What counts as an indigenous enterprise? Evidence from Aotearoa New Zealand

Abstract

Purpose This paper aims to contribute to indigenous entrepreneurship theory by identifying what constitutes an indigenous enterprise, focussing on Aotearoa New Zealand as a case. Design/methodology/approach This paper combines policy (quantitative survey) and academic research (qualitative interviews) to answer the same question, what is an indigenous enterprise in Aotearoa New Zealand? Findings The authors found a degree of consistency as to what counts as an indigenous enterprise in the literature (e.g., identity, ownership, values), yet a consensus on a definition of Maori business remains elusive. They also found that an understanding of the indigenous economy and indigenous entrepreneurial policy are impeded because of definitional uncertainties. The authors propose a definition of Maori business which accounts for indigenous ownership, identity, values and well-being. Research limitations/implications The main limitation is that the literature and research use different definitions of indigenous enterprise, constraining comparative analysis. The next step is to evaluate our definition as a basis for quantifying the population of indigenous enterprises in Aotearoa New Zealand. Practical implications The research assists indigenous entrepreneurs to identify, measure and account for their contribution to indigenous self-determination and sustainable development. Social implications This research has the potential to reconceptualise indigenous enterprise as a distinct and legitimate alternative institutional theory of the firm. Originality/value The research challenges assumptions and knowledge of entrepreneurship policy and practice generally and the understanding of what is the nature and extent of an indigenous firm.

Māori Indigenous values and tourism business sustainability

“…Although participants did not measure success solely by profit; being financially sustainable enables these businesses to fully act on their values and therefore fulfil their cultural responsibilities. Economic profit and sustainability is thus a key criteria of success, yet value is placed not only on profit itself but also on the opportunities that profit enables, confirming a more holistic interpretation of business success as suggested by Mika, Fahey, and Bensemann (2019):…”

“…These themes, essentially centred around holistic well-being of people and land, highlight the inherent connection between Māori indigenous values and contemporary efforts in sustainable tourism management. Mika and O'Sullivan (2014), Warren et al (2017), Amoamo, Ruckstuhl, and Ruwhiu (2018) and Ruwhiu and Cone (2013), for example, all empasize that Māori entrepreneurship and the Māori way of doing business are inextricably linked with social and ecological well-being to the extent that this is part of what differentiates indigenous from non-indigenous organisations (Mika and O'Sullivan, 2014;Mika, Fahey, & Bensemann, 2019). This is also applicable to tourism-indigenous tourism operations were often identified to be built upon values that reflect a deep commitment to the needs of community and land (Bunten, 2010;Carr, 2020).…”

Institutional entrepreneurship and permaculture: A practice theory perspective

“…Contributions are concerned typically with social enterprise and entrepreneurship, as distinct from ecological sustainable entrepreneurship. There is a subset of research for which the focus of inquiry is indigenous entrepreneurship (Maritz & Foley, 2018; Mika, Fahey, & Bensemann, 2009); another cluster is concerned with women entrepreneurs and gender in entrepreneurship (Akinbami, Olawoye, Adesina, & Nelson, 2019; Micelotta, Washington, & Docekalova, 2018; Qiu, 2018), and a third subset is concerned with social movements and systems or industry change (Carberry, Bharati, Levy, & Chaudhury, 2019; Reinecke, Manning, & von Hagen, 2012). In addition to these, there are individual contributions on diverse topics such as immigrants' entrepreneurship (Yeasmin & Koivurova, 2019), technology entrepreneurship (Hall, Matos, & Bachor, 2019) and policy entrepreneurship undertaken in relation to the Sustainable Development Goals (Mintrom & Thomas, 2018).…”

How does enterprise assistance support Māori entrepreneurs? An identity approach

“…The prioritisation of cultural, social and spiritual values by Māori enterprises is evident in Māori management theory and practice (Warriner, 1999; Puketapu, 2000; Harmsworth & Tahi, 2008; Harmsworth, 2009; Yates, 2009; Spiller, 2010; Knox, Agnew, & McCarthy, 2014; Mika & O’Sullivan, 2014). For instance, Morgan and Mulligan (2006), in examining the characteristics of 30 Māori enterprises, find a common desire to be both culturally and commercially successful, with cultural values the higher priority.…”