Traditional scholarship on corporate law evidences the lack of analysis undertaken to understand the interconnectivity between businesses and the societies in which they operate where , scholarship and case law had favored shareholder primacy. However, an analysis of Section 122 of the Canadian Business Corporations Act (CBCA), reveals that the ambiguous language of director’s duties under the CBCA allows for the courts to continue modernize the law inclusive of stakeholder rights without requiring statutory amendments. Therefore, this thesis argues that courts have the flexibility to interpret that directors are within their duties to balance the rights of both shareholders and stakeholders. In fact, this thesis argues that stakeholder theory is superior to shareholder theory in consideration of law and morality. By concluding that stakeholder theory is the new accepted standard in Canadian Corporate law, this paper offers directors guidance on how to perform their role in accordance with the CBCA.

The traditional approach to corporate governance in Canada has centered on shareholders. This model of governance is commonly referred to as shareholder primacy. The shareholder primacy model has recently been rejected by the Supreme Court of Canada in Peoples v. Wise and BCE v. 1976 Debentureholders. This paper will be argued that directors should be required to focus exclusively on increasing shareholder value in the change of control context. It is within the change of control context that shareholders most require fiduciary protection. In addition, the shareholder primacy rule provides an enforceable standard for evaluating the actions of directors. As stakeholders have a variety of mechanisms to ensure that their interests are not disregarded, they are not in need of fiduciary protection. In contrast, shareholders face greater risks, which validate a need to be protected by an exclusive fiduciary duty in the change of control context.

Traditional scholarship on corporate law evidences the lack of analysis undertaken to understand the interconnectivity between businesses and the societies in which they operate where , scholarship and case law had favored shareholder primacy. However, an analysis of Section 122 of the Canadian Business Corporations Act (CBCA), reveals that the ambiguous language of director’s duties under the CBCA allows for the courts to continue modernize the law inclusive of stakeholder rights without requiring statutory amendments. Therefore, this thesis argues that courts have the flexibility to interpret that directors are within their duties to balance the rights of both shareholders and stakeholders. In fact, this thesis argues that stakeholder theory is superior to shareholder theory in consideration of law and morality. By concluding that stakeholder theory is the new accepted standard in Canadian Corporate law, this paper offers directors guidance on how to perform their role in accordance with the CBCA.

Waterfront development is acknowledged as being significant to urban tourism planning and, ideally, the involvement of multiple stakeholders should be required in the development program. This research explores why and how Multi Stakeholder Approach (MSA) might contribute to good practice for the planning and decision-making processes for resource and environmental management, especially for long-term waterfront planning. Principles for the involvement of stakeholders in planning are reviewed and evaluated in the context of tourism and waterfront development in Manado, North Sulawesi, Indonesia. The principles of MSA are assessed in a situation in which there is tension between the achievement of socio-economic benefits and the protection of environmental quality. This research involved a mixed methods approach, combining quantitative and qualitative research techniques. Fieldwork comprising questionnaire surveys, interviews, on-site observations and the evaluation of planning documents were used to provide evidences of waterfront development in Manado, and the decision-making process that preceded it. Waterfront development in Manado has massively expanded the economic opportunities that are ugently required in less-developed countries. However, such develoment is occurring at the coast of adequate environmental protection. The study provides evidence of the links between MSA, waterfront development and tourism planning in a mid-sized city in a less-developed country. Governments and Manado waterfront developers expect high returns from MWD through increasing local revenues and a stronger regional economy. However, the sustainability of the development is debatable. A stronger economy, increased incomes and wider job opportunities are widely acknowledged, but an enhanced quality of life for local people is not yet certain, especially if environmental degradation continues. Successful MSA practices can enhance awareness which, in turn, can be used to increase the support of various stakeholders and, thereby, enhance benefit-sharing. Greater involvement of multiple stakeholders in Manado Waterfront Development (MSA) would be expected to enhance their contributions to a broad range of development issues such as tourism development, environment protection, social stability and the economy, leading in the direction of sustainability. This is relevant to the main purposes of MWD which is to create socio-economic advantages both for city residents and the region in which the city is located. MWD has greatly influenced the coastal areas and environmental modification is unavoidable. However, in the case of Manado, waterfront development is being achieved at considerable environmental costs. In a developing country which places economic gains as a priority, the tangible benefits appear to exceed the apparent costs in the short term. However, for the long term, the maintenance of environmental quality is very important.

