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

Published online by Cambridge University Press:  30 March 2021

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: jarrod.haar@aut.ac.nz

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.

Type
Research Article
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2021

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