Indigenous Economic Development: A Tale of Two Wineries

Anderson, Robert B.; Wingham, Dianne W.; Giberson, Robert J.; Gibson, Brian

doi:10.5172/ser.11.2.49

Cited by 5 publications

(4 citation statements)

References 9 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The worldview of indigenous entrepreneurs reflected in their values, beliefs and culture influences their business practices (Cahn, 2008;Anderson, 2011, 2007;Lindsay, 2005;Redpath and Nielsen, 1997). Cultural values are evident in business strategies, business models and organisational structures within indigenous organisations (Anderson et al, 2007(Anderson et al, , 2003Foley, 2008). Shoebridge et al (2012) suggest that differences in worldview influence the business practices of indigenous entrepreneurs.…”

Section: Indigenous Worldview In Businessmentioning

confidence: 99%

Indigenous business success: a hybrid perspective

Mrabure

2019

JEC

View full text Add to dashboard Cite

Purpose This paper aims to address the notion that the relationship between being indigenous and business success is inconclusive because there are tensions between indigenous values and business success. The research questions are: How do indigenous entrepreneurs define success? Does the third space create a different meaning of success in the indigenous context? Design/methodology/approach A qualitative approach was adopted for this study because the ability to define success requires subjective meanings. Participants’ lived experiences and stories were the main sources of information. Open conversational-style interviews were used because they allow participants to freely share their stories. Findings A defining line is that not all indigenous entrepreneurs have the same view of success. The homogeneity that emanates from sharing indigeneity does not equal unity in views, but shows that people from the same group can view success differently. However, the meaning and views formed are also connected to the wider community, relationships and predominant values that characterise the social cultural context of the entrepreneur. Research limitations/implications This study focuses on one indigenous group; more studies need to be conducted to gain wider variation on the meaning of success in indigenous entrepreneurship and how indigenous subculture alters these meanings. Practical implications The findings of this study show that success for indigenous entrepreneurs should be defined based on individual philosophy. Hence, practitioners should endeavour to clarify what success means from the initial stage of the business to avoid misconception and make this clear to others that are connected to the business. Originality/value This paper suggests a different view of success in an indigenous context using the hybridity viewpoint to explain why success can be perceived using the in-between space without opposite binary.

show abstract

Section: Indigenous Worldview In Businessmentioning

confidence: 99%

Indigenous business success: a hybrid perspective

Mrabure

2019

JEC

View full text Add to dashboard Cite

show abstract

“…There is much evidence that the realisation of Indigenous rights to land and resources is key to successful Indigenous entrepreneurship (Anderson 1997(Anderson , 2002Anderson et al 2003Anderson et al , 2005Anderson et al , 2006Berkes and Adhikari 2006;Scheyvens et al 2017). Conversely, a lack of land title, and lack of home ownership, can restrict access to debt finance and inhibit entrepreneurial activity (Ord and Mazzarol 2007;Fleming 2015).…”

Section: Conceptualising the Problemmentioning

confidence: 99%

“…Delivering land and cultural rights in more streamlined ways, which simplify the current institutional, tenure and organisation complexities, would enable Indigenous people to recognise and capitalise on their particular knowledge and capability to manage their land while strengthening their community and their identity. Land and cultural knowledge support the establishment of successful businesses that are differentiated from competitors by their Indigenous nature (Anderson et al 2003) and fully capitalise on the comparative advantage provided by their cultural and environmental skills and knowledge (Berkes and Adhikari 2006;Schaper 2007).…”

Section: Conceptualising the Problemmentioning

confidence: 99%

“…Beyond land rights, other elements found to be key to successful Indigenous entrepreneurship include the following: identification of opportunities for entrepreneurship (Anderson 2002;Anderson et al 2003); formation of alliances, and networking among themselves and with non-Indigenous partners (including government/NGOs) (Anderson 1997(Anderson , 2002Anderson et al 2003;Berkes and Adhikari 2006;Foley and O'Connor 2013;Ord and Mazzarol 2007); capacity building through education and social enterprise (Anderson 2002;Anderson et al 2003;Cant 2007;Fleming 2015;Foley 2003;KPMG 2016;Schaper 2007;Social Ventures Australia 2016;Spencer et al 2017); enabling infrastructure (particularly internet) (Fleming 2015;KPMG 2016); institution building (Anderson 2002); culture as a key enabler (Mika et al 2017); and customary activities such as art-based activities as a key stimulator of community development (Congreve and Burgess 2017). More generally, the size of the potential customer base (Cant 2007; Commonwealth of Australia 2017b) and available workforce (Anderson 1997;Fleming 2015; Social Ventures Australia 2016) and the distance from, and access to, markets (Ord and Mazzarol 2007;Fleming 2015; Commonwealth of Australia 2017b) also play an important role.…”

Section: Conceptualising the Problemmentioning

confidence: 99%

See 1 more Smart Citation

Are Indigenous land and sea management programs a pathway to Indigenous economic independence?

et al. 2018

View full text Add to dashboard Cite

This paper focuses on Indigenous business development, an under-researched co-benefit associated with investment in Indigenous land and sea management programs (ILSMPs) in northern Australia. More than 65% of ILSMPs undertake commercial activities that generate revenue and create jobs. In addition to generating environmental benefits, ILSMPs thus also generate economic benefits (co-benefits) that support Indigenous aspirations and help to deliver multiple government objectives. We outline key features of northern Australian economies, identifying factors that differentiate them from Western urbanised economies. We discuss literature highlighting that, if the aim is to stimulate (short-term) economic development in northern Indigenous economies, then the requirement is to stimulate demand for goods and services that are produced by Aboriginal and Torres Strait Islander people (herein referred to as Indigenous people), and which generate benefits that align with the goals and aspirations of Indigenous people. We also discuss literature demonstrating the importance of promoting a socio-cultural environment that stimulates creativity, which is a core driver of innovation, business development and long-term development. ILSMPs have characteristics suggestive of an ability to kick-start self-sustaining growth cycles, but previous research has not investigated this. Using 8 years of data relating to Indigenous businesses that are registered with the Office of the Registrar of Indigenous Corporations (a subset of all Indigenous businesses), we use statistical tests (Granger causality tests) to check whether ILSMP expenditure in the first year has a positive impact on Indigenous business activity in subsequent years. This analysis (of admittedly imperfect data) produces evidence to support the proposition that expenditure on ILSMPs generates positive spillovers for Indigenous businesses (even those not engaged in land management), albeit with a 3-year lag. ILSMPs have been shown to be an appropriate mechanism for achieving a wide range of short-term benefits; our research suggests they may also work as catalysts for Indigenous business development, fostering sustainable economic independence.

show abstract