This dissertation aims to use a system thinking approach to describe and evaluate the Lead-Acid Battery Recycling Program in British Columbia, compare it with other provincial regulated recycling programs and identify strategies on how it can be improved. The research is presented in the manuscript based format, comprised of four interrelated chapters. Following the introduction, chapter 2 describes a multiple regression analysis to assess how various factors identified by informed stakeholders have contributed to recycling rate in 14 transportation zones from 1995 to 2005. This study demonstrates that the existing recycling scheme ineffectively promotes recycling as it has achieved an average of 75% over the past 13 years with large fluctuations among transportation zones. The regression also shows that recycling rate of transportation zones are not highly influenced by LME lead prices and Transportation Incentive (which can be explained by the strong market power of the recycling plants responsible for setting up the price of scrap lead to which the collectors respond). Chapter 3 identifies key components that influence the performance of varied recycling systems based on a comparative analysis of provincial recycling systems informed by expert interviews. In chapter 4, comprehensive evaluation criteria for the lead-acid battery recycling program is developed based on objectives and performance measures elicited through an extensive stakeholder consultation process with various individuals and organizations. Fundamental objectives identified by stakeholders include: reduce environmental impacts, reduce occupational health impacts, reduce net costs, increase equity in resource consumption patterns and increase systematic learning. In chapter 5, we use multiple criteria decision analysis (MCDA) to design and assess effective recycling strategies to meet societal objectives previously identified in the chapter 4. Recycling strategies were compiled using the results of chapter 3. The results reveals that the optimal policy for the lead-acid battery recycling system combines a return to retailer program financed through an advanced disposal fee included in the battery price in combination with increased plant or recycling capacity domestically. This research also provides relevant contributions to the refining and application of value-focused thinking and decision analysis methodologies.

[Abstract]Market segmentation has been identified in the tourism marketing literature as an effective tool that can be used by management to meet the needs of a market more efficiently and effectively. It has been widely used by researchers seeking to develop tourism segments. Historically, most segmentation studies have developed tourism profiles at a destination using 1) a visitor questionnaire survey developed from studies in the literature or 2) secondary data. Very little research has taken a stakeholder approach to destination segmentation, despite many authors arguing the importance of utilising a stakeholder approach for destination management and marketing purposes. This research proposes a two-step approach to destination segmentation. It details this approach using one Australian destination. The two-step approach to segmentation begins with firstly understanding how tourism stakeholders at a destination segment their market before surveying tourists for the purposes of identifying segments. In contrast to previous tourist-focused segmentation studies, the two-step approach recommended and detailed in this study considers both tourism stakeholders and tourists. The segments devised from the proposed approach are then compared and contrasted with segments currently utilised by the destination marketing organisation (DMO). Step one involved interviewing 14 tourism stakeholders to determine how they segment the market. Based on these findings, a questionnaire survey was developed and data was collected from 852 tourists. This represented step two of the approach. Three tourism segments were identified through cluster analysis. Only one of these three segments was comparable with the segments defined by the DMO. The other two were not considered in the DMO segmentation. These segments represented over half of all tourists in the sample. Based on the sample in this study, the DMO segments target less than a quarter of the types of tourists visiting the destination. Contributions to theory and practice were identified. Firstly, it was recognised that different tourism stakeholders attract different tourists, not all stakeholders segment their market, and some stakeholders do not adhere to segments targeted by the DMO which may lead to an inconsistent message in the market. Secondly, the two-step approach is a new method incorporating a stakeholder view, which gives a more holistic view and a richer description for the segments obtained when compared with academic and practitioner segmentation approaches. The two-step approach can be utilised at other tourist destinations. The two-step approach to segmentation is capable of assisting tourism marketers to target more of the tourists frequenting the destination. This study suggests that many dollars may be wasted targeting tourists that are not likely to travel to the destination and not targeting those who would. Future research should be conducted at alternative destinations to further the understanding of the recommended two-step approach to segmentation.

It can be stated that performance measurement is the foundation of performance management in any construction organisation. Traditional financial performance measurement is not capable of capturing the true performance of an organisation. Thus the results of such financial performance measurement can not be used by managers to derive future performance in their organisations. The balanced scorecard (BSC) performance measurement approach used in other industries has been proposed for construction, as it takes into account critical wider perspectives. However, the construction BSC consists of four perspectives that are highly suitable for construction industry, namely business development, stakeholder management, process management, and innovation and learning. The primary objective of the research is to develop a balanced scorecard framework for construction contractors and measure performance of contractors using that framework. The results of the questionnaire s urvey carried out and follow-up interviews conducted among 34 senior managers in Melbourne revealed that the above performance measurement framework is appropriate to use in a contracting organisation. The respondents perceive that the process management perspective measurement is more desirable than others. The stakeholder management perspective received moderate rating, while business development and innovation and learning perspectives both received average importance rating by the respondents. An actual performance measurement carried out on seven contractors in Melbourne to illustrate the use of the BSC performance as a strategic performance management tool in construction reveals the following: 1. Contractors' current performance levels in regard to process management and business development are moderately high, while stakeholder management and innovation and learning performance are perceived to be average. The contractors also perceive that performance in regard to stakeholder management is of higher significance for their business success, and 2. Performance with regard to managing employees and launching knowledge management initiatives was found to be low, so there is much room for improvement. Human resource management (HRM) is managing employees to develop and utilise their full potential in alignment with organisational objectives. It is recommended that contractors have to introduce new strategies for HRM. The HRM strategies should focus on recruitment, training and development activities of employees. Apart from HRM, the knowledge management (KM) also needs attention. The KM can be stated as effective use of available resources to increase the level of learning and innovation in the organisation. To enhance performance of KM contractors have to conduct project reviews on completion of every project and document useful information. This would enable managers to discuss company-wide performance at management meetings and further scrutinise this information. Having separate Balanced Scorecards for HRM and KM is expected to bring enormous advantages for a contracting company.

