Hostname: page-component-78c5997874-v9fdk Total loading time: 0 Render date: 2024-11-06T00:24:55.542Z Has data issue: false hasContentIssue false
  • English
  • Français

A study of Aotearoa New Zealand enterprises: how different are Indigenous enterprises?

Published online by Cambridge University Press:  30 March 2021

Jarrod Haar Open the ORCID record for Jarrod Haar [Opens in a new window] ,
William John Martin ,
Katharina Ruckstuhl ,
Diane Ruwhiu Open the ORCID record for Diane Ruwhiu [Opens in a new window] ,
Urs Daellenbach Open the ORCID record for Urs Daellenbach [Opens in a new window]  and
Azka Ghafoor Open the ORCID record for Azka Ghafoor [Opens in a new window]
Jarrod Haar*
Affiliation:
Auckland University of Technology, Private Bag 92006, Auckland1142, New Zealand
William John Martin
Affiliation:
Callaghan Innovation, Wellington, New Zealand
Katharina Ruckstuhl
Affiliation:
Otago University, Dunedin, New Zealand
Diane Ruwhiu
Affiliation:
Otago University, Dunedin, New Zealand
Urs Daellenbach
Affiliation:
Victoria University of Wellington, Wellington, New Zealand
Azka Ghafoor
Affiliation:
Auckland University of Technology, Auckland, New Zealand
*
Author for correspondence: Jarrod Haar, E-mail: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

Indigenous literature suggests Māori businesses are distinct within Aotearoa New Zealand, due to facing unique challenges and having different operating preferences. It could also be argued that Māori and non-Māori enterprises in the private, public and not-for-profit sectors are identical as a function of operating in similar markets. However, there is a paucity of empirical evidence, and the present article rectifies this with a study of 230 Aotearoa enterprises, including 24 Māori. We test differences and find Māori enterprises report higher cultural capital, which relates to employees' knowledge and skills towards working with and respecting cultural values. However, we find no differences across human capital, relational capital, entrepreneurial culture, and organisational performance. The findings suggest that apart from a culturally specific factor, Māori and non-Māori enterprises appear to be similarly enabled, which provides a useful benchmark for understanding Māori business. We discuss the implications for research.

Keywords

Cultural capitalentrepreneurshipintellectual capitalMāoriorganisational performance
Type
Research Article
Information
Journal of Management & Organization , Volume 27 , Issue 4 , July 2021 , pp. 736 - 750
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2021

