What is the potential for new governing structures to intervene in persisting social, cultural, political and economic inequalities that disproportionately accrue to Māori?
The multiple accountabilities of Māori leaders to whānau and community members, beneficiaries and external stakeholders make Māori governance challenges unique. Māori entities are collective, ancestry based and do not have easy exit mechanisms for owners and so Māori governance poses complex challenges.
What are the distinctive dimensions and drivers of innovative Māori leadership and integrated decision making, and how do these characteristics deliver pluralistic outcomes that advance transformative and prosperous Māori economies of wellbeing?
A diverse range of Māori leadership practices have contributed to the development of a Māori economy with a current estimated asset base of $42.6 billion, yet the role of mātauranga and tikanga Māori within leadership practices is poorly understood.
The project aims to contribute to the intellectual infrastructure of the discipline of te reo Māori revitalisation by collating oral, visual digital and written sources, including a dictionary, thesaurus and repositories of waiata, haka, and narrative recordings.
The project will answer the following research questions:
While all hospitalisations can be stressful for patients and their whānau, hospitalisations involving transfers away from home can be even more so and can present unique issues in terms of how whānau negotiate distance, unfamiliarity, active engagement and help-seeking. In this study, we are interested in better understanding how whānau facilitate support and remain actively engaged in the ‘care equation’ when a whānau member is transferred or hospitalised away from their home location.
What do alternative models to tribal corporations look like for iwi and hapū development?
A wealth of historical narratives provide alternative examples of successful tribal economic development and management practices that have existed in the past. However, the last two decades have seen the emergence of a commercially successful corporate-beneficiary model in which the majority of Treaty of Waitangi settlement assets have become centralised within corporate structures.