Journal Articles

Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915

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    Mātai ako: Te Tiriti o Waitangi in learning and teaching
    (Taylor and Francis Group on behalf of the Association for Tertiary Education Management, 2025-05-23) Severinsen C; Erueti B; Desai F; Mahuika R; Graham P; Tawhai R
    This article examines initiatives within the College of Health at Massey University to embed Te Tiriti o Waitangi in learning and teaching. Situated within broader strategies, it focuses on the Mātai Ako initiative, which supports staff in building an understanding of Te Tiriti, developing competence, and aligning curricula. Drawing on national policy and university commitments, the initiative advances four actions: developing foundational knowledge, offering skill-building workshops, providing pedagogical mentoring, and reviewing curricula. Early outcomes include increased understanding, pedagogical shifts, and identification of next steps, though sustaining systemic change remains a challenge. The initiative is guided by an ethic of open communication, collective growth, and a staged approach that centres mātauranga Māori while respecting diverse starting points. It offers lessons for higher education institutions navigating tensions between Western academic traditions and obligations to Indigenous rights. Despite ongoing challenges, strategic alignment has established a platform for meaningful change.
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    Strategy for Cultural Inclusion in New Product Development Processes: A New Zealand Study
    (MDPI (Basel, Switzerland), 2022-12-15) Mathrani S; Ibrahim SDE
    Cultural inclusion generates a positive impact by socially increasing pride for individuals or economically increasing a country’s global capital. Currently, in New Zealand (NZ), not many strategies exist that ensure inclusion of culture in new products introduced locally and globally. Further, cultural inclusion in products appears highly represented in the tourist markets, but not so much in the domestic markets. This paper examines the current NZ strategies for cultural inclusion in product development of different sized companies that supply locally and globally through three case studies and compares the findings with theoretical models used in other regions. Findings elaborate that NZ lacks in documented standardized strategies when it comes to cultural inclusion. A positive impact of having such a strategy is perceived by participating companies with a culture for open innovation to ensure they are following a process approach that can help include cultural aspects appropriately. Creating a unique position for the brand globally, increasing global capital and deeper connectivity, and increasing the understanding of culture were some key benefits identified. However, a few steps in the new product development process were found largely lacking in NZ firms, such as communication with cultural representatives and leaders. A cultural inclusion model is developed based on the study findings to include an open innovation culture that can help NZ companies be more inclusive in their design and establish a unique NZ market for generating positive impacts.