New Zealand Business Environment: Implications of Treaty of Waitangi, Maori Business Practices, and External Environment Impact on Ngai Tahu Holdings

This study explores the implications of The Treaty of Waitangi on the business practices of Maori in New Zealand. It identifies the key characteristics of Maori business practices and discusses the impacts of the external business during the strategic planning process. The study also discusses the impact of the external environment on Ngai Tahu Holdings, a New Zealand based business, and the application of quantitative and qualitative analytical tools for measuring its growth. The relevance of Treaty of Waitangi principles in business operations is also discussed.

Running head: NEW ZEALAND BUSINESS ENVIRONMENT
New Zealand Business Environment
Name of the Student:
Name of the University:
Author Note:

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Table of Contents
Introduction......................................................................................................................................2
Task 1: Implications of the Treaty of Waitangi...............................................................................2
1.1 Identification of the Stakeholder’s role in the Treaty of Waitangi............................................2
1.2 Four Relevance of the Treaty of Waitangi Principles...............................................................4
Task 2: Key Characteristics of Maori Business Practices...............................................................6
2.1 Four Business Objectives of Ngai Tahu Holdings....................................................................6
2.2 Fostering bicultural partnerships with the external stakeholders..............................................6
Task 3: Impact of the External Environment on a business organisation for Strategic Planning. . .8
3.1 Impact of the External Environment on Ngai Tahu Holdings...................................................8
3.2 Quantitative Analytical Tool.....................................................................................................9
3.3 Application of the Qualitative Tool.........................................................................................11
References......................................................................................................................................13

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Introduction
The business operations in New Zealand society are much influenced by the bicultural
heritage. Accordingly, the societal perspective affects the business operations in this country.
Kelsey (2015) pointed out that The Treaty of Waitangi is currently marked as the foundation of
modern state located in New Zealand. It even creates the formalized relationship between the
Maori and British culture that help in protecting the traditions, practices and values of Maori.
Bicultural in New Zealand generally refers to the non-Maori and Maori group of societies
(Jacobson et al., 2016). The study is widely focusing on the implications of The Treaty of
Waitangi on the business practices of Maori. The identification of the key characteristics of the
Maori business practices will be helpful in understanding such impact on the business practices.
Furthermore, the study will discuss the impacts of the external business during the strategic
planning process. The application of the quantitative and qualitative analytical tool will be used
for measuring the growth of Ngai Tahu Holding, which is a New Zealand based business and
being affected by the biculturalism in the country. The company concentrates on the diversified
portfolio for investing more appropriately to the cultural and social initiatives (Ngāi Tahu
Holdings Limited. 2018). Understanding the impacts of the external forces and the opportunities
for developing the partnerships with the external stakeholders will also be discussed.
Task 1: Implications of the Treaty of Waitangi
1.1 Identification of the Stakeholder’s role in the Treaty of Waitangi
The Maori culture deals with the various types of stakeholders and every stakeholder
plays the significant role in the business context. The government organisations mostly focus on

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working with the local stakeholders, especially with the local community and government, Maori
group, pacific group, and voluntary sectors. Maori group maintains the special relationships with
the British Crown that is set out in the Treaty of Waitangi. Treaty needs to provide the
fundamental framework after recognizing the provision in a detailed way. Orange (2015) opined
that each stakeholder group needs to meet the needs while collaborating with the government
agencies. On the other hand, the government agencies also require establishing the robust
partnerships arrangements with the Maori group. Especially, while formulating the policies and
strategies and delivering or evaluating the strategies, such effective relationships will be much
helpful (Moon, 2015). The collaboration between these two groups is significant for the business
for improving the cultural appropriateness of the services.
Local authorities are the other stakeholder group in such context. They play the key role
in developing the strategic level coordination as well as ensuring the integrated service delivery
at the local level (Tsui et al., 2018). Especially, when the new government legislation is imposed,
this collaborative partnership will be necessary for the business. Another stakeholder group is the
community and voluntary section, which is play two major responsibilities. The first is to
represent the voice and perspectives of the associated local community group (Stevens, 2016).
The second responsibility is to provide the voluntary group the appropriate right to work for
meeting the needs of the local communications. The pacific people formulate another
stakeholder group that constitutes almost six percent of the entire population of New Zealand.
The proportion is expected to be doubled by the year of 2050. They are involved with the range
of community based group to perform more efficiently.

