Browsing by Author "Spiller C"

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    Does supporting cultural diversity benefit only Māori? A study of Māori and Pākehā employees
    (Taylor and Francis Group on behalf of the Royal Society of New Zealand, 2024-02-05) Haar J; Spiller C; Mika J; Rout M; Reid J
    Māori are the Indigenous people of Aotearoa but experience workplace disadvantages including high discrimination, lower pay, and greater unemployment. This study uses psychological contracts theory to explore employee perceptions of a set of mutual obligations and implicit promises from their employer around supporting Māori employees. Cultural diversity promise fulfilment (CDPF) focuses on the way firms provide Māori cultural representation, seeks broad inputs from Māori, and work to eliminate bias against Māori. We empirically test CDPF on 165 Māori and 729 Pākehā. We include Pākehā because theoretically, under social exchange theory, all employees might react positively to employer support for a disadvantaged group. We test a moderated mediation model and find support with CDPF being significantly related to job satisfaction, cultural wellbeing, and turnover intentions, with the former mediating CDPF effects to turnover. Next, moderation effects are found (Māori versus Pākehā) but with mixed support. However, moderated mediation effects are supported with Māori employees reporting a stronger indirect effect from CDPF than Pākehā, through both mediators (job satisfaction and cultural wellbeing). The paper establishes the importance of CDPF and helps build the arguments for diversity support.
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    The southern initiative: How indigenous values inspire social innovation and impact
    (Cambridge University Press in association with Australian and New Zealand Academy of Management, 2025-09-08) Niu X; Mika J; Spiller C; Haar J; Rout M; Reid J; Karamaina T
    Indigenous values are increasingly recognised in helping organisations contribute to wellbeing within and beyond the workplace. Adopting the theoretical lens of Māori economies of wellbeing, this case study examines how The Southern Initiative (TSI), a unit within Auckland Council, incorporates Māori values to co-create place-based solutions and foster whānau (family) wellbeing. Through kōrero (conversations) with three people, a wānanga (collaborative discussion) with TSI members, and analysis of organisational literature, we identified how TSI's organising approach synthesises social innovation and bureaucracy. We found that indigeneity-embedded intrapreneurship, distributed leadership, and whānau-centred design support TSI's innovations. Mana (prestige) emerged as a primary organising principle, sustaining TSI's approach to achieving systemic change. By bridging Indigenous paradigms and conventional managerial practice, this case study demonstrates how Māori values can transform public sector management, elevate social justice, and encourage community resilience. These findings highlight culturally grounded frameworks for delivering social impact and shaping equitable outcomes.