Journal Articles

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

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    Bridging the Archipelago: Toward an Integrative Approach to Studying Bureaucratic Politicization
    (International Public Policy Association, 2025-06-01) Belloir A; Shaw R; Van den Berg C
    Despite ample attention to bureaucratic politicization in the public administration literature, most research remains siloed, focusing on individual forms of politicization (formal, functional, or administrative) and limited to single-country analyses. When a comparative stance is adopted, it often concentrates on comparing countries with the same administrative tradition (e.g., Westminster countries). This paper advocates for a comprehensive comparative research approach that integrates all forms and spans administrative traditions, treating the three forms of politicization as analytically distinct but empirically interdependent. Drawing on semi-structured interviews with senior civil servants (n=27) in four countries with distinct administrative tradition - Ireland (Westminster), the Netherlands (Germanic), Norway (Scandinavian), and Spain (Napoleonic) – the study introduces an integrated typology and applies it to demonstrate how politicization manifests across various administrative contexts. The findings reveal that politicization is best understood as a composite phenomenon shaped by institutional rules, organizational practices, and civil servants’ interpretive behaviors. This study provides a cross-dimensional, comparative lens that not only bridges conceptual silos, but also offers a more nuanced, context-sensitive understanding of how politicization unfolds in practice.
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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.