Management-Entrepreneurship: Maori Economy and Business Opportunities

This report provides an in-depth analysis of the Maori economy and its potential for entrepreneurial ventures. It begins with an introduction highlighting the historical significance of Maori in international trade and their significant ownership in primary sectors like fishing, forestry, and agriculture. The discussion section delves into the permanent growth of the Maori economy, citing the increasing number of Maori businesses and their contribution to the New Zealand economy. It explores the drivers of Maori entrepreneurship, emphasizing cultural uniqueness and responsibility towards land and sea, as well as the role of small and medium-sized enterprises (SMEs). The report also examines Maori economic growth, including the benefits of free trade agreements and strategies for Maori interests within trade agreements. Furthermore, it discusses Maori international and local business activities and collaborations, showcasing successful examples like Tohu wines and the Te Rau Aroha Omaio development plan. The report concludes by emphasizing the significance of Tikanga Maori in fostering business opportunities and the potential for Maori businesses to thrive internationally. References are provided to support the findings.

Running head: MANAGEMENT-ENTREPRENEURSHIP
MANAGEMENT-ENTREPRENEURSHIP
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Executive Summary
Recognizing potential opportunities for collaborative research with Iwi and Hapu primarily
requires an understanding of future study which requires by various Mäori organisations and
classification of the strategic research areas whereby collaborative research must be
promoted. The paper has offered inclusive insights of the Maori economy and opportunity it has
provided for entrepreneurs to engage with them.

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Table of Contents
Introduction......................................................................................................................................3
Discussion........................................................................................................................................3
Permanent Growth of Maori Economy........................................................................................3
Drivers of Māori entrepreneurship..............................................................................................4
Maori Economic Growth.............................................................................................................5
Maori International and Local Business Activities and Collaborations......................................7
Conclusion.......................................................................................................................................7
References........................................................................................................................................9

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Introduction
Maori constitutes a long history in international trade. Recently, the Maori economy
includes a range of authorities, businesses and organizations which identify them as Maori.
Maori owns a significant proportion of assets in the primary sectors which include 55% of the
fishing share, 35% of forestry, 25% in lamb production, 35% in sheep and beef production, 10%
in dairy production and 10% in production of kiwifruits (Scheyvens et al., 2017). Products
generated from these sectors typically encounter the highest tariffs in Maori exports. The report
will evaluate Maori economy and opportunity it offers for entrepreneurs to engage with them.
Discussion
Permanent Growth of Maori Economy
Reports of Douglas (2015) have revealed that Maori enterprises have been making their
performance on the economy growing steadily every year. There have been more than 200 newly
developed Maori businesses since 2013. The Ministry of Business, Innovation and Employment
figures accounted Maori enterprises worth to be approximately $45 billion and growing faster
than the economy as a whole.

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Māori enterprises in New Zealand
Source: (Douglas & Grant, 2014)
The majority of Māori assets rely on the agriculture, forestry and fishing industry.
Reports have revealed that in the fishing industry, Māori investment contributes around 45% per
cent (Rankine et al., 2014). Maori employers while significantly flying under the radar have
combined assets estimated to be around $23.5 billion. Million who have been self-employed
have a combined a asset base of $ 7.0 billion possessions and the remaining $ 13.8 billion has
been owned by Maori trusts, incorporations along with other collectively owned enterprises such
as tribal organizations managing treaty settlements funds. Reports of Frederick, O'Connor and
Kuratko (2018) have revealed constitutes 15% of the current New Zealand labour force. But NZ
has estimated that Maori labour force will amplify to constitute one-fifth of Nez Zealand’s
working age population by 2038. Crown Maori relation and Maori development have been
assigned on operating funds of $58 million in the budget.
Drivers of Māori entrepreneurship
Maori entrepreneurs reflecting a strong sense of cultural uniqueness along with
responsibility over the land and sea have been driving the market in Maori business. Reports of
business now account for an economic asset support of more than NZ $ 43 billion (Douglas &
Grant, 2014). Reports of Kana and Tamatea (2016), small and business enterprises constitute
significant division of the Maori economy. These entrepreneurs have dependent on a trade
approach with early roots a Maori‘s perceptions as well as executing trade and its competence to
align to shared tradition as lineage of Papatūānuku, mother earth. Nonetheless, settlements
comprised of only around 1% of NZ S36.9 billion Maori economic base in 2010. It has been

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estimated that 15,800 or Māori SMEs also known as small and medium-sized enterprises,
overseeing approximately NZ$26.8 billion in possessions constitute the substantial proportion of
the Māori economy (Mika & O'Sullivan, 2014). Kana and Tamatea (2016) have noted that
investment bankers, investors and merchants have been invited to Māori enterprises as
prospective partners who have high interest in studying the way Maori entrepreneurs have been
aiming to modify their contributions and methods within the Maori economy. Meanwhile, Mika
and O'Sullivan (2014) have noted that the Maori economy reveals an increasing tolerance for
threats with more start-up enterprises with several debt-free and with large holdings of liquid
possessions which can be redistributed. Although Iwi business has been continuing to deliver
strong yearly net revenue growth with substantial returns, governors of iwi assets have been
facing an elevated multifaceted business environment and diverse expectations of beneficiaries.
These factors have led to a necessity to increase returns and allocations which have been driven
by Maoris’ interest to experience resourceful outcomes of their tribe’s treaty settlement.
Maori Economic Growth
The Māori contribution to the economy primarily comprises of all individuals,
households, businesses and cooperatives which self-
identify as Māori. This includes Māori entrepreneurs active in individually owned businesses, as
well as the contribution of Māori employees’ earned incomes (Frederick, O'Connor & Kuratko,
2018). Māori exporters benefit from Free Trade Agreements (FTAs) that remove high tariffs
from primary sectors exports. For example, exports of frozen fish roe to Korea have significantly
increased from $ 3.5 million in 2015 to $ 9.5 million in 2017 subsequent to reductions to the
10% tariff through a FTA with Korea (Nandu-Templeton et al., 2017). Thus Maori exporters will

