longitude coordinates. Alice Springs Canberra Hobart Mackay Sydney Auckland Darwin Kalgoorlie-Boulder Melbourne Townsville Broken Hill Dunedin Kingston Port Hedland Wellington a. 48°S, 147°E b. 32°S, 141°E c. 41°S, 174°E d. 23°S, 134°E e. 29°S, 168°E f. 19°S, 146°E g. 34°S, 151°E h. 36°S, 174°E i. 12°S, 131°E j. 35°S, 149°E k. 21°S, 149°E l. 20°S, 118°E m. 46°S, 170°E n. 37°S, 145°E o. 30°S, 121°E Super Teacher Worksheets - www.superteacherworksheets.com ANSWER KEY Australia & New Zealand Latitude and Longitude Using the map, tell which cities of Australia and New Zealand can be found at each latitude and longitude coordinates. Alice Springs Canberra Hobart Mackay Sydney Auckland Darwin Kalgoorlie-Boulder Melbourne Townsville Broken Hill Dunedin Kingston Port Hedland Wellington a. 48°S, 147°E Hobart b. 32°S, 141°E Broken Hill c. 41°S, 174°E Wellington d. 23°S, 134°E Alice Springs e.
    [Show full text]
  • Case Study: New Zealand
    Case Study: New Zealand Background Because of its geographic location, its dependence on tourism, and the absence of a comprehensive rail network, New Zealand has developed a large international and national airports network over the years. Until 1966, almost all New Zealand important airports were developed by the State and remained under the central Government ownership and management. There are three main international airports. First, Auckland Airport is the busiest and the main international airport. It is the only airport serving the Auckland metropolitan area, which gathers a third of the country’s total population. Second, Wellington International Airport is also a major domestic hub serving mainly business and government. International flights at Wellington Airport are principally from/to Australia. Third, Christchurch International Airport is the major international airport in the South Island, where it acts as the main hub and attracts a significant share of New Zealand’s international tourist traffic. There are other international airports in New Zealand, such as Dunedin, Hamilton, Queenstown, and Palmerston North, which also get flights from other countries (mainly Australia). Other commercial airports serve domestic and regional traffic. Commercialization/privatization: Airports The commercialization of New Zealand’s airports started early. First, the 1961 Joint Airport Scheme established the principles that resulted in both central and local governments jointly owning and operating airport facilities. The objective of this policy was both to benefit from the expertise of local governments on regional economic needs and opportunities, and to make local government directly invest in airport infrastructure. In 1974, 24 airports throughout New Zealand were under a joint venture ownership.
    [Show full text]
  • A Hamilton Family History John Hamilton's Story
    A HAMILTON FAMILY HISTORY Nelson Provincial Museum: April 1868 4057/2 JOHN HAMILTON’S STORY 1823 - 1911 1. INTRODUCTION John Hamilton was the great grandfather of my wife, Elizabeth Hamilton. This story started in March 2007 when Elizabeth and I went for a holiday to New Zealand. Having already visited the North Island, we planned to visit as much as we could of the South Island in the relatively short time we had available. We planned an itinerary that would give us a feel of the major towns as well as the major southern attractions of the Milford and Doubtful Sounds and the majestic mountains of the West Coast. We visited the towns of Fox Glacier Greymouth, Cobden, Westport and Nelson before getting the ferry across Cook Strait to Wellington. We were aware that John Hamilton had come to New Zealand and settled there and we were also aware that he had a hotel, the Imperial, in Wellington when he died so we decided to allow three days for research. In retrospect this was grossly inadequate and it was only a matter of months before we returned. Before we left home we had a little information. We had details of the hotel and the correspondence that led to the sale of the Imperial in 1966 and the final winding up of John Hamilton’s estate. The hotel had been a source of income to the family for a number of years but Elizabeth’s grandfather, Samuel Hamilton, had died in 1949 as had several of his children and the income was being distributed to a larger number of people that was now including some of Samuel’s grandchildren.
    [Show full text]
  • Capital-Connection-FARES-Brochure
    SINGLE FARE EFFECTIVE 1 AUG 2015 ADULT SINGLE FARES PALMERSTON NORTH 35.00 21.00 19.00 14.00 13.50 10.00 SHANNON 29.00 15.50 14.00 10.00 7.00 7.00 LEVIN 25.50 11.00 9.50 6.00 5.00 9.00 OTAKI 19.50 7.00 6.00 4.00 7.00 10.00 WAIKANAE 14.50 4.50 4.00 5.50 8.50 11.50 PARAPARAUMU 13.50 3.50 4.50 6.50 9.00 12.50 WELLINGTON 10.00 11.00 14.00 19.00 21.00 25.50 WELLINGTON PARAPARAUMU WAIKANAE OTAKI LEVIN SHANNON NORTH PALMERSTON CONCESSION SINGLE TEN TRIP FARE ADULT TEN TRIP PALMERSTON NORTH 276.50 165.00 149.00 111.50 105.50 78.50 SHANNON 229.00 122.50 112.00 77.50 55.50 55.50 LEVIN 202.00 85.00 74.50 48.50 38.50 72.50 OTAKI 153.00 55.50 46.50 33.50 53.50 77.50 WAIKANAE 116.00 34.50 31.50 45.00 67.50 89.50 PARAPARAUMU 105.00 26.00 36.00 49.50 71.50 98.50 WELLINGTON 77.50 85.50 111.50 150.50 167.00 200.50 WELLINGTON PARAPARAUMU WAIKANAE OTAKI LEVIN SHANNON NORTH PALMERSTON CONCESSION TEN TRIP CONCESSION FARES CHILD POLICY This applies to children aged 5-15 The child age is up to 15 years inclusive, fulltime secondary and inclusive and children aged 0-4 tertiary students in uniform or with years inclusive travel free if sitting a current school ID, and SuperGold on an adults knee, one child per cardholders.
