Content removed from thesis due to copyright restrictions: Seabrook-Davison, M. N. H., Weihong, J. J. & Brunton, D. H. (2010). "Survey of New Zealand Department of Conservation staff involved in the management and recovery of threatened species." Biological Conservation, 143: 212-219. doi: 10.1016/j.biocon.2009.10.005. Seabrook-Davison, M. N. H., Ji, W. & Brunton, D. H. (in press). "New Zealand lacks comprehensive threatened species legislation -- comparison with legislation in Australia and the USA." Pacific Conservation Biology, 16. / It is only recently that New Zealand wildlife managers have become aware of both the taxonomic range of New Zealand’ indigenous biodiversity and the number of species threatened with extinction. The entire New Zealand archipelago has been described as a biodiversity hotspot; a term with both negative and positive connotations as although its biodiversity is unique and diverse, it has lost three quarters of its primary vegetation and much of its remaining endemic biota is in decline. This thesis evaluated aspects of New Zealand’s approach to the management of biodiversity with an emphasis on methods used in the recovery of threatened species. Possible solutions are presented that New Zealand could investigate to improve the delivery of species recovery. A survey was conducted amongst Department of Conservation (DOC) staff to investigate management tools available to them. Results suggest that inadequate resources, staff shortages and an overwhelming workload have resulted in a failure to achieve comprehensive recovery of threatened species. A review of New Zealand wildlife conservation legislation and a comparison with the USA Endangered Species Act 1973 and Australian Environment Protection and Biodiversity Conservation Act 1999, suggests that a lack of dedicated threatened species legislation is hindering the effective recovery of New Zealand’s threatened species. The thesis concludes that New Zealand has the advantage of a large conservation estate but lacks an integrated national management approach to the conservation of its biodiversity. Considerable improvement of the management and recovery of threatened species can be achieved with the enacting of dedicated threatened species legislation. Keywords: Threatened species, biodiversity, biodiversity hotspot, conservation, management, recovery plans, recovery groups, Department of Conservation, legislation, threat classification system, listing, ecological function, ecosystem services, staff survey, New Zealand

Content removed from thesis due to copyright restrictions: Seabrook-Davison, M. N. H., Weihong, J. J. & Brunton, D. H. (2010). "Survey of New Zealand Department of Conservation staff involved in the management and recovery of threatened species." Biological Conservation, 143: 212-219. doi: 10.1016/j.biocon.2009.10.005. Seabrook-Davison, M. N. H., Ji, W. & Brunton, D. H. (in press). "New Zealand lacks comprehensive threatened species legislation -- comparison with legislation in Australia and the USA." Pacific Conservation Biology, 16. / It is only recently that New Zealand wildlife managers have become aware of both the taxonomic range of New Zealand’ indigenous biodiversity and the number of species threatened with extinction. The entire New Zealand archipelago has been described as a biodiversity hotspot; a term with both negative and positive connotations as although its biodiversity is unique and diverse, it has lost three quarters of its primary vegetation and much of its remaining endemic biota is in decline. This thesis evaluated aspects of New Zealand’s approach to the management of biodiversity with an emphasis on methods used in the recovery of threatened species. Possible solutions are presented that New Zealand could investigate to improve the delivery of species recovery. A survey was conducted amongst Department of Conservation (DOC) staff to investigate management tools available to them. Results suggest that inadequate resources, staff shortages and an overwhelming workload have resulted in a failure to achieve comprehensive recovery of threatened species. A review of New Zealand wildlife conservation legislation and a comparison with the USA Endangered Species Act 1973 and Australian Environment Protection and Biodiversity Conservation Act 1999, suggests that a lack of dedicated threatened species legislation is hindering the effective recovery of New Zealand’s threatened species. The thesis concludes that New Zealand has the advantage of a large conservation estate but lacks an integrated national management approach to the conservation of its biodiversity. Considerable improvement of the management and recovery of threatened species can be achieved with the enacting of dedicated threatened species legislation. Keywords: Threatened species, biodiversity, biodiversity hotspot, conservation, management, recovery plans, recovery groups, Department of Conservation, legislation, threat classification system, listing, ecological function, ecosystem services, staff survey, New Zealand

