This dissertation explores the economic development objectives, strategies, and activities of the First Nations in Canada with three objectives: (i) to identify the approach to development among First Nations, (ii) to develop a theoretical perspective capable of providing insight into this approach, and (iii) to investigate the activities of the First Nations in Saskatchewan to determine if they are consistent with the expected characteristics of the First Nations' approach to development and the proposed theoretical perspective. To address the first objective, a wide range of sources are reviewed to determine First Nations development objectives and strategies. Based on this review, the First Nations' development approach emphasizes the creation of profitable businesses competing in the global economy. These businesses are usually collectively owned and often involve partnerships with non-First Nation corporations. A review of development theory follows to accomplish the second objective. Both the orthodoxand radical perspectives are rejected. Instead, 'contingency perspective' based on regulation theory, the postimperial perspective and alternative/indigenous development approaches, is developed. To address the third objective, research was conducted in three parts: (i) an investigation of the economic development activities of the 70 Saskatchewan First Nations, (ii) a study of the approach of non-First Nations companies to business alliances with First Nations, and (iii) a case study of the development activities of the Meadow Lake Tribal Council. Based on the first and third parts of this research, 69% of First Nations businesses are owned by First Nations alone or First Nations in joint venture with non-First Nations businesses. These businesses account for 89% of the total estimated annual revenue of all First Nation businesses. Only 24% of First Nations businesses target the local market, the rest compete in broader regional, national and international markets. Part two of the research shows that a growing number of non-First Nations corporations are adopting a strategy of business alliances with aboriginal people. Five factors motivate this corporate behaviour: (i) a shift in the global competitive environment from a Fordist to a flexible regime of accumulation, (ii) society's changing expectations about what constitutes socially responsible corporate behaviour, (iii) legal and regulatory requirements and restrictions, (iv) the growing aboriginal population, and its increasing affluence and level of education, and (v) the rapidly growing pool of natural and financial resources under the control of aboriginal people. These results confirm the eight characteristics of the First Nations' approach to economic development and are consistent with the proposedcontingency perspective.

This study is a comparative analysis of the level of high-involvement management (HIM) in a group of First Nations businesses in Saskatchewan and a matched sample group of non-Aboriginal businesses in Saskatchewan. The level of high-involvement management in the businesses was measured using an existing survey questionnaire based on one developed by Long (2001). This questionnaire is targeted to both managers and employees in each company. The researcher hypothesized that the level of high-involvement management in the First Nations businesses would be higher than that in the non-Aboriginal businesses. The rationale for this hypothesis was that the First Nations businesses would exhibit a cultural effect that would make the management of the businesses congruent with the traditional high-involvement organizational approach of the Plains Cree and Assiniboine First Nations in Saskatchewan prior to their confinement to reserves. This research has demonstrated that the management approach of First Nations companies is not more high-involvement oriented than a matched sample of non-Aboriginal businesses using a high-involvement management scale. Several techniques were utilized to try to identify a cultural effect. Means testing, correlation analysis, and multiple regression analysis were all utilized to try to identify a cultural effect, all to no avail. Only when the data was analyzed based on various other dimensions were significant differences identified between First Nations and non-Aboriginal firms in terms of high-involvement management. Even in these cases, the differences are the opposite of that which was hypothesized for this study. In each of these cases, First Nations firms were significantly lower in high-involvement management than non-Aboriginal firms. Management and employee responses to the research instrument were shown not to be significantly different. Possible explanations for these results are discussed.

This study is a comparative analysis of the level of high-involvement management (HIM) in a group of First Nations businesses in Saskatchewan and a matched sample group of non-Aboriginal businesses in Saskatchewan. The level of high-involvement management in the businesses was measured using an existing survey questionnaire based on one developed by Long (2001). This questionnaire is targeted to both managers and employees in each company. The researcher hypothesized that the level of high-involvement management in the First Nations businesses would be higher than that in the non-Aboriginal businesses. The rationale for this hypothesis was that the First Nations businesses would exhibit a cultural effect that would make the management of the businesses congruent with the traditional high-involvement organizational approach of the Plains Cree and Assiniboine First Nations in Saskatchewan prior to their confinement to reserves. This research has demonstrated that the management approach of First Nations companies is not more high-involvement oriented than a matched sample of non-Aboriginal businesses using a high-involvement management scale. Several techniques were utilized to try to identify a cultural effect. Means testing, correlation analysis, and multiple regression analysis were all utilized to try to identify a cultural effect, all to no avail. Only when the data was analyzed based on various other dimensions were significant differences identified between First Nations and non-Aboriginal firms in terms of high-involvement management. Even in these cases, the differences are the opposite of that which was hypothesized for this study. In each of these cases, First Nations firms were significantly lower in high-involvement management than non-Aboriginal firms. Management and employee responses to the research instrument were shown not to be significantly different. Possible explanations for these results are discussed.