Māori Social Enterprise: A Case Study

Abstract

This chapter focuses on exploring social innovation among Māori entrepreneurs. The notion that social entrepreneurship (SE) has always been a core part of Indigenous entrepreneurship is supported by existing literature. However, the role of Indigenous worldviews and the entrepreneurial ecosystem within which the Indigenous entrepreneur operates has been overlooked. A Case Study method was used, Case 1 was a whānau (kinship)-based social enterprise and Case 2 was a trust-based social enterprise. Both cases showed similarities in terms of cultural integration of Māoritanga into their values and how they created social innovation. Case 1 models a social engineer by designing architectural works that integrated Māori designs, but with a contemporary style that changed how the community designed projects. Case 2 also exemplified similar characteristics, but with more focus on creating economic development through community-based enterprise with a social goal using very innovative means such as community volunteering and youth engagement. Case 3 stood for a more shared-economy approach to social innovation. The entrepreneurial ecosystem is perceived by the cases quite similarly because they felt government policies were irrelevant because they did not integrate the core values of Māori. The implications of these findings are mainly policy-based because the Crown needs to re-evaulate how it engages with Māori social entrepreneurs.

Citation

Hephzibah Orhoevwri, R. (2021), "Māori Social Enterprise: A Case Study", Spee, J.C., McMurray, A. and McMillan, M. (Ed.) Clan and Tribal Perspectives on Social, Economic and Environmental Sustainability, Emerald Publishing Limited, Leeds, pp. 49-61. https://doi.org/10.1108/978-1-78973-365-520211007