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In this paper, we emphasis a critical perspective on inclusive organizations by taking an Indigenous perspective. The diverse economies framework, which acknowledges economic and non-economic activity, provides a lens through which we counter the dominant Western construction of organization and economy, bringing to the fore forms of organization and practice all too often hidden, viewed as alternative and therefore deemed inferior. In this paper we present the notion of alternative economic and organizational forms drawn from Indigenous Maori theories, models and mechanisms of practice. This paper presents preliminary findings from a study that explored the diversity of Maori organizational forms, in this instance a case study on Maori weavers, who use traditional knowledge, to support social, cultural, environmental and economic outcomes for themselves and their communities. Our contribution is two-fold: First we offer insight into the theorisation and practice of organization studies in general by giving weight to the processes and relations of socio-cultural exchange that occur in localised settings. Second, we suggest that socio-cultural system of knowledge and values, offers insight into forms of organization that could be considered to be reflective of inclusive organizations.
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This chapter explores how Maori developmental aspirations require a multidimensional view of economy linked to Maori identity, landscape and worldview. It aims to reframe the Maori, and, by extension, wider concepts of Indigenous economy to one that has meaning to Maori communities, and thus more holistically appreciates the true notion of ‘value’. The chapter presents Maori business case studies that illustrate distinctive elements of connection between Maori worldview, forms of organization and economy. It offers insight into how we might realize meaningful development for Indigenous communities more broadly. Non-economic variables such as relationships, reciprocity and connection are privileged, and matauranga Maori, identity, tikanga Maori, whanaungatanga, whakapapa, and manaakitanga guide Maori business structure, governance and practice. Whai take represents a broader conceptualization of Maori economy that more meaningfully engages the multifaceted nature of Maori socio-economic activity.
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Resistance: An Indigenous Response to Neoliberalism is a collection of papers from Maori academics, activists and leaders on the connection between global practices of neoliberalism and the diverse forms of Maori resistance that aim to destablize them.Aotearoa is one of the world leaders of neoliberalism. Successive New Zealand governments since 1984 have pursued neoliberal policies with a faith, vehemence and confidence in their success that few other governments appear to possess. At a time when 'capital flows across borders as it has never done before, and multinational companies have bigger budgets than many states have ever had', this book encourages people to look more closely at Maori views as integral and inspiring in a globalizing world.
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This paper aims to examine indigenous governance and economies of iwi Maori (Maori tribes) in Aotearoa New Zealand. Research into persisting inequities amongst iwi that have settled treaty claims and the potential for intervention through new governance models and indigenous entrepreneurship contextualise the paper.
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Māori, the Indigenous peoples of Aotearoa New Zealand, were formerly colonised by the British from 1840 following the signing of te Tiriti o Waitangi (the Treaty of Waitangi). Māori remain numerically significant in New Zealand and are the second largest ethnic group after Pākehā (New Zealand Europeans). Pre-colonial, traditional Māori society, through collective economic practice, was balanced to protect whakapapa (geological relationships) and natural resources. This balance was key to survival, and cultural practices evolved to maintain this balance. Despite the ongoing impacts of colonisation since the 1800s, Māori have maintained strong cultural values, which manifest in contemporary approaches to business that strive to balance the interests of future and past generations based on a spiritual connection to the natural world. Conscious capitalism, as envisioned by Mackey and Sisodia (2014), describes higher-order principles that align with Māori approaches to business, but their limitation is articulating the role of spirituality in entrepreneurial activity. This chapter extends Mackey and Sisodia’s higher-order tenets drawing on Māori values, primarily, mana (a supernatural force for status in a person, place, or object) and hau (the practice of reciprocal relations) to articulate how spiritual and cultural values shape contemporary Māori business endeavours. To illustrate, we offer a case study of a Māori business, led by one of the authors, which is grappling with tensions between cultural and commercial imperatives.
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One of the great challenges for indigenous and non-indigenous entrepreneurs in the twenty-first century is to move beyond profit maximisation as an acceptable modality for doing business and gravitate towards the concept of socially optimal outcomes, where maximising community well-being and minimising externalities to the natural environment and social justice are paramount. We present findings from a case-study analysis of Māori enterprises that demonstrate a wealth of successfully kaupapa Māori (Māori ideology)-attuned strategy and policy. The case studies provide practical examples of the incorporation and expression of kaupapa Māori values into strategy and policy of Māori enterprises. We also identify the numerous challenges to implementing kaupapa Māori in the management of Māori Asset Holding Institutions and offer a way forward. Although the case studies are context specific, they provide some key principles and learning that can guide the greater uptake of kaupapa Māori entrepreneurship.
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In this article, we explore how Māori tribal organisations are responding to calls by other Indigenous peoples to become more sustainable in a time of climate change. From a close examination of tribal Environmental Management Plans, we move to a specific case study in the Bay of Plenty area, Ngāti Kea/Ngāti Tuara. Ultimately, we suggest that many tribal organisations are seeking to respond to climate change and transition to becoming producers of their own food and energy needs, and are often articulating these responses in relation to specific local resources and contexts.
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