| dc.description.abstract | The political and economic history of New Zealand since the turn of the nineteenth century has
been characterised by the colonisation of the indigenous Maori people by settlers mainly from
Britain. In 1840 the British Crown and representative Maori Rangatira signed the Maori
language version of the Treaty of Waitangi, which guaranteed to Maori continuing ownership of
their land and natural resources, and self determination under the protection of the Crown,
What Maori did not know in signing the Treaty was that already thousands of new settlers were
being recruited in Britain on the promise of a paradise, where vacant land could be purchased
cheaply and every man was the equal of his master.
While the Maori population was in decline following the introduction of disease and the musket,
the immigrant European population exploded. It established a Westminster styled Government
which in its early years included no Maori, and passed laws which over the next 50 years
alienated Maori from 95% of their land, prevented Maori from accumulating capital and
participating in the most rewarding industries, and imposed alien social institutions on a
previously well organised and successful people.
For many Maori in the twenty-first century, the legacy of colonisation has been either
marginalisation in rural communities on land frozen by legal structures which run counter to
traditional values and procedures, or migration to towns and cities where employment
opportunities are mainly in less skilled work and subject to variation in the economy.
This thesis examines the extent of the displacement of the institutions of Maori society and its
impact on the development of Maori land and other assets. It proposes an approach which could
assist shareholders in Maori land to reassert traditional values and tikanga and promote
collective decision making, while gaining understanding of the concepts and language of
business and organisations and a skill base for greater participation in the organisations which
own and manage their assets.
The research results are promising, with participants in a research project accepting an approach
to governance and organisation which bridges tikanga and modem business structures. There is
evidence from an extended case study that the approach engenders a confidence which has
positive social and cultural outcomes while encouraging the development of Maori land | en_US |
