This paper uses survey information to examine several common assertions about the institutional prerequisites for successful profitability when a First Nation enters an economic enterprise either independently or in joint effort with an outside firm. In the winter of 2004–2005, we interviewed managers on both the First Nations and private sides of joint ventures and other business alliances in Canada, to determine what affected their recent profitability experience. We gathered information on the ages, sizes, and activities of the firms. We also gathered information about the firms’ management structures and relationship with the First Nation, and the characteristics of the government of the First Nation. With a sample size of 40 firms that responded, we found that several institutional characteristics affected profit positively: strong separation of management from band governance, participation in management planning, and the use of staggered terms in band council elections. We found that the likelihood of profitability decreased if the band had been in third party management as well as if there was formal participation of elders or hereditary chiefs in decision making. We offer interpretations of these results.
We often hear about the resistance of First Nation (FN) communities to the industrial model of forestry, but we hear less about what they wish to achieve. Translating FN perspectives into concepts that are understood by the mainstream society can help inform current and future forest policies. Such translation can support initiatives that seek ways to increase FN participation in the forest sector. This paper documents one process of translation. It identifies the principles and objectives for forest-based development of the Essipit Innu First Nation in Quebec, Canada, reflective of the deep roots that anchor the Essipit to their territory. Based on participatory research carried out between January and July 2013, we identify 34 objectives folded into three core FN principles: Nutshimiu–Aitun (identity–territoriality), Mishkutunam (sharing–exchange), and Pakassitishun (responsibility–autonomy). Our analysis shows that the economic aims of the dominant forestry model are too narrow for FN communities. This paper contributes to expanding FN engagement in forestry through management and economic approaches that are better adapted to their culture and values.
"Aboriginal economic development" differs from other forms of development by emphasizing aboriginal values and community involvement. Joint ventures, while providing business advantages, may not be able to contribute to aboriginal economic development. This paper examines two joint ventures in the interior of British Columbia to examine their ability or inability to contribute the extra dimensions of development desired by aboriginal communities. The AED framework examines business structure; profitability; employment; aboriginal capacity in education, experience, and finance; preservation of traditional values, culture and language; control of forest management over traditional territory; and community support. Established in the context of unresolved land claims, both enterprises partially contribute to aboriginal economic development, but in different ways and with different overall results.
"Aboriginal economic development" differs from other forms of development by emphasizing aboriginal values and community involvement. Joint ventures, while providing business advantages, may not be able to contribute to aboriginal economic development. This paper examines two joint ventures in the interior of British Columbia to examine their ability or inability to contribute the extra dimensions of development desired by aboriginal communities. The AED framework examines business structure; profitability; employment; aboriginal capacity in education, experience, and finance; preservation of traditional values, culture and language; control of forest management over traditional territory; and community support. Established in the context of unresolved land claims, both enterprises partially contribute to aboriginal economic development, but in different ways and with different overall results.
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