What are the distinctive dimensions and drivers of innovative Māori leadership and integrated decision making, and how do these characteristics deliver pluralistic outcomes that advance transformative and prosperous Māori economies of wellbeing?
A diverse range of Māori leadership practices have contributed to the development of a Māori economy with a current estimated asset base of $42.6 billion, yet the role of mātauranga and tikanga Māori within leadership practices is poorly understood.
The overarching research question is: what constitutes entrepreneurial ecosystem efficacy with respect to indigenous entrepreneurs’ innovation intentions and activity? In order to investigate this overarching research question, the following questions will be explored: (i) how do Māori entrepreneurs think about innovation? (ii) How does enterprise assistance support Māori entrepreneurs’ to innovate? And (iii), what are the implications for enterprise assistance targeting Māori entrepreneurs?
What do alternative models to tribal corporations look like for iwi and hapū development?
A wealth of historical narratives provide alternative examples of successful tribal economic development and management practices that have existed in the past. However, the last two decades have seen the emergence of a commercially successful corporate-beneficiary model in which the majority of Treaty of Waitangi settlement assets have become centralised within corporate structures.
In 2004 Dr Kepa Morgan embarked on a pilot project based around an idea of combining rammed earth technology with muka (flax fibre) – effectively integrating mātauranga Māori with science and engineering, to create low-cost housing solutions. The result was whareuku.