Context Matters: Exploring the Influence of Norms, Values, and Context on a Māori Male Manager

Vine, Bernadette

doi:10.1177/0022022119827651

Cited by 6 publications

(2 citation statements)

References 22 publications

(40 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The Culture Order in Aotearoa New Zealand The Wellington Language in the Workplace Project (LWP) team has focussed for some time on insights that discourse analysis can provide regarding similarities, differences and the complexities of Māori and Pākehā interactional norms (see e.g., , and more recently on how this reflects the culture order in New Zealand (Holmes, 2018;Vine, 2019;Holmes et al, 2020). The concept of the culture order (Holmes, 2018) identifies the hegemonic ideologies that influence the ways in which individuals construct their ethnic or cultural identity.…”

Section: 1mentioning

confidence: 99%

“Climbing the Same Mountain”

Vine

Holmes

Marra

2022

Contrastive Pragmatics

Self Cite

View full text Add to dashboard Cite

The enactment of biculturalism in Aotearoa New Zealand has varied greatly over the time since colonial settlement, and it is still a debated and evolving concept. In this article we examine practices adopted by one Māori Chief Executive Officer in two different workplaces at two different points in time to illustrate this process in action. Our analysis examines the way he opens meetings of his senior management teams, demonstrating the way he adopts flexible and context-sensitive approaches, taking account of exactly where each organisation and each individual, whatever their ethnicity and varied cultural experience, is located along the pathway to biculturalism. His introduction of Māori tikanga (ways of doing things) and practices into both workplaces sends the message that Māori culture and language are valued, while the differences between the two organisations, including a greater focus on bilingualism as part of biculturalism more recently, reflects shifting attitudes in wider society.

show abstract

Section: 1mentioning

confidence: 99%

“Climbing the Same Mountain”

Vine

Holmes

Marra

2022

Contrastive Pragmatics

Self Cite

View full text Add to dashboard Cite

show abstract

“…A relatively small number of New Zealand workplaces can be described as 'ethnicised' Māori workplaces.3 Employees in ethnicised Māori workplaces are working for the benefit of the Māori indigenous minority in a variety of ways; the Māori culture order accounts for their ideological assumptions about appropriate behavior, and tikanga Māori characterises many aspects of workplace interaction such as the way meetings are conducted, including the openings, turn-taking rules, acceptable ways of providing feedback, appropriate ways of doing leadership, and so on (see Holmes, Marra and Vine, 2011;Vine, 2019 for further discussion and detailed exemplification). When Pākehā employees work in such minority group contexts, their taken-for-granted majority norms often come into focus (Holmes, Marra and Vine, 2011;Holmes, 2018a).…”

mentioning

confidence: 99%

Contesting the Culture Order: Contrastive Pragmatics in Action

Holmes

Vine

Marra

2020

Contrastive Pragmatics

Self Cite

View full text Add to dashboard Cite

Contrastive pragmatics encourages a focus on variation in the ways that different groups enact their distinctive cultural values and norms. In New Zealand, Pākehā (European-based) ways of doing things are the norm, taken-for-granted and rarely questioned or even noted unless someone “breaks the rules”. For minority group members, however, including the indigenous Māori people, Pākehā norms are ever-present reminders of their non-dominant position. In the Māori workplace contexts that we have researched, awareness of these norms is particularly apparent and often attracts explicit comment. This paper explores the insights provided by comments from both Pākehā and Māori about workplace norms in New Zealand and the attitudes of some Māori employees to the hegemonic influence of Pākehā in workplace interaction, as well as providing some indications of seeds of change.

show abstract

Intercultural Politeness

Spencer‐Oatey

Kádár

2020

View full text Add to dashboard Cite

It is increasingly important in our globalised world for people to successfully manage interpersonal relationships. This is the first book to tackle this vital topic, by taking an interdisciplinary approach to exploring the process of relating across cultures. Drawing together key concepts from politeness theory, intercultural communication, and cross-cultural/intercultural psychology, it provides a robust framework for analysing and understanding intercultural encounters. It explores the ways in which individuals make judgements about others, deal with offence and conflict, maintain smooth relations, and build new relationships. These processes are explained conceptually and illustrated extensively with authentic intercultural examples and empirical data. With accessible explanations and follow-up activities, it will appeal not only to academics working in the areas of intercultural communication, pragmatic theory, conflict research and other related academic disciplines, but also to students of these topics, as well as professionals such as intercultural trainers and those working in the third sector.

show abstract

Context Matters: Exploring the Influence of Norms, Values, and Context on a Māori Male Manager

Cited by 6 publications

References 22 publications

“Climbing the Same Mountain”

“Climbing the Same Mountain”

Contesting the Culture Order: Contrastive Pragmatics in Action

Intercultural Politeness

Contact Info

Product

Resources

About