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Amoamo, M., Ruwhiu, D., & Carter, L. (2018). Framing the Māori economy: The complex business of Māori business. MAI Journal, 7(1), 66–78.CrossRefGoogle Scholar
Aramburu, N., & Sáenz, J. (2011). Structural capital, innovation capability, and size effect: An empirical study. Journal of Management and Organization, 17(3), 307–325.CrossRefGoogle Scholar
Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.CrossRefGoogle Scholar
Barr, T. L., & Reid, J. (2014). Centralized decentralization for tribal business development. Journal of Enterprising Communities: People and Places in the Global Economy, 8(3), 217–232.CrossRefGoogle Scholar
Bartlett, J. E., Kotrlik, J. W., & Higgins, C. C. (2001). Organizational research: Determining appropriate sample size in survey research appropriate sample size in survey research. Information Technology, Learning, and Performance Journal, 19(1), 43–50.Google Scholar
Carmeli, A., & Azeroual, B. (2009). How relational capital and knowledge combination capability enhance the performance of work units in a high technology industry. Strategic Entrepreneurship Journal, 3(1), 85–103.CrossRefGoogle Scholar
Covin, J. G., & Lumpkin, G. T. (2011). Entrepreneurial orientation theory and research: Reflections on a needed construct. Entrepreneurship Theory and Practice, 35(5), 855–872.CrossRefGoogle Scholar
Dakhli, M., & De Clercq, D. (2004). Human capital, social capital, and innovation: A multi-country study. Entrepreneurship & Regional Development, 16, 107–128.CrossRefGoogle Scholar
Durie, M. (1998). Whaiora: Maori health development (2nd ed.). Oxford: Oxford University Press.Google Scholar
Durie, M. (2006). Te Mana, Te Kawanatanga: The politics of Māori self-determination. Wellington, New Zealand: Oxford University Press.Google Scholar
Ensign, P., & Hebert, L. (2010). How reputation affects knowledge sharing among colleagues. MIT Sloan Management Review, 51(2), 79–81.Google Scholar
Frederick, H. & Chittock, G. (2006). Global Entrepreneurship Monitor Aotearoa New Zealand. 2005 Executive Report, February 2006.Google Scholar
Frederick, H., & Henry, E. (2004). Innovation and entrepreneurship amongst Pakeha and Maori in New Zealand. In Stiles, C., & Galbraith, C. (Eds.), Ethnic entrepreneurship: Structure and process (pp. 115–140). Oxford, UK: Elsevier Science.Google Scholar
Galbraith, J. K. (1969). The consequences of technology. Journal of Accountancy, 127, 44–56.Google Scholar
Gibb, J., & Haar, J. M. (2010). Risk taking, innovativeness and competitive rivalry: A three-way interaction towards firm performance. International Journal of Innovation Management, 14(05), 871–891.CrossRefGoogle Scholar
Gibson, A. (2021). $9.8b iwi economy hit by Covid, tourism downturn. 6 February 2021, Viewed 8 February 2021 at https://www.nzherald.co.nz/business/98b-iwi-economy-hit-by-covid-tourism-downturn/2RVJQCLGETBKX7HPKFM7GAYNPA/Google Scholar
Gouldner, A. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25(2), 161–178.CrossRefGoogle Scholar
Haar, J. M., & Brougham, D. (2013). An indigenous model of career satisfaction: Exploring the role of workplace cultural wellbeing. Social Indicators Research, 110(3), 873–890.CrossRefGoogle Scholar
Haar, J., & Brougham, D. (2016). Organisational-based self-esteem: A within country comparison of outcomes between Māori and New Zealand Europeans. Journal of Management & Organization, 22(5), 720–735.CrossRefGoogle Scholar
Haar, J., & Delaney, B. (2009). Entrepreneurship and Maori cultural values: Using Whanaungatanga to understanding Maori business. New Zealand Journal of Applied Business Research, 7(1), 25–40.Google Scholar
Haar, J. M., & Ghafoor, A. (2021). Indigenous peoples’ perspectives and wellbeing in organisational life. In Wall, T., Cooper, C., & Brough, P. (Eds.) , The SAGE handbook of organisational wellbeing (pp. 494–508). Sage.CrossRefGoogle Scholar
Haar, J., Roche, M., & Brougham, D. (2019a). Indigenous insights into ethical leadership: A study of Māori leaders. Journal of Business Ethics, 160, 621–640.CrossRefGoogle Scholar
Haar, J. M., Roche, M., & Taylor, D. (2012). Work–family conflict and turnover intentions of indigenous employees: The importance of the whanau/family for Maori. The International Journal of Human Resource Management, 23(12), 2546–2560.CrossRefGoogle Scholar
Haar, J. M., Russo, M., Sune, A., & Ollier-Malaterre, A. (2014). Outcomes of work-life balance on job satisfaction, life satisfaction and mental health: A study across seven cultures. Journal of Vocational Behavior, 85(3), 361–373.CrossRefGoogle Scholar
Haar, J., Schmitz, A., Di Fabio, A., & Daellenbach, U. (2019b). The role of relationships at work and happiness: A moderated mediation study of New Zealand managers. Sustainability, 11, 3443. doi: 10.3390/su11123443CrossRefGoogle Scholar
Haar, J. M., & Spell, C. S. (2004). Programme knowledge and value of work-family practices and organizational commitment. The International Journal of Human Resource Management, 15(6), 1040–1055.CrossRefGoogle Scholar
Haar, J. M., & White, B. J. (2013). Corporate entrepreneurship and information technology towards employee retention: A study of New Zealand firms. Human Resource Management Journal, 23(1), 109–125.CrossRefGoogle Scholar
Harmsworth, G. (2005). Good practice guidelines for working with Tangata Whenua and Māori organisations: Consolidating our learning. Landcare Research Contract Report LC, 405, 091.Google Scholar
Henry, E., & Dana, L. P. (2019). Māori indigenous research: Impacting social enterprise and entrepreneurship. In de Bruin, A., & Teasdale, S. (Eds.), A research agenda for social entrepreneurship (pp. 128–135). Cheltenham, UK: Edward Elgar Publishing.CrossRefGoogle Scholar
Henry, E., & Pene, H. (2001). Kaupapa Maori: Locating indigenous ontology, epistemology and methodology in the academy. Organization, 8(2), 234–242.CrossRefGoogle Scholar