Contemporary tourism planning recognises that an integrated and sustainable development approach includes the participation of local communities and residents. Success depends on community level capacity for innovation and leadership which are important variables for the creation and implementation of new ideas as part of the development process. The main aim of this research is to determine the capacity of stakeholders to support integration of tourism and aquaculture through development of a themed seafood tourism trail in the Nelson/Marlborough/Golden Bay region of New Zealand as a means to promote sustainable tourism. In 2005 the Marine Farming Association developed and published the “Top of the South Aquaculture and Seafood Trail” as a brochure for tourists to promote a positive image of aquaculture in the region. The Trail integrates local tourism providers, restaurants, accommodation, seafood retail, as well as harvesting and processing businesses (mussel farms) as part of a themed driving route linking several peripheral communities. Themed driving routes are an innovative means for providing destinations with the opportunity to bring tourists and associated economic outcomes to remote locations. There is strong economic dependence on aquaculture and tourism in the region with both industries generating a combined NZ$402 million annually in the Nelson Region alone. The research involved interviews with 22 local stakeholders regarding their perceptions about strengths, weaknesses, threats and opportunities associated with the Trail as part of a mixed method, case study approach. The results show that tourism and aquaculture in the region are well developed, but that there are weaknesses in networking and collaboration within and among industrial sectors. In addition, there are differing perceptions of the aquaculture and tourism industries. The role of the university has been important in building community capacity for research and strategic planning linked to the Trail.

Transforming car-oriented streets into functional public spaces and pedestrianised environments have typically been undervalued in conventional transportation, planning, and health literature. Yet urban regeneration initiatives have the potential to create environments that support active transport (e.g., walking and cycling), social interaction, and economic development. There is very little evidence-based research, however, around pedestrianisation. Few international studies have examined the association between pedestrianisation with health, social and economic outcomes from a stakeholder perspective, and there was a dearth of evidence in the New Zealand context. Limited knowledge also existed regarding the similarities and differences in attitudes toward pedestrianisation for key stakeholders, and how this impacted on the urban planning process. As such, the aims of this thesis were to determine: 1) who the users were, how they travelled, and how much money they spent in the Takapuna shopping precinct; 2) how the spending habits and travel behaviours of adult shoppers may be influenced by pedestrianisation in Takapuna’s shopping precinct; and 3) the shopper, retailer, and local government attitudes and behaviours toward pedestrianisation in Takapuna’s shopping precinct. A comprehensive literature review formed the theoretical framework for the following two research chapters (Study 1 and 2), where data was gathered from face-to-face surveys and semi-structured interviews using adults drawn from the Takapuna shopping precinct. In Study 1, a total of 325 shoppers and 62 retailers participated in a cross-sectional survey between May and June 2009. The majority of shoppers accessed the shopping precinct by motorised transport (65.8%). The main finding of this study is although median spend per trip was similar for shoppers across all transport modes ($20.00 per trip), those who actively transported to the shopping precinct visited the area more frequently than shoppers who travelled by automobile (median 12 versus 6 trips per month, respectively; p-value = 0.032). This resulted in shoppers using active transport modes spending more money in total than shoppers who travelled to the precinct by motorised transport. Shoppers reported a more negative perception of the shopping precinct when compared with retailers’ perceptions. Retailers’ perceptions of shopper mode of transport to the area, perceptions of traffic flow, and pedestrian access were similar to those reported by shoppers. Subsequent changes to the urban environment that support the increased use of active transport modes may enhance economic development through increased purchasing frequency and provide public health benefits through greater accumulation of physical activity. Study 2 investigated the perceived benefits of pedestrianising the shopping precinct in Takapuna, Auckland with key stakeholders. Semi-structured interviews were conducted with nine stakeholders drawn from three groups: shoppers, retailers, and local government. Shoppers and retailers perceived pedestrianisation schemes as a way of improving aesthetics, connectivity and accessibility, safety, public transport infrastructure, and walking and cycling levels within the area. Retailers were concerned about the impact of short-term construction on retail revenue. Local government respondents realised the potential of pedestrianising the area to improve existing infrastructure and to become more economically competitive with other nearby retail options. All stakeholders recognised the importance and benefit of securing collaborative input into urban regeneration schemes, and identified that the initiatives must be considered within a long-term cohesive strategic framework. This research adds to the growing body of urban regeneration research by identifying associations with physical activity and economic outcomes, and substantially contributes to the knowledge base within the New Zealand context. The evidence presented in this thesis supports that changes to the urban environment that support pedestrianisation in shopping precincts will likely provide long-term benefits, namely greater economic spend within the area and opportunities to accumulate physical activity.

