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    New Zealand Defence Force nursing officers' navigation of professional accountabilities and role expectations : an exploration informed by Foucauldian concepts : a thesis presented in fulfilment of the requirements for the degree of Doctor of Philosophy in Nursing at Massey University, Wellington, New Zealand
    (Massey University, 2021) Sheard, Maree
    Nurses in armed forces are responsible to their defence employers for meeting the expectations of their roles but they also are accountable to nursing regulatory authorities for maintaining the standards expected of members of the nursing profession. Inherent dichotomies exist for those delivering healthcare in defence forces which are known to create challenges for nurses. This research examines the previously unexplored ways in which nurses serving in the New Zealand Army navigate their dual responsibilities. A qualitative approach was employed in the study using information provided by 11 experienced serving and immediate past members of the Royal New Zealand Nursing Corps. Foucauldian theoretical concepts underpinned a thematic analysis to reveal patterns in the techniques used by this group of military nurses to maintain professional standards whilst performing their roles. Complex interactions between a range of New Zealand Defence Force policies and nursing practice behaviours were found to impact upon the decisions that military nurses make and the degree of autonomy they possess. Institutional governmentalities drive a focus on combat ideologies and competition which for nurses, compels the suppression of interprofessional collaboration and affects the maintenance of nursing competence. Efforts by nurses to prioritise patient wellbeing and to comply with international humanitarian law are factors in the marginalisation of nurses. Ways in which nurses work to counteract the subordinating effects of an historic but enduring discourse of nurses not being needed has a consequence in that when nurses are needed, they may not be clinically prepared to deliver the care required. Paradoxically, the importance of nurses being operationally deployable positions those who work in clinical practice as holding higher status than more senior ranking nurses who work in management and leadership. This study found that nurses monitor practice environments to ensure that leadership in care delivery follows a congruent model and not the organisationally endorsed transformational leadership style. Consequently military nurses vociferously resist any perceived interference by general military personnel into professional nursing domains. Problematisation of nursing in the Army can delay nurses’ transition into the organisation but ultimately serves to motivate the construction of a strong military nurse identity.
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    Managing presence and absence : experiences of partners of New Zealand soldiers deployed to Iraq : a thesis presented in partial fulfillment of the requirements for the degree of Master of Arts in Social Anthropology at Massey University, Palmerston North, New Zealand
    (Massey University, 2019) Guesgen, Maike
    Deploying overseas for New Zealand Defence Force (NZDF) personnel is seen as a career-defining opportunity, one that puts into action the training and skills acquired by the soldier. However, it is also important to understand who is left at home during a deployment, and what their experiences are of life without their family member. This thesis focuses on the experiences of seven women who had a partner deploy to Iraq as part of the Building Partner Capacity mission. What I found was that my participants talked about managing a presence-absence dynamic brought out as a result of the deployment. By this I mean the state of either occupying, or being absent from, a space in a particular form. During the three phases of deployment, soldiers were present and absent in different forms: physically, emotionally, and psychologically. The way in which partners managed this presence-absence dynamic was through resilience building. These women needed to become resilient to this presence-absence change, during the three phases of deployment: pre-deployment, during deployment, and post-deployment. This thesis explores how resilience was built through the concept of social capital, the social connections and networks between people. Social capital allowed my participants to maintain positive mental health, and support themselves and their families during the deployment. Social capital, coupled with the NZDF welfare support services helped with resilience building. Becoming resilient, and developing resilience in different forms, through the NZDF and through their own strategies, allowed my participants to not only manage their soldier’s deployment, but to thrive.
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    The effects of organisational decision making on supply chain execution : a case study of the NZDF light armoured vehicles supply chain : submitted in partial fulfilment of the requirements for a Master of Supply Chain Management thesis, Massey University / New Zealand Defence Force
    (Massey University, 2018) Alexander, Sheree
    The purpose of this research is to examine how organisational management models, outside of traditional corporate supply chains, drive supply chain success. Corporate supply chains have applied supply chain improvement theories and practices, which have resulted in supply chain success and, ultimately, organisational success. Supply chains for military industries and non-commercial industries are not sufficiently unique to be able to discount the advances that have occurred in corporate supply chain management (SCM) concepts. This lack of uniqueness has seen the military industry commence implementing supply chain improvement theories and practices to its supply chains. Limited research has been conducted into the rationale for non-commercial industries delaying the implementation of advances in SCM concepts or, when they have been implement, why they have not had the desired level of success. Research in the field of organisational management and its influence on supply chains may provide insight into how advances in SCM concepts can be successfully transferred from commercial organisations to other industries. The New Zealand Defence Force (NZDF) provides a non-commercial context with sufficient complexity regarding its drivers for implementing changes that are likely to result in observable performance trade-offs with respects to SCM and organisational management models. This research will examine existing and previous supply chain and organisational management scenarios to determine the level of success achieved. It will also identify strengths and weaknesses with the existing models and propose an alternative organisational management model.
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    A joint system of summary disposals for the New Zealand Armed Forces of the 21st century : a thesis presented in partial fulfillment of the requirements for the degree of Master of Arts in Defence and Strategic Studies at Massey University
    (Massey University, 2002) Griggs, Christopher John
    The vast majority of charges under New Zealand military law are tried or dealt with summarily by commanders. There are currently two summary disposal systems, one for the Navy and one for the Army and Air Force. Those systems, which have evolved separately in line with the separate origins of New Zealand's naval and military forces, have fundamentally different conceptual bases. The naval system is quasi-adversarial in that it projects the appearance of an adversarial trial in the ordinary sense of the term, while retaining some inquisitorial elements such as the wide power of the officer exercising summary powers to call and question witnesses. The military system on the other hand is entirely inquisitorial, with no prosecutor or defending officer. This thesis proposes a joint system of summary disposals, in the sense that it would apply to all three Services, which takes account of the demands of human rights law as reflected in the New Zealand Bill of Rights Act 1990 and adopts initiatives to improve the efficiency and effectiveness of the existing systems.