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This report outlines the scope of the project He oranga whānau: mahi ngātahi Whānau livelihoods within the context of work and Māori economies of wellbeing, which has been funded by Ngā Pae o te Māramatanga—the New Zealand Māori Centre of Research Excellence. Its purpose is to set the direction and design for the research project. To say the creation of such economies will be a complex task is an understatement. Three factors make this task a ‘wicked problem’. First, the ongoing material, socio-cultural, and psychological impacts of colonisation. Second, the entwined nature of the ‘Māori economy’ within the wider settler economy, and the settler economy’s enmeshment within the global economy. Third, future uncertainty at the regional, national, and international levels in which such an economy must operate.
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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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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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