The Hong Kong Special Administrative Region is faced with the rapid rate of urban deterioration. With the unique and densely populated nature of the city, the road to urban revitalisation can be envisaged to be a long and painful one. The government is determined to expedite the urban renewal work by establishing of the Urban Renewal Authority in May 2001 to replace Land Development Corporation that was established in 1988 to tackle the issue. The new set up is to operate with more public accountability and transparency as demanded by the community at large. It is also commissioned with the task of completing 225 projects in the next 25 years involving an estimated cost of over A$75 billion. The government has also decided to make Hong Kong Special Administrative Region a truly sustainable city by incorporating both urban sustainability and quality in urban renewal. Thus, a re-thinking of the project management application to enhance urban renewal project implementation is necessary and is beneficial in terms of finance, public confidence and maintenance of the sustainable competitive advantage of the Hong Kong Special Administrative Region. This research is therefore justified. The research question formulated is:How can the project management body of knowledge and practice be applied to enable effective and efficient implementation of urban renewal projects in Hong Kong SAR?.Investigation of the extant literature in chapter 2 identified gaps in the body of knowledge and practice of applying professional project management principles and practices to urban renewal projects. A project management application model was formulated with five research issues that need to be resolved before the research question could be answered. These five research issues covered:• project organisational structure• team structure• attributes of team members• stakeholder management• communication and information technology enablersThe five research issues considered were:• Research Issue 1: What are the effects of projectised type organisational structure with integrated and multidisciplinary teams, corporate communication team, social services teams and informal project management community for each targeted district on urban renewal projects implementation?• Research Issue 2: What are the effects of a headquarters organisational structure with formal project management community, project auditing team, project support group and functional specialist advisory group on supporting the projectised organisational structure for each targeted district?• Research Issue 3: What are the effects of a flattened hierarchical structure with team members possessing sustainability knowledge and project managerial leaders being generalising specialists on the project team performance?• Research Issue 4: What are the effects of involving stakeholders at the outset of and throughout the projects with partnering relationship and formation of district advisory committee/community on urban renewal project implementation? • Research Issue 5: What are the effects of adopting information technology enablers by establishing computerised project management information system interlinked to Web site accessible to the public on communication to stakeholders?The case study research methodology was adopted to answer each of the research issues. In depth studies of Urban Renewal Authority with functional departments as embedded subunits were designed. Less in-depth case studies were also conducted for overseas cases in developed countries like Australia, United State of America, United Kingdom, Singapore, Denmark, Austria, Ireland and Spain for cross-case analysis. A total of 13 personal interviews with different levels of staff were conducted for seven embedded sub-units in the Urban Renewal Authority case. Information was obtained from ten overseas cases from their Web site and also via e-mail correspondence with the appropriate staff in the organisations.The data obtained were then analysed to show the patterns of the results for each of the five research issues developed in the literature review and also for the new findings that were not planned from the literature review. The findings were then compared with the extant literature to identify the contributions that this research makes to understanding how the project management body of knowledge and practice can be applied to enable effective and efficient implementation of urban renewal projects in Hong Kong Special Administrative Region. The application model for effective and efficient implementation of urban renewal projects modified to take into account the resolution of the research issues and the new findings is subsequently concluded.This research has contributed to both the knowledge of project management and urban renewal. The project management body of knowledge may need to put more emphasis on aspects of sustainability, multi-disciplinary and integrated approach, team hierarchical structure, team member attributes, stakeholder involvement and information technology enablers. Government support in both policy and implementation levels are of paramount importance in urban renewal work and needs more attention and focus. This research also provides some suggestions on the practice and policy especially on change management for introducing the application model in the existing organisation and the need of new legislation to supplement the existing one, on which the operation of Urban Renewal Authority is based.Finally, suggestions for further research are presented. These include quantitative research to test the application model built, generalisation of the research to other places with different operating environments for both governmental and non-governmental organisations, strategy for urban renewal, attributes of top management for managing urban renewal organisation, and cultural risk in managing urban renewal projects.