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PurposeTo demonstrate that different approaches to commercialisation can determine the nature of intangible resources that managers can develop.Design/methodology/approachA framework linking political strategy, financial capitalisation and business strategy is developed to analyse the management of intellectual capital in the commercialisation of air navigation services in New Zealand and Fiji. Case study evidence is organised as an intellectual capital portfolio and links are drawn to subsequent business outcomes for each organisation.FindingsExplains how key decisions about financial capitalisation and business strategy at the time of commercialisation influence the subsequent management and development of intangible resources in the organisation. Identifies how political assumptions about commercialisation can constrain or enhance subsequent management success in developing intellectual capital to pursue business growth.Research limitations/implicationsThe interpretations offered, although plausible in the context of the case studies, may not generalise to other situations.Practical implicationsKey decision makers need to design commercialisation arrangements that will resource the desired intellectual capital portfolio of the commercialised organisation.Originality/valueThe paper provides a framework for establishing a linkage between strategic management decisions and the development of an intellectual capital portfolio in the context of commercialisation. The paper develops the theoretical extent of intellectual capital concepts and provides practical analysis to decision makers contemplating commercialisation issues.

The case study addresses several challenging issues that can arise in more complex qualitative research. The project was categorized as "more than low risk research" and required careful review and approval by the University Ethics Committee. In addition, the researchers had to work closely with a sponsoring agency which provided access to participants as well as funding to support the research. The participants were geographically dispersed, and the researchers required both time and funding to be able to conduct interviews with them. In a cross-cultural context, it was vital to develop confidence (of the Indigenous leaders in us as researchers) as well as mutual trust. The research was not theoretically driven but instead adopted a contextually informed phenomenological perspective to be true to the lived experience of participants. Although ethically sound, this approach resulted in difficulties later in journal submissions in which editors sought to quickly categorize the research. Also, the research depended on the capacity of the researchers to work together in a complementary and mutually supportive way and to be able to engage with the experience of participants in a nuanced and productive manner.

Although there has been considerable commentary and debate relating to Indigenous political leadership, less attention has been given to the emergence of Indigenous leaders working to improve Indigenous prospects from within the worlds of community development, management, and administration. Based on in‐depth interviews with a cohort of emerging Indigenous leaders in these situations, we found that these leaders are producing their own style of leadership, drawing on their Indigenous identity as a resource, while negotiating the policy and other demands of white Australia. The style of leadership that is emerging has its own distinctive attributes, being more relationally based than is the norm. We suggest that these differences have an important cultural dimension, but also relate to the strategic and tactical challenges of managing 'two‐ways'. We conclude that these characteristics may be difficult to recognise and reward in organisations where leadership is conceptualised in more instrumental terms.

Applied research indicates strong connections between dimensions of the work place, stress and job satisfaction. Yet, there is an absence of theory to provide conceptual understanding of these relationships. In 1999, Sparks and Cooper advocated using job‐specific models of stress as a way of developing a better understanding of the relationships. The current study adopted this recommendation and investigated a specific job context, specifically, naval officer trainees undergoing their sea training. The results indicate that a general model of stress is unhelpful in identifying the predictors of stress and job satisfaction in specific job contexts. Instead, the authors recommend identifying salient workplace dimensions rather than a broad‐brush approach when seeking workplace associations with stress.

Die Autoren diskutieren die Herausforderungen der Komplexität in den gegenwärtigen militärischen Einsätzen, basierend auf der Annahme, dass die Gruppen und Organisationen nach Paradigmen der Führung, Organisation und Governance aus dem 19. Jahrhundert funktionieren. Der Fokus ihrer theoretischen Betrachtungen liegt zum einen auf den Veränderungen der Rolle des Militärs im Hinblick auf die Beteiligung an umfassenden Auslandseinsätzen, und integrierten Sicherheitslösungen, welche neue intellektuelle Herausforderungen an die Führungskräfte stellen. Die Autoren thematisieren zweitens die Anforderung der militärischen Führungskräfte, sich von der Entscheidungsfindung zur Sinnstiftung zu bewegen, was ein weiterer wichtiger Aspekt darstellt, um eine authentische Führung auch unter schwierigen Bedingungen und unter Berücksichtigung des möglichen Konflikts zwischen dem, was unter "menschlicher Sicherheit" und "staatlicher Sicherheit" verstanden wird, zu gewährleisten. Die Autoren analysieren die Kluft zwischen traditionellen und umfassenderen Formen der Führung im Hinblick auf fünf zentrale Implikationen für die Militärführer: Konvergenz, Rechenschaftspflicht und Gemeingut, das Management von Bürokratien gegenüber Führungskräften, die Rolle von mentalen Fähigkeiten sowie Wertorientierung und unabhängiges moralisches Urteilen. (ICI).