Research has shown that trust is essential to the functioning of co-management. This is especially true in the Territory of Nunavut where wildlife is an integral part of the lifestyle and culture of Nunavummiut (the people inhabiting Nunavut). In Nunavut, wildlife is managed by a co-management board situated in between federal, territorial, regional, and community governments and organizations. This research explores Inuit attitudes and trust in managing wildlife as part of a co-management system in the Kivalliq Region of Nunavut, Canada. Interviews were conducted in the communities of Igluligaarjuk (Chesterfield Inlet), Tikirarjauq (Whale Cove), and Qamani’tuaq (Baker Lake). Even now with the 1993 settlement of the Nunavut Land Claims Agreement (NLCA) and the implementation of a public government in 1999, there is documented evidence that beneficiaries of the NLCA are dissatisfied with wildlife management decisions and do not trust the governing process of co-management. In this study, participants specifically indicated dissatisfaction with regulations and outcomes of current polar bear co-management. It has been predicted that conflicts specific to polar bear management could lead to regulations being ignored or even defied and endanger the entire system of wildlife co-management. Results from this research indicate that dissatisfaction over decisions involving polar bears is dominantly compartmentalized towards the outcomes of polar bear management and does not necessarily apply to the broader system of wildlife co-management. Therefore, in the Kivalliq Region, predicted impacts of dissatisfaction over polar bear co-management may apply directly to the polar bear co-management system but likely not the wildlife co-management system generally. This study provides a forum where Inuit trust in the wildlife co-management system is documented and I hope it will contribute to an increased understanding of Inuit goals in wildlife management and to the discourses on co-management in Nunavut.

The thesis deals with two types of organizational structure of a joint-stock company regard to changing legislation, effective from 1st January 2014. The work is initially focused on new type of organizational structure - a monistic organizational structure. It consists of the board of directors and the statutory director. The work explains the operation and scope of the company's bodies. The second type of organizational structure, which analyses the work, is dual organizational structure. It consists of the management board and the supervisory board. The work is based on the Civil Code and the Business Corporations Act.

This dissertation is composed of four essays that empirically investigate three topics in financial economics; financial stress and its leading indicators, the relationship between bank competition and financial stability, and the link between management board composition and bank risk. In the first essay we examine which variables have predictive power for financial stress in 25 OECD countries, using a recently constructed financial stress index. We find that panel models can hardly explain FSI dynamics. Although better results are achieved in country models, our findings suggest that financial stress is hard to predict out-of- sample despite the reasonably good in-sample performance of the models. The second essay develops an early warning framework for assessing systemic risks and predicting systemic events over two horizons of different length on a panel of 14 countries. We build a financial stress index to identify the starting dates of systemic financial crises and select crisis-leading indicators in a two-step approach; we find relevant prediction horizons for each indicator and employ Bayesian model averaging to identify the most useful predictors. We find superior performance of the long-horizon model for the Czech Republic. The theoretical literature gives conflicting predictions on how bank...