Browsing by Author "McCurdy, Lynette"

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    Developing a model for integrated leadership succession planning in Post-Settlement Governance Entities : a praxis approach : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy at Massey University, Manawatū, New Zealand
    (Massey University, 2025-04-27) McCurdy, Lynette
    The thesis examines key factors that influence leadership succession planning in Post-Settlement Governance Entity in Aotearoa New Zealand. The research was made possible through the long-standing relationship between iwi organisation, Te Rūnanga o Ngā Wairiki Ngāti, a Post-Settlement Governance Entity (PSGE) and me, a non-Indigenous, non-Iwi business researcher (NIR). The context for the research method is based on how a NIR and an iwi organisation can approach a research project together. The research is framed by two questions. Research Question 1 asks ‘How should a NIR approach research with an iwi organisation?’ (RQ1) and Research Question 2 asks ‘What factors influence leadership succession in PSGEs?’(RQ2). The research makes two significant contributions. In response to RQ1, the Framework for non-Indigenous Research Praxis (the Framework) represents a new model for non-Indigenous research not previously described in the literature. The Framework makes important contributions in the fields of non-Indigenous research methods and applied approaches to Kaupapa Māori research. The Framework aligns the NIR with Kaupapa Māori research principles and opens a space for NIRs to consider if, and how, they can make effective contributions in Indigenous research settings, as guided by their Indigenous research partners. RQ2 opens a comprehensive exploration of key factors that influence leadership succession in PSGEs. The response to RQ2 is the development of Te Aka Matua o Iwi Rua—Leadership Succession Model for Te Rūnanga o Ngā Wairiki Ngāti Apa (the Model). The thesis considers leadership succession planning from a strategic organisational risk perspective and offers a detailed and adaptive model for an integrated approach to leadership succession planning and risk mitigation for the Rūnanga. The research makes a significant contribution to the field of leadership succession planning in PSGEs.