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Combined paper mill biosolids (PB) and forest-derived liming by-products improve soil properties, but their residual effects following several years of application have hardly been investigated. A 13-year (2009–2021) field study was initiated at Yamachiche, QC, Canada, to assess the residual effects of PB and liming materials on the properties of a loamy soil. The PB was applied during nine consecutive years (2000–2008) at 0, 30, 60, and 90 Mg wet·ha−1, whereas the 30 Mg PB·ha−1 rate also received one of three liming materials (calcitic lime, lime mud, wood ash) at 3 Mg wet·ha−1. No amendment was applied during residual years. Past liming materials continued to increase soil pH but their effect decreased over time; meanwhile, past PB applications caused a low increase in residual soil NO3-N. Soil total C, which represented 40% of added organic C when PB applications ceased, stabilized to 15% after six years. Soil Mehlich-3-extractable contents declined over the thirteen residual years to be not significant for P, K, and Cu, while they reached half the values of the application years for Zn and Cd. Conversely, Mehlich-3 Ca was little affected by time. Therefore, land PB and liming material applications benefited soil properties several years after their cessation. [ABSTRACT FROM AUTHOR]

Purpose: The motivation for this paper comes from Canada's Truth and Reconciliation's (TRC) Calls to Action, and in particular, the call for more meaningful consultation and respectful, consent-based relationships between businesses and Indigenous communities in Canada. To this end, this study empirically examines leadership in the context of a wicked problem faced by a pulp and paper mill and suggest an Indigenous epistemology as helpful to inform the leadership behaviours employed in this company. Design/methodology/approach: Firstly, this study established that the problem faced by the company aligns with the characteristics of wicked problems, hence necessitating a collective leadership approach. This study then compiled a database from publicly available documents and inductively coded this data to identify themes that told us something about the leadership behaviours employed by the company as it attempted to resolve the problem at hand. Findings: This study provides evidence that the company did not employ collective leadership when attempting to tame its wicked problem. It then shows that the context in which the firm operates lends itself well to the Mi'kmaw concept of Two-Eyed Seeing as a guiding principle that could have informed the company's leadership and contributed to a long-overdue process of reconciliation. This study proposes several specific actions that plausibly could have helped produce such an outcome. Originality/value: This paper helps fill a void in applications of the wicked problem construct to businesses. Further, this study suggests that the problem faced by this firm remained difficult to tame precisely because it failed to employ a collective leadership approach. The contribution to the leadership literature comes from introducing Two-Eyed Seeing and showing how it may help produce leadership that is inherently more collective in nature. Beyond its instrumental value, this approach may nurture more consent-based relationships between businesses and Indigenous communities in Canada, as called for by the TRC, hence contributing to reconciliation with a long-suffering neighbouring Indigenous community. [ABSTRACT FROM AUTHOR]