    [Show full text]
  • Sylvia Park and the Mt Wellington Area Sunee Yoo
    Give Us Space Improving community well-being by enhancing performance and communication of semi-public space in the evolving public realm Analytical Tools Semi-Public Space Conflicts and Alliances in Primary Metropolitan Centres: Sylvia Park, Mt Wellington, Auckland Background to Case Study: Sylvia Park and the Mt Wellington Area Sunee Yoo [ WORKING DOCUMENT GUS/SP2.2] The Auckland Isthmus Historically, the lands and waters of Tāmaki Makaurau (Auckland) have always been highly contested. The isthmus not only offered rich volcanic soils, many waterways and inlets, but also a strategic location for trade. Auckland was centered on interconnecting trade routes between the Bay of Plenty, Coromandel, Waikato and Northland.*https://teara.govt.nz/en/tamaki-tribes/page-1 Around 1250 A.D., voyagers on canoes from East Polynesia became the earliest settlers of New Zealand. Among the many canoes, the Tainui canoe pulled ashore at Waitematā Harbour (Auckland Harbour) and its descendants put down roots in the Auckland Isthmus.*https://teara.govt.nz/en/tamaki-tribes/page-1 And by the 19th century, much of the Hauraki Gulf, including the eastern coast of Auckland, was inhabited by the descendant tribes of Marutūahu of the Taninui canoe. Fig. 1. Map of the Auckland Metropolitan area illustration the distribution of rich volcanic soils developed on Auckland basalt. Case Study site highlighted. http://www.thebookshelf.auckland.ac.nz/docs/Tane/Tane- 29/2%20Prehistoric%20pa%20sites%20of%20metropolitan%20Auckland.pdf (4) Ngāti Pāoa: Iwi of the Mokoia Pā, Maungarei and Mauinaina (Mt Wellington, Panmure area) For many years prior to European contact, Ngāti Pāoa, a descendant tribe of Marutūahu, occupied the stretch of land from the Thames estuary, the Hūnua Ranges, east Tāmaki, Waiheke Island and the coast northward to Whangaparāoa.
    [Show full text]
  • UNION ORGANISER Wellington/Dunedin
    UNION ORGANISER Wellington/Dunedin E tū is New Zealand’s largest private-sector union. We represent, organise and campaign with working people across Aotearoa New Zealand. We currently have vacancies for Union Organiser positions based in both Wellington and Dunedin office covering the Otago area. This very rewarding role involves working alongside E tū union members and working people to organise and advocate for a better, fairer experience at work and in society. The focus of the role may change over time between advocacy, organising and campaigning, depending on the needs of the union and a personal development plan. The role involves supporting and developing workplace and community leaders to build collective power. This role requires a person with strong social justice principles, energy and the confidence to advocate on behalf of members Previous experience as a union delegate/organiser or advocate in another campaigning organisation is an advantage. All organising staff develop and work to clear plans to achieve the Union’s goals. Training is provided. Applicants must be self-motivated, able to work independently within a dynamic team and have a strong commitment to working people and the union movement. A current full NZ driver’s licence, computer literacy and good verbal and written communication skills are required. For further information about E tū please visit our website www.etu.nz. For a job description, please contact: Lorraine Cunningham. To apply, please send your CV along with a covering letter by 5 pm on Friday 13th September to: [email protected] .
    [Show full text]
  • Exploring the Cultural Origins of Differences in Time Orientation Between European New Zealanders and Māori Kevin D
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by University of San Francisco The University of San Francisco USF Scholarship: a digital repository @ Gleeson Library | Geschke Center Organization, Leadership, and Communications School of Management 2012 Exploring the Cultural Origins of Differences in Time Orientation between European New Zealanders and Māori Kevin D. Lo University of San Francisco, [email protected] Carla Houkamau Follow this and additional works at: http://repository.usfca.edu/olc Part of the Anthropology Commons, International Business Commons, and the Sociology Commons Recommended Citation Kevin D. Lo, Carla Houkamau. Exploring the Cultural Origins of Differences in Time Orientation between European New Zealanders and Māori. NZJHRM. 2012 Spring. 12(3),105-123. This Article is brought to you for free and open access by the School of Management at USF Scholarship: a digital repository @ Gleeson Library | Geschke Center. It has been accepted for inclusion in Organization, Leadership, and Communications by an authorized administrator of USF Scholarship: a digital repository @ Gleeson Library | Geschke Center. For more information, please contact [email protected]. NZJHRM 2012 Spring Issue Exploring the Cultural Origins of Differences in Time Orientation Between European New Zealanders and Māori Exploring the Kevin D. Lo, School of Management, University of San Francisco Cultural Origins [email protected] and Carla Houkamau, Department of Management and International Business, University of Auckland1 of Differences [email protected] in Time Abstract: Previous research suggests that time orientation differs as a function of national culture. Orientation National cultures often cluster together by region, thus regional generalizations can provide insights on how cultures in a given cluster perceive time.
    [Show full text]