Content removed from thesis due to copyright restrictions: Seabrook-Davison, M. N. H., Weihong, J. J. & Brunton, D. H. (2010). "Survey of New Zealand Department of Conservation staff involved in the management and recovery of threatened species." Biological Conservation, 143: 212-219. doi: 10.1016/j.biocon.2009.10.005. Seabrook-Davison, M. N. H., Ji, W. & Brunton, D. H. (in press). "New Zealand lacks comprehensive threatened species legislation -- comparison with legislation in Australia and the USA." Pacific Conservation Biology, 16. / It is only recently that New Zealand wildlife managers have become aware of both the taxonomic range of New Zealand’ indigenous biodiversity and the number of species threatened with extinction. The entire New Zealand archipelago has been described as a biodiversity hotspot; a term with both negative and positive connotations as although its biodiversity is unique and diverse, it has lost three quarters of its primary vegetation and much of its remaining endemic biota is in decline. This thesis evaluated aspects of New Zealand’s approach to the management of biodiversity with an emphasis on methods used in the recovery of threatened species. Possible solutions are presented that New Zealand could investigate to improve the delivery of species recovery. A survey was conducted amongst Department of Conservation (DOC) staff to investigate management tools available to them. Results suggest that inadequate resources, staff shortages and an overwhelming workload have resulted in a failure to achieve comprehensive recovery of threatened species. A review of New Zealand wildlife conservation legislation and a comparison with the USA Endangered Species Act 1973 and Australian Environment Protection and Biodiversity Conservation Act 1999, suggests that a lack of dedicated threatened species legislation is hindering the effective recovery of New Zealand’s threatened species. The thesis concludes that New Zealand has the advantage of a large conservation estate but lacks an integrated national management approach to the conservation of its biodiversity. Considerable improvement of the management and recovery of threatened species can be achieved with the enacting of dedicated threatened species legislation. Keywords: Threatened species, biodiversity, biodiversity hotspot, conservation, management, recovery plans, recovery groups, Department of Conservation, legislation, threat classification system, listing, ecological function, ecosystem services, staff survey, New Zealand

Le métier de dirigeant est riche et complexe et un changement de « numéro un » mal appréhendé peut avoir un impact sur la performance socio-économique, la stratégie, la politique ou encore l’organisation de l’entreprise. Faciliter l’arrivée du nouveau dirigeant est donc un enjeu important pour la survie-développement de l’organisation, d’autant que sa socialisation organisationnelle reste peu étudiée. La première partie explicite les fondements conceptuels et méthodologiques de la recherche, et présente les terrains d’expérimentations de nos hypothèses et de nos outils. L’exploitation d’entretiens réalisés avec des dirigeants permet de définir le métier de dirigeant et de mettre en exergue les rôles et les compétences spécifiques du dirigeant salarié. La relation entre le dirigeant et sa Gouvernance est également étudiée. Son besoin particulier de socialisation organisationnelle est alors démontré, notamment par rapport à un repreneur d’entreprise et à un salarié « classique ». Dans la seconde partie, la théorie de la socialisation organisationnelle est adaptée au métier exigeant et unique de dirigeant, via le concept de Socialisation Organisationnelle du Dirigeant (SOD). Ce modèle répond aux besoins spécifiques de socialisation du dirigeant, notamment lors de l’intégration, étape charnière de la socialisation organisationnelle. Elle est constituée de quatre types de reprises : une reprise politico-stratégique, une reprise organisationnelle, une reprise managériale et une reprise du rôle de dirigeant. La qualité de ces reprises aboutit à la qualité de l’intégration du dirigeant, requalifiée d’intégration stratégique à cause de ses enjeux. Une grille d’analyse est proposée afin de permettre au nouveau dirigeant de mieux appréhender l’organisation qu’il va diriger, mais également ses propres besoins de socialisation organisationnelle au travers des variables et facteurs qui la composent. / The job of CEO is rich and complex and the "number one" change, poorly understood, may have an impact on the socio-economic performance, strategy, policy and the organization of the company. Facilitate the arrival of new manager is an important issue for the survival and development of the organization, as well as its organizational socialization remains little studied.The first part explains the conceptual and methodological research, and presents lots of experiments of our assumptions and our tools. We use interviews with executives to define the business leadership and highlight the specifics CEO’s roles and skills. The specific relationship between the leader and its Governance is also studied. Its specific needs of organizational socialization are then demonstrated, particularly in relation to a buyer company and a "classic" employee.In the second part, the concept of organizational socialization is suitable for demanding and unique leader, through the concept of CEO’s Organizational Socialization. This model meets the needs of leader’s socialization, especially during integration, organizational socialization’s milestone. It consists of three types of recoveries: politico-strategic, organizational and managerial. The quality of these recoveries led to the quality of leader’s integration, reclassified strategic integration because of its strategic challenges. An analytical framework is proposed to allow both the new leader to better understand the organization that will lead, but also its own needs through organizational socialization variables and factors that compose it.