Henry, E., & Wolfgramm, R. (2018). Relational leadership – An indigenous Māori perspective. Leadership, 14(2), 203–219.Google Scholar
Hitt, M. A., Bierman, L., Uhlenbruck, K., & Shimizu, K. (2006). The importance of resources in the internationalization of professional service firms: The good, the bad, and the ugly. Academy of Management Journal, 49, 13–28.CrossRefGoogle Scholar
Hook, G. (2007). A future for Māori education part II: The reintegration of culture and education. MAI Review, 1, 1–17.Google Scholar
Hsu, L. C., & Wang, C. H. (2012). Clarifying the effect of intellectual capital on performance: The mediating role of dynamic capability. British Journal of Management, 23(2), 179–205.CrossRefGoogle Scholar
Jiang, X., Liu, H., Fey, C., & Jiang, F. (2018). Entrepreneurial orientation, network resource acquisition, and firm performance: A network approach. Journal of Business Research, 87, 46–57.CrossRefGoogle Scholar
Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376–407.CrossRefGoogle ScholarPubMed
Kale, P., Singh, H., & Perlmutter, H. (2000). Learning and protection of proprietary assets in strategic alliances: Building relational capital. Strategic Management Journal, 21(3), 217–237.3.0.CO;2-Y>CrossRefGoogle Scholar
King, M. (2003). The penguin history of New Zealand. Auckland, New Zealand: Penguin Books.Google Scholar
Lumpkin, G. T., & Dess, G. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21(1), 135–172.CrossRefGoogle Scholar
Mika, J. P., & O'Sullivan, J. G. (2014). A Māori approach to management: Contrasting traditional and modern Māori management practices in Aotearoa New Zealand. Journal of Management & Organization, 20(5), 648–670.CrossRefGoogle Scholar
Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management Science, 29(7), 770–791.CrossRefGoogle Scholar
Mrabure, R. H. O., Ruwhiu, D., & Gray, B. (2018). Indigenous entrepreneurial orientation: A Māori perspective. Journal of Management & Organization, 1–25. doi: 10.1017/jmo.2018.43Google Scholar
Nana, G., Reid, A., Schulze, H., Dixon, H., Green, S., & Riley, H. (2020). Te Ōhanga Māori 2018. The Māori economy 2018 (pp. 1–82). Wellington, New Zealand: Business and Economic Research Limited.Google Scholar
Ng, T. W., Yam, K. C., & Aguinis, H. (2019). Employee perceptions of corporate social responsibility: Effects on pride, embeddedness, and turnover. Personnel Psychology, 72(1), 107–137.CrossRefGoogle Scholar
NZ History. (2021). The treaty in brief. Retrieved February 07, 2021, from https://nzhistory.govt.nz/politics/treaty/the-treaty-in-brief.Google Scholar
Roche, M. A., Haar, J. M., & Brougham, D. (2018). Māori leaders’ well-being: A self-determination perspective. Leadership, 14(1), 25–39.CrossRefGoogle Scholar
Rosenbusch, N., Rauch, A., & Bausch, A. (2013). The mediating role of entrepreneurial orientation in the task environment–performance relationship: A meta-analysis. Journal of Management, 39(3), 633–659.CrossRefGoogle Scholar
Ruckstuhl, K., Haar, J., Hudson, M., Amoamo, M., Waiti, J., Ruwhiu, D., & Daellenbach, U. (2019). Recognising and valuing Māori innovation in the high-tech sector: a capacity approach. Journal of the Royal Society of New Zealand, 49(sup1), 72–88. doi: 10.1080/03036758.2019.1668814.CrossRefGoogle Scholar
Ruwhiu, D., & Elkin, G. (2016). Converging pathways of contemporary leadership: In the footsteps of Māori and servant leadership. Leadership, 12(3), 308–323.CrossRefGoogle Scholar
Schuler, R. S., & Jackson, S. E. (2005). A quarter-century review of Human Resource Management in the US: The growth in importance of the international perspective. Management Revue, 16(1), 1–25.CrossRefGoogle Scholar
Singh, B., & Rao, M. K. (2016). Effect of intellectual capital on dynamic capabilities. Journal of Organizational Change Management, 29(2), 129–149.CrossRefGoogle Scholar
Smith, L. T. (1999). Decolonizing methodologies: Research and indigenous peoples. London: Zed Books.Google Scholar
Spanos, Y. E., & Lioukas, S. (2001). An examination into the causal logic of rent generation: Contrasting porter's competitive strategy framework and the resource-based perspective. Strategic Management Journal, 22, 907–934.CrossRefGoogle Scholar
Statistics New Zealand (2013). 2013 Census QuickStats about national highlights. Wellington, New Zealand: New Zealand Government.Google Scholar
Statistics New Zealand. (2015). 2013 Census QuickStats about education and training. Wellington, New Zealand: New Zealand Government.Google Scholar
Statistics New Zealand. (2016). Tatauranga Umanga Māori 2016: Statistics on Māori Businesses. Retrieved October 30, 2019 from: https://www.stats.govt.nz/reports/tatauranga-umanga-maori-2016-statistics-on-maori-businesses.Google Scholar
Tainui Group Holdings. (2015). Puurongo-AA-Tau o Waikato-Tainui 2015 (Annual Report), Waikato-Tainui.Google Scholar
Teece, D. J., Pisano, G., & Schuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.3.0.CO;2-Z>CrossRefGoogle Scholar
Ullah, I., Hameed, R. M., Kayani, N. Z., & Fazal, Y. (2019). CEO ethical leadership and corporate social responsibility: Examining the mediating role of organizational ethical culture and intellectual capital. Journal of Management & Organization, 1–21. doi: 10.1017/jmo.2019.48CrossRefGoogle Scholar
Yang, C. C., & Lin, C. Y. Y. (2009). Does intellectual capital mediate the relationship between HRM and organizational performance? Perspective of a healthcare industry in Taiwan. The International Journal of Human Resource Management, 20(9), 1965–1984.CrossRefGoogle Scholar
Youndt, M. A., & Snell, S. A. (2004). Human resource configurations, intellectual capital, and organizational performance. Journal of Managerial Issues, 16(3), 337–360.Google Scholar
Zahra, S. A., & Garvis, D. M. (2000). International corporate entrepreneurship and firm performance: The moderating effect of international environmental hostility. Journal of Business Venturing, 15(5), 469–492.CrossRefGoogle Scholar