PRESENT91

Information about PRESENT91

Published on January 17, 2008

Author: Tommaso

Source: authorstream.com

Content

Indigenous Businesses & the Economy of Mana (affection): A Māori Case Study Manuka Henare - University of Auckland Rachel Wolfgramm – University of Auckland Diane Ruwhiu – University of Otago:  Indigenous Businesses & the Economy of Mana (affection): A Māori Case Study Manuka Henare - University of Auckland Rachel Wolfgramm – University of Auckland Diane Ruwhiu – University of Otago An introduction:  An introduction Discuss some developing definitions of Māori business Number of colleagues engaged in addressing this project Today three of us discuss questions about definitions of Māori business Context of research – Māori business statistics strategy Proposed interim definition for a Statistics NZ feasibility study:  Proposed interim definition for a Statistics NZ feasibility study Critique the following: A Māori business is a Māori Authority and/or a business that is more than 50% owned by Māori individuals and /or Māori Authorities. In addition, a business that is more than 50% owned by a Māori business (which is not itself a Māori Authority or individual) shall also be a Māori business. Limited definition:  Limited definition Statistics NZ says the definition is limited Excludes joint ventures – 50% owned by Māori Businesses where Māori have substantial minority interests However, raises additional questions based on research under way Work in progress Problems of narrow definition:  Problems of narrow definition Definitional minefield using ‘narrow’ ownership criteria What of business practice e.g. marae based tourist activity? Status of a business? Style & scope of behaviour – extent that common practice be identified? Avoid claims of a universally accepted definition that one size fits all make it contingent studies of SMEs can be adapted (Haworth 2004) Not historical:  Not historical Historical perspective 1840s-1850s tribal enterprise (Petrie 2004) Nature of ownership &/or proprietary rights Evidence Māori moving from communal to individualistic ownership Ships (schooners) - 2 methods- Registered under 6 names – small group on behalf of community (hapū) Ships Māori owned but registered in name of a pākehā (settler) Slide7:  Flourmills - 2 approaches estab. stock company - rangatira obtain shares on behalf to hapū (tribal) members Subscriptions were exclusive to Māori Community appoints a group with a local pākehā – trader or missionary Slide8:  Overall: Māori businesses 1840s-1850s employed settler expertise but maintained overall control (ownership) Operated purely on a commercial level Contract price agreed Price paid Work done Often settler became member of community (Petrie) historically:  historically Dee Hock (Visa International) Historically, a business was a community of interest that came together for a common purpose – having achieved the purpose would disband. New community of interests would develop and new businesses emerge. Discussion points:  Discussion points 1. Majority owned business – more accurate term – rather than ‘Māori business’ description Understand need for simple objective measure thus valuable data generated 2. Allow for self-definition Do you regard your business as a Māori business? Ask this before question – re 50% ownership Slide11:  Chellie Lake (2004) Māori business defines its purpose in terms of creating a quadruple bottom line: Cultural Social Environmental & Economic wealth creation Slide12:  Business guided by principles such as: Whānaungatanga (kinship) Kotahitanga (solidarity/partnership) Kaitiakitanga (guardianship/protection) Urunga-tū (participation) Slide13:  Applies practices that address concersn of stakeholders Community Environment Customers Employees Suppliers & shareholders Slide14:  Measures: Cultural, social & environmen ta as well as economic performance Slide15:  Maori business accounts for cultural, social & environmental as well as economic performance Involves qualitative & quantitative measures In terms of Economic bottom line Environmental bottom line Social bottom line Cultural bottom line

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