Development of indigenous enterprise in a contemporary business environment – the Ngāi Tahu Ahikā approach

Tremane Lindsay Barr, John Reid, Pavel Catska, Golda Varona and Matt Rout

Journal of Enterprising Communities: People and Places in the Global Economy, 2018, vol. 12, issue 4, 454-471

Abstract: Purpose - Tribal economic development in post-settlement era Aoteroa/New Zealand has opened up opportunities for Maori to invest in the sustainable commercial utilisation of their traditional economic resources.Mahinga kai(traditional food and food sources) has always been at the heart of the Maori tribe Ngāi Tahu’s spiritual, cultural, social and economic existence. The purpose of this research is to revitalisemahinga kaienterprise through the commercial development of traditional and contemporary food and food resources in a culturally commensurate manner. Design/methodology/approach - Participant action research theory and practice were used by researchers from Toitū Te Kāinga (Regional Development Unit of Te Rūnanga o Ngāi Tahu) between 2008 and 2012. This was informed by a Kaupapa Maori philosophy of respect and empowerment of the participants’ needs. Findings - The development of the Ahikā Kai Indigenous business system shows that competitive advantage can be created for Indigenous businesses and enterprises through a four-pronged strategy based around: first, human rights that empower tribal members; second, product differentiation based on cultural principles; third, an internal accreditation system to help verify the ethical credibility of the products; and fourth, lowering producer costs through website marketing and direct-to-consumer selling. Originality/value - This research adds to a growing (yet still evolving) body of literature on Indigenous entrepreneurship and the role of voluntary certification in Indigenous business development. The Ahikā Kai business system is an original world first for this type of Indigenous development based on creating a competitive advantage for multiple independent enterprises while maintaining the core integrity of its cultural brand and its operations.

Keywords: Sustainability; New Zealand; Action research; Certification; Action learning; Indigenous enterprise (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:eme:jecpps:jec-05-2016-0014

DOI: 10.1108/JEC-05-2016-0014

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