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1.2 Four Relevance of the Treaty of Waitangi Principles
The Treaty of Waitangi needs to determine the appropriate application of the Crown Act
or the demolishing the act (Tsui et al., 2018). The principles of the Treaty of Waitangi are much
relevant in terms of developing the business operations. It even creates the formalized
relationship between the Maori and British culture that help in protecting the traditions, practices
and values of Maori. The four principles in relevance to the business operations are discussed
further:
 Partnership
The ‘Court of Appeal’ identified that the Treaty signed the partnership between the races’. It
was also implied that the Treaty requires building faith, which often turns out to be the
characteristic obligations (Robinson & Liu, 2015). It is important to maintain the
communicational transparency to develop more interpersonal relationships with the business
partners. It creates more investment opportunities by receiving supports from the external
environment. It also considers the responsibility of consulting the Maori and obtaining free,
informed, and full consent of the right holders. The business development in New Zealand needs
to consider this principle.
 Autonomy
The principle of the Treaty considers the autonomy of managing their customary laws. The
Maori traditions determine the individual economic, political, and social objectives and rights for
making any specific decisions (Bennett & Liu, 2018). In case of the business development, the
similar traditions are being followed. The business leaders require prioritizing the impacts of the
external forces that determine the sustainability parameter in the future run. The individual rights

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are to be appreciated within the workplace. Providing the autonomy to work separately and
create the unique outcome would become profitable for the company. This principle is well-
applied to the business operations, especially, during the business decision making process.
 Equity
Another principle of the Treaty is to maintain the equity between both the parties. The
partnership law proclaims that the settlers’ interests should not be prioritized to the disadvantage
of Maori (Simon-Kumar, 2015). Maintaining equity within the workplace can develop better
work opportunities for the company for the long run. It would promote the biculturalism to
maintain collaborations among the maori group and the other members. The equal opportunities
and fair treatment even consider the development of the professional parameter. Similarly, in the
business scenario, the maintenance of the fairly decisions and equity is necessary.
 Equal Treatment
The principles of the Treaty of Waitangi determine the fair treatment between the Maori
groups. The interests should be the same for each group within a business context.
These four principles have the relevance with the business scenario in New Zealand
considering the biculturalism. Managing these principles is much essential for undertaking
business decision making process.

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Task 2: Key Characteristics of Maori Business Practices
2.1 Four Business Objectives of Ngai Tahu Holdings
Ngai Tahu Holdings Corporation Limited is an investor company based in New Zealand.
The company has the active approach towards the effective investments, governance, and assets.
The four major business objectives of the company are as follows:
 The business focuses on increasing the equity of the shareholders as well as expanding
the asset base of the commercial zone (Sharechat.co.nz. 2018).
 In order to facilitate the current environmental, social, and cultural initiatives, the annual
cashes will be returned to Te Runanga via the Charitable Trust of Ngai Tahu (Ngāi Tahu
Holdings Limited. 2018).
 The company pays attention to grow the business for the upcoming generation or
millennial
 The company manages the diversified portfolio of investments by assessing opportunities
and developing future strategies
2.2 Fostering bicultural partnerships with the external stakeholders
Observing the business objectives, it can be stated that the company has been maintaining
the effective partnerships with the external stakeholders. It is noticeable that bicultural in New
Zealand generally refers to the non-Maori and Maori group of societies. The study is widely
focusing on the implications of The Treaty of Waitangi on the business practices of Maori (Yong
& Martin, 2016). The business is even following the principles of the Treaty of Waitangi while
undertaking the business operations. It is important to maintain the communicational

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transparency to develop more interpersonal relationships with the business partners. The pacific
people formulate another stakeholder group that constitutes almost six percent of the entire
population of New Zealand. The business equity is maintained properly to divide the mutual
benefits while dealing with the local communities. As per the Maori tradition, the individual
requires concentrating on the economic, political, and social objectives and rights for making any
specific decisions (Jaffe, Kushnirovich & Tsimerman, 2018).
In case of the business development, the similar traditions are being followed. The
business leaders require prioritizing the impacts of the external forces that determine the
sustainability parameter in the future run. It also considers the responsibility of consulting the
Maori and obtaining free, informed, and full consent of the right holders. The company
concentrates on the diversified portfolio for investing more appropriately to the cultural and
social initiatives (Tsui et al., 2018). The new government legislation requires the collaborative
partnership for maintaining the long term sustainability. The government organisations mostly
focus on working with the local stakeholders, especially with the local community and
government, Maori group, pacific group, and voluntary sectors (Kelsey, 2015). It even creates
the formalized relationship between the Maori and British culture that help in protecting the
traditions, practices and values of Maori. The equity maintained among the business stakeholders
and the Maori groups has been maintaining the social and cultural initiatives and fair treatments.
They maintain the communicational transparency to develop more interpersonal relationships
with the business partners. It creates more investment opportunities by receiving supports from
the external environment. Therefore, the rights are equally distributed considering the mutual
benefits for both the parties. Such appropriate initiatives foster the bicultural relationships with
the external environment.

