Wise Up: Creating Organizational Wisdom Through an Ethic of Kaitiakitanga

Abstract

Organizations are searching for innovative business approaches that deliver profits and create shared value for all stakeholders. We show what can be learned from the relational wisdom approach of Indigenous Māori and reframe the prevailing economic argument that has seen companies profit and prosper at the expense of communities and ecologies. We develop an ethic of kaitiakitanga model premised on Māori values which holds the potential to enrich and further humanize our understanding of business. The Māori economy is a globally connected, prosperous, and profitable sector of the New Zealand economy. By drawing on Māori values, we present a wisdom position through an ethic of kaitiakitanga or stewardship to emphasize and illustrate the interconnectedness of life in a woven universe. Through practicing kaitiakitanga, organizations can build businesses where wisdom is consciously created through reciprocal relationships. In this worldview of business, humans are stewards endowed with a mandate to use the agency of their mana (spiritual power, authority, and sovereignty) to create mauri ora (conscious well-being) for humans and ecosystems-and this commitment extends to organizations.

The Conceptual Review of Interaction between Corporate Wisdom and Corporate Entrepreneurship

“…Writers like Matsuda (1992), Bierly et al (2000), Moberg (2001), Barutçugil (2002), North and Pöschlt (2003), Limas (2004), Kessler (2006), Rowley (2007), Thierauf and Hoctor (2006), Hays (2007), Esaki (2009), Rooney, McKenna, and Liesch (2010), Pinheiro, Raposo, and Hernández (2010;2012), Spiller, Pio, Erakovic, andHenare (2011), Intezari andPauleen (2014), and Akgün and Kırçovalı (2015) have tried to define wisdom in a corporate sense by developing concepts such as "Knowledge Management Optimization", "Optimal Knowledge Management", "Organizational Wisdom" and "Corporate Wisdom" (Ortakarpuz, 2017, p.31).…”

“…Rooney et al (2010) emphasized leadership models and transformational leadership while defining wisdom and governance in the knowledge economy, and pointed to effective knowledge sharing with organizational culture, organizational learning, organizational innovation, and change. Spiller et al (2011) have noted the presence of wisdom with culture, social and environmental interactions in the institution. Intezari and Pauleen (2014) crossed ethical, moral and practical virtues in the direction of corporate wisdom with knowledge management.…”

Muhasebe Bilgi Sisteminde Kurumsal Bilgelik Anlayışı

“…Hays (2007), bilge düşünce ve eylemin yönünü iş ahlakı, sürdürülebilirlik, dönüşümcü liderlik, kurumsal vatandaşlık ve sosyal sorumluluk ile işyeri demokratikleşmesi gibi filizlenen disiplinlerin merkezi olarak belirtmiştir. Spiller (2011), kurumda "maneviyat, kültür, sosyal ve çevresel etkileşimlerle bilgeliğin varlığına dikkat çekmiştir. Limas (2004), kurumsal bilgeliğin varlığının, kurumun etik ortamını, kurumsal vatandaşlığı, kurumsal sadakati, esnekliği ve iyileşmeleri olumlu etkilediğini savunmuştur.…”

Karanga mai ra: Stories of Māori women as leaders

“…The Manukau Harbour claim initiated a renewed focus on kaitiakitanga that M aori leveraged to embed M aori interests into environmental policy and to support the increasingly global trend towards environmental sustainability (McClean and Smith, 2001). In 1991, this political pressure accumulated in legislative provisions recognising the practice of kaitiakitanga and facilitating increased M aori participation in state resource management (see for example, Hayward, 2003;Local Government New Zealand, 2004, 2011. In 2013, Nganeko Minhinnick was recognised for her service to M aori and the environment receiving a Dame Companion of the New Zealand Order of merit.…”

“…M aori-local government engagement is becoming more common place (Local Government New Zealand, 2004, 2011) and a number of environmental initiatives have emerged including environment enhancement and restoration projects.…”