No abstract

PurposeThis paper examines the models used to teach and encourage indigenous entrepreneurial activity, with a focus on indigenous entrepreneurship in a Maori context.Design/methodology/approachIn particular, the paper explores the pedagogical challenges from the perspective of indigenous entrepreneurship understood from a Maori context and draws on an historical and cultural analysis of kin accountability within a tribal context to explore the pedagogical challenges faced when working with a new generation of aspiring entrepreneurially‐minded Maori. Three short case studies are provided as illustrative examples.FindingsThe paper finds that entrepreneurial models focusing on opportunity‐seeking potiki (aspiring younger individuals) will likely remain limited in application until they successfully integrate the genealogical check and balance of the potiki, namely the elder‐rangatira. This rangatira: potiki customary leadership tension has been Maori society's generative survival portal to taking advantage of new opportunities (potikitanga) for 100 or more generations. The paper suggests that while Maori ventures may adequately reflect what constitutes successful commercial entrepreneurship, such ventures also need to be further developed in terms of kin‐accountability beyond current social/economic entrepreneurial thinking if they are to legitimately benefit Maori society.Originality/valueAlthough only one cultural context is examined, this paper demonstrates the potential benefit of a deeper understanding of the cultural genealogical setting when developing models to work with indigenous entrepreneurs.

Purpose -The purpose of this paper is to illustrate the importance of taking into account contextual factors when building governing mechanisms, so that the subsequent processes and structures are appropriate and sustainable. Design/methodology/approach -The paper utilises the singular case study illustration of Māori Maps, an indigenous social and entrepreneurial venture to illustrate the notion of contextualised governance. Considering this focus centres on notions of context, the case study method is most appropriate as it allows for a fuller explanation of the specific contextual factors relating to the study. Findings -In taking into account the unique contextual factors relating to Māori Maps, the paper shows that they have incorporated culturally appropriate models and processes of governance. Research limitations/implications -This context-specific case study illustration supports new governance research avenues that assert that context matters, and contributes to the body of evidence that suggests that traditional frameworks of governance cannot be applied to all organisations, with no regard being taken for varying contextual factors.Practical implications -This case study illustration may encourage other groups in similar scenarios (but with varying contextual surroundings) to develop their own innovative models of governance which suit their surroundings. Originality/value -The authors have utilised the Māori Maps case study previously in the context of innovation and entrepreneurship studies. The insights drawn from studying the intersection between governance theory and social entrepreneurship in this context are new.