If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractThe new management paradigm states that managing people is about managing feelings. For many people, change is a very personal and emotional issue, and can be difficult, especially when it involves their work environment. Employee resistance can pose significant obstacles to the planning and development of an office space relocation, particularly for projects that attempt to change the way in which people work. The relocation of employees is expensive, in terms of both operational costs and investments. This paper deals with both the psychological as well as the economic impacts of introducing a change. It is intended to equip facility managers who are delivering projects to understand not only the change process, but also more importantly, to discern why employees resist change and provide them with a multifaceted approach to facilitating the change process. One key element for managing the resistance to change is the use of effective, ongoing and varied communication vehicles. This paper includes an inventory of recommended communication tools that have proved to be both effective and successful. It will share experiences through 'lessons learned', that will demonstrate how 'skipping steps' in the process can jeopardise the success of the project. It is hoped to establish that time and resources expended towards the management of the resistance to change equate to time and effort well spent and can make the difference between success and failure.

Indigenous people in Canada have continuously been marginalized in economic participation due to an unequal relationship with the state. Many First Nations communities are looking to engage and be a part of the economy while overcoming this dependency. This article explores this unequal relationship and expands on how we can engage in economic activity from an Indigenous perspective to facilitate reconciliation. It takes into account community perspectives and concepts of traditional knowledge while looking at development, and partnerships while building economic capacity.

Collaboration between nations and sectors is crucial to improve regional preparedness against pandemic influenza. In 2008, a Virtual Symposium was organized in the Asia-Pacific region by the Asia-Pacific Economic Cooperation Emerging Infections Network (APEC EINet) to discuss pandemic preparedness. The multipoint videoconference lasted approximately 4.5 hours and was attended by 16 APEC members who shared best practices in public-private partnerships for pandemic influenza preparedness planning. Twelve of the 16 APEC members who participated responded to a post-event survey. The overall experience of the event was rated highly. Partnering public health, technology and business communities to discuss best practices in preparedness using videoconferencing may be an effective way to improve regional preparedness. Utilization of videoconferencing on a routine basis should be considered to improve preparedness among APEC members and enhance its usability during a pandemic.

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