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Task 3: Impact of the External Environment on a business organisation for Strategic
Planning
3.1 Impact of the External Environment on Ngai Tahu Holdings
External environment Identify one item that
is inherent in the area
The impact of that
item on Nagi Tahu
business
The response that
Nagi Tahu made to
the item
a) Government
policy
Law change Investment settlements
with the business
partners
Arrangements of the
charitable organisations
b) Legislation and
common law
Payment of the taxes Increasing payment on
investment purpose
Making the
channelized approaches
for the distributional
purposes
c) Economic
dynamics
Investments on the long
term tourism sector to
derive economic
benefits
Creates a range of
attractions for the
tourists and sells shares
with the private
companies
Sharing the benefits
with the partnership
businesses
d) Technology Movac Technology
Fund
Raised $105 million for
the latest fund
More investment
opportunities for the
business growth in

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future
e) Sustainable
management
Long-term inter-
generational
development
Considering
environmental support
through trusts and
charities
Creating wealth by
using assets that will
turn out to be much
profitable for the future
prospects
f) Social trends Maintenance of the
diversity among the
Maori Group
Partnership charity
programs for the
community members
Long term
sustainability with the
diversified
biculturalism and
governing social
investments
3.2 Quantitative Analytical Tool
1) Tool Used
The survey conducted among the associated members of Ngai Tahu Holdings
Corporations Pvt. Ltd. The questionnaire is used as the analytical tool.
2) Data Sources

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Primary data gathered from the associated employees of Ngai Tahu Holdings. Especially,
the Maori grouop participated in this survey process. Their real life experiences are useful here to
derive the response regarding the impacts of the external environment.
3) Impact
The data sources determine that the partnerships with the external environment help in
developing the investment purposes. It will also be helpful in developing charitable funds for the
welfare of the community. It also considers the responsibility of consulting the Maori and
obtaining free, informed, and full consent of the right holders. It is noticeable that The equity
maintained among the business stakeholders and the Maori groups has been maintaining the
social and cultural initiatives and fair treatments. They maintain the communicational
transparency to develop more interpersonal relationships with the business partners. The
environmental governance provides the opportunity to the company for the long term
sustainability. In addition to this, it creates the significant impact on the biculturalism in the
society.
4) Assumptions
The obtained idea from the research explains that the government agencies also require
establishing the robust partnerships arrangements with the Maori group. Bicultural in New
Zealand generally refers to the non-Maori and Maori group of societies (Chan et al., 2018). The
study is widely focusing on the implications of The Treaty of Waitangi on the business practices
of Maori. It provides the assumptions of the external scenario that have the significant
contribution towards business success. In fact, it was even noticed that the new government

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legislation is imposed for which the development of the collaborative partnerships are essential.
The community development helps in establishing biculturalism within the society.
3.3 Application of the Qualitative Tool
1) Tool Used
Interview has been undertaken among the associated managers of Ngai Tahu Holdings
Pvt Ltd. The community members have also participated in this interview session.
2) Data Sources
Qualitative data is gathered from the external stakeholders or the community members
and the internal managers of the company. They discussed the social initiatives undertaken by
the company as well as the impact from the external forces that shape the business functions and
influence the outcome more significantly.
3) Impact
The analysis of their responses determined the impact of the political, social, and
technological aspects on the business. Accordingly, it also generated the information about the
business investments on developing social welfare to promote biculturalism. In addition to this, it
created more investment opportunities by receiving supports from the external environment.
4) Assumptions
The principles of the Treaty of Waitangi are followed and managed the equity much
promptly. The business clarified the objectives of developing the partnerships among the
bicultural atmosphere (Rangihau, 2017). The mutual trust maintained among the business

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stakeholders is the key to success for the business. On the other hand, the Maori group has been
maintaining the social and cultural initiatives and fair treatments to sustain the position and
maintain interpersonal relationships with the external stakeholders as well. The maintenance of
the communicational transparency helps in promoting biculturalism and creates the opportunistic
scenario for the business. The purpose of representing the voice and perspectives of the
associated local community group is well-managed by the business leaders.

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