Decolonising management practices in the implementation of Māori frameworks in non-Māori organisations–a case study for Te Awa Tupua.

Miriama Cribb (Whanganui, Ngāti Pikiao, Ngāti Porou, Ngāti Tama), Massey University

Challenges have been made to businesses to reimagine a different way of doing things. This requires a shift in paradigm, one that includes decolonial conversations that challenge assumptions of the dominant paradigm. 

One way of shifting paradigms, involves pushing and pulling organisations to use indigenous metaphors (Dell et al., 2020). An example of this is the granting of legal personhood to the Whanganui River which seeks to take a holistic approach to ensure the Whanganui River catchment is viewed and managed, not in isolation, but as an interconnected ecosystem. 

However, is intent, adoption and responsiveness from mainstream organisations to Māori imagery and frameworks enough? The aim of this research is to understand commitment, readiness and how mainstream organisations advance Māori aspirations as it either pertains to them as a people or for matters of importance. 

In this case, what the Te Awa Tupua framework means for mainstream organisations. That is, how they understand the framework, how they implement or intend to implement it and the level of readiness from a management perspective to adopt and advance the framework. The research question will be, what are the critical factors for operationalising the Te Awa Tupua framework in mainstream organisations?