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gain from tariff reductions agreed in the Comprehensive and Progressive Trans-Pacific
Partnership (CPTPP).
Intellectual property- Trade agreements have included provisions primarily at protecting and
recuperating the treatment of traditional knowledge along with cultural expressions such as in the
CPTPP.
Augmented connectivity to the increasing Asia-Pacific region- The participation of New
Zealand in export markets (particularly to Asia) is projected to grow significantly in the short-to-
medium term. With regard to the Pacific, the potential benefits for Māori from the Pacific
Agreement on Closer Economic Relations (PACER) Plus agreement which have included
additional unlocking of indigenous innovation and enterprise (Mika & O'Sullivan, 2014).
Strategies for Māori interests within trade agreements- Foreign Trade Investments primarily
constitute Treaty of Waitangi exception clause which has amalgamated with other provisions,
offers strategies to protect the government’s competence to adopt policies that attain its
obligations to Māori under the Treaty of Waitangi regardless of any obligations of offering
equivalent treatment to Maoris’ trading partners (Henry & Wolfgramm, 2018).
An extensive range of Government and business-to-business support tools are accessible
to Maori entrepreneurship. Authors have noted that gains from the Maori economy have been
viewed holistically with financial capitals being only one part of generalized welfare (Rankine et
al., 2014). However, in order to hold up this approach, Treasury has developed its Living
Standards Framework, which has been purposed to incorporate a Māori perspective besides
Statistics NZ has launched Te Kupenga 2018, an assessment that plans to provide an improved
representation of the social, cultural and economic welfare of Māori.

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Maori International and Local Business Activities and Collaborations
The overall capital base of Māori enterprises has been significant. However, considering
the exemption of the number of billion dollar fashion such as Ngāi Tahu, Waikato-Tainui along
with Ngāti Whātua Ōrākei for example, the resources have been extensively been allocated
across hundreds of Iwi as well as land trusts and incorporations. Dana (2015) has stated that
Maori business with powerful asset base have initiated its collaboration to explore domestic and
international business opportunities. For example, Tohu wines, a joint venture between Maori
Trusts has created substantial international interest. The Maori entrepreneurs have been attaining
such a success with indigenous branding strategy based on Maori identity and cultural
descriptions (Scheyvens et al., 2017).
In addition to this, the Te Rau Aroha Omaio development plan is another example that is
recognized as a community owned and operated enterprise which primarily will manage the
guiding ethics of sustainable economic, ecological, social as well as cultural improvement
through the organized relocation of around 150 hectares of low-value maize growing into a
sustainable enterprise related to influential supreme food markets of the world (Nandu-
Templeton et al., 2017).
Conclusion
Therefore, from the above discussion it can be concluded that the Tikanga Māori around
relationship building as well as cultural identity can resonate with other cultures and direct to
significant business opportunities. Furthermore, it has been noted that successful Māori-led trade
delegations have encouraged such opportunities to the profit of Māori and New Zealand in more
extensive manner. The Maori business is efficiently positioned in terms of its capital resources,

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exclusive story in addition to innovation capabilities in order to develop and cultivate
international businesses from Aotearoa.

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References
Dana, L. P. (2015). Indigenous entrepreneurship: an emerging field of research. International
Journal of Business and Globalisation, 14(2), 158-169.
Douglas, H. (2015). Embracing hybridity: A review of social entrepreneurship and enterprise in
Australia and New Zealand. Third Sector Review, 21(1), 5.
Douglas, H., & Grant, S. (2014). Social Entrepreneurship and Enterprise. Tilde Publishing and
Distribution, Prahran, Victoria.[Google Scholar].
Frederick, H., O'Connor, A., & Kuratko, D. F. (2018). Entrepreneurship. Cengage AU.
Henry, E., & Wolfgramm, R. (2018). Relational leadership–An indigenous Māori
perspective. Leadership, 14(2), 203-219.
Kana, F., & Tamatea, K. (2016). Sharing, Listening, Learning and Developing Understandings of
Kaupapa Māori Research by Engaging With Two Māori Communities in
education. Waikato Journal of Education, 12(1).
Mika, J. P., & O'Sullivan, J. G. (2014). A Māori approach to management: Contrasting
traditional and modern Māori management practices in Aotearoa New Zealand. Journal
of Management & Organization, 20(5), 648-670.
Nandu-Templeton, J., Vanderklei, M., de Vries, H., Love, T., & Hamilton, R. (2017).
Interpreting the narratives of Māori entrepreneurs. MAI Journal, 6(2), 164-179.

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Rankine, J., Barnes, A. M., McCreanor, T., Nairn, R., McManus, A. L., Abel, S., ... & Gregory,
A. (2014). Content and source analysis of newspaper items about Maori issues: Silencing
the'natives' in Aotearoa?. Pacific Journalism Review, 20(1), 213.
Scheyvens, R., Banks, G., Meo-Sewabu, L., & Decena, T. (2017). Indigenous entrepreneurship
on customary land in the Pacific: Measuring sustainability. Journal of Management &
Organization, 23(6), 774-785.