Dick Hubbard is the founder of Hubbard's Foods Limited. The company is a cereal manufacturer located in Mangere, Auckland. This case highlights the entrepreneurial flair that Dick has, as well as his stance on social responsibility. Hubbard's has grown from a micro-business into a large business with 120 staff, while maintaining a family based culture. It is this question of whether the business should grow further that is the focus of the case.

The Warehouse has been a company synonymous with growth and success in New Zealand since Stephen Tindall founded the company in 1982. By 1999, The Warehouse had become the largest retailer in New Zealand and had continued to steam ahead since. In early 2001, incoming CEO Greg Muir faced a real challenge in transferring that success across the Tasman into Australia. In August 2000, The Warehouse had acquired the Clint's Crazy Bargains/Silly Solly's chain of 115 discount variety stores in Australia. Could The Warehouse implement their format in Australia and would it be as successful as in New Zealand?

This paper uses data from a survey of women involved in the Australian sugar industry to present evidence of the strategies which could be introduced by agri-political groups to increase women's involvement in agricultural leadership. Of the 181 positions of elected leadership in the Australian sugar industry's agri-political group, CANEGROWERS, none is held by a woman. Factor analysis of the 233 returned survey responses revealed that there are five types of strategies that could be implemented to address this inequity. These are: organisational strategies, education and training strategies, remuneration strategies, support strategies and practical strategies. The paper concludes by drawing attention to the fact that few strategies have been adopted by agricultural organizations to address men's numerical dominance of positions of leadership.

“I feel shattered. My soul aches. My stomach is queasy. My heart is in tatters.

Yours in total despair.”

Daniel O'Reagan (2001).”

This case revolves around what would normally have been a seemingly straightforward business decision. Instead, the events surrounding the reported closing of the Monteith's Brewery came to capture the New Zealand public's imagination and attention. Over a period of weeks in March 2001, it soon became clear that there was more at stake than simply the survival of a local brewery. The “Monteith's Affair,” as we shall call it, was to become the site, and catalyst, for an extensive discussion concerning the intersection of ‘good’ business practice, community and globalisation.

This definitely was not the type of day that St. James Hospital CEO, Paul Ryan, was expecting. As the groundbreaking ceremonies for the Hospital's new addition were about to begin, Paul found himself facing an unsympathetic press and an angry group of protesters. Clearly, he had a crisis on his hands.

St. James Hospital in Parramatta (Western Sydney area of New South Wales, Australia) is a 400-bed multi-specialty community hospital providing ambulatory care, acute care, and psychiatric care services to residents living within the five suburbs of Auburn, Holroyd, Parramatta, Blacktown, and Baulkhaum Hills in the area of Western Sydney. The population of this area is multi-cultural with nearly one-third of the population born overseas and thirty percent speaking a language other than English. The area's population also differs from the population of New South Wales in other demographic characteristics. Table 1 shows some of these differences, although the data do not always allow direct comparisons. These differences have presented the management and staff of St. James Hospital with special socio-cultural, financial, and communication challenges.

Vision: A school community founded upon a tiriti based relationship that nurtures enthusiastic learners, values diversity and celebrates success.

Newton Central School is a decile four, multicultural school in the ‘heart’ of Central Auckland close to the Ponsonby/Karangahape Road intersection. The past two to three years have seen a change of the cultural and economic make up of the school community, in part due to the gentrification of the inner city area. Many lower socio-economic Maori and Pacific Island families have moved from the area as change has taken place. However because of its character and programme offered, it attracts diversity and has retained its multicultural make-up.