"This report analyzes data submitted by Canadian companies between 2001 and 2008 as a part of the Progressive Aboriginal Relations program (PAR) – a benchmarking tool developed by the Canadian Council for Aboriginal Business (CCAB). PAR was designed to help Canadian business organizations gauge and improve their commitment to progressive relationships with First Nation, Métis and Inuit communities, businesses and people. To date, a total of 38 companies – representing diverse sectors and geographic locations – have undertaken the PAR process.
"The second in a series of three, this report surveys data submitted by 38 companies participating in the Progressive Aboriginal Relations (PAR) program offered by the Canadian Council for Aboriginal Business and representing various industries operating in Canada between 2001 and 2009.
"Using case examples of how Canadian companies are working with Aboriginal businesses, this report provides evidence of existing and emerging Aboriginal economic strengths that are relevant to Canada’s business community. The discussion is advanced to paint a meaningful and robust picture of the opportunities available to business through the development of relationships with Aboriginal businesses, customers, employees, suppliers and communities. Aboriginal economic performance and potential provide both opportunities and risks for Canadian business."
"This paper focuses on the interaction between social capital and entrepreneurship in Aboriginal communities in Canada. Using statistical and interview data from three First Nations communities in northern Ontario, I examine if and how bonding networks turn into tangible resources for business development. The paper also highlights ways in which community relationships hinder entrepreneurship and turn into barriers to economic development.
"This paper uses survey information to examine several common assertions about the institutional prerequisites for successful profitability when a First Nation enters an economic enterprise either independently or in joint effort with an outside firm. In the winter of 2004-2005, we interviewed managers on both the First Nations and private sides of joint ventures and other business alliances in Canada, to determine what affected their recent profitability experience. We gathered information on the ages, sizes, and activities of the firms.
"This book traces and analyses the recent evolution in thinking about the development of aboriginal people's communities. Since 1969, aboriginal people have set three goals for the future -- economic self-reliance, self-government, and cultural autonomy. Examples discussed in this book illustrate the central issues in economic, political and cultural development, how aboriginal people view those issues, and how they have set about solving development problems.
"The intellectual focus is on the complex relationships that develop between Indigenous peoples, civil society and the environment in the context of market- and state-mandated development. The volume shows how the boundaries between Indigenous peoples’ organizations, civil society, the state, markets, development and the environment are ambiguous and constantly changing. It is this fact that lies at the heart of the political possibility of local agency, but also, ironically, of the possibility of undermining it.
"This thesis analyzes the influence of Aboriginal traditional values on Aboriginal economic activities and explores the possibilities of an alternative development of Canadian Aboriginal society. It argues that alternative Aboriginal development is possible in a way that emphasizes various social relations.
"Almost a decade after the Royal Commission on Aboriginal Peoples (RCAP, 1996) - an international decade dedicated by the United Nations to Indigenous People - it is timely to reflect on the state of the Aboriginal economy, on what has been achieved in Aboriginal economic development, how success is measured, and what barriers persist.
"Both non-aboriginal corporations and First Nation bands are recognizing the benefits of forming economic partnerships. Each First Nation is unique and economic partnerships have to be designed to fit the partners’ capabilities. The purpose of this paper is to discuss the development of a framework for an economic partnership between the Lheidli T’enneh First Nation and the Initiatives Prince George Development Corporation. This framework was intended to offer structure, engagement, and guidance to that partnership.
