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    Permaculture : a vision and strategy for sustainable development? : a Malawian case study : a thesis presented in partial fulfillment of the requirements for the degree of Master of Philosophy in Development Studies at Massey University, Palmerston North, New Zealand
    (Massey University, 2012) Coughlan, Sally
    This thesis is a study of perceptions of sustainable development and whether permaculture contributes to sustainable development in Malawi. Underpinning this thesis are two key contentions: that there is insufficient exploration of the broader societal and cultural values orientating current sustainable development theory, practice and policy; and permaculture, as ethically informed social movement network that promotes a design system for sustainable interaction with the environment, is both a vision and strategy for sustainable development. A qualitative, ethnographic case study approach was employed, using semi-structured interviews, in-field observation and permaculture document analysis. Research revealed perceptions of sustainable development were very similar to perceptions of permaculture, suggesting that most people saw permaculture as significantly contributing to their understanding of sustainable development. A key finding was involvement in permaculture arose from a plurality of instrumental goals and identification with social movement values, which in turn influenced perceptions of sustainable development. Several factors emerged as influential in perceptions of both sustainable development and permaculture: culture, level of involvement in permaculture, degree of initiative activity and the role of leaders and committed individuals within an initiative. These findings are seen to have implications for future sustainable development policy and practice. The universality of sustainability issues within perceptions of both sustainable development and permaculture, and the establishment of independent projects and spontaneous adoption of instrumental aspects of permaculture in an area surrounding one research site suggest permaculture has potential to effect sustainable change in individuals and culture both within and outside of initiative parameters. Likewise, demonstrated embodiment of permaculture values in identity, action and lifestyle opens space for the inclusion of personal development and personal responsibility within the concept of sustainable development.
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    Business va'avanua: cultural hybridisation and indigenous entrepreneurship in the Bouma National Heritage Park, Fiji : a thesis presented in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Social Anthropology, Massey University, Palmerston North, New Zealand
    (Massey University, 2009) Farrelly, Trisia Angela
    This thesis explores the ways community-based ecotourism development in the Bouma National Heritage Park was negotiated at the nexus of Western entrepreneurship and the vanua, an indigenous epistemology. In 1990, the Bouma tribe of Taveuni, Fiji established the Bouma National Heritage Park. A growing dependence on the market economy and a desire to find an economic alternative to commercial logging on their communally-tenured land, led to their decision to approach the New Zealand government for assistance to establish the Park. The four villages involved have since developed their own community-based ecotourism enterprises. Despite receiving first place in a British Airways Tourism for Tomorrow Award category in 2002, there was a growing sense of social dysfunction in Bouma during the research period. According to my participants, this was partly due to the community-based ecotourism development process which had paid little attention to the vanua. Largely through talanoa as discussion, the people of Bouma have become increasingly conscious of references to the vanua values in their own evaluation and management of the projects. This thesis draws on Tim Ingold’s (2000) ‘taskscapes’ as, like the vanua, they relationally link humans with other elements of the environment within their landscape. This contrasts with a common Western epistemological approach of treating humans as independent of other cosmological and physical elements and as positioned against the landscape. Largely due to its communal nature, it may be argued that the vanua is incompatible with values associated with Bouma’s Western, capitalist-based ecotourism models. However, in this thesis I argue that despite numerous obstacles, the Bouma National Heritage Park is one example of a tribe’s endeavours to culturally hybridise the vanua with entrepreneurship to create a locally meaningful form of indigenous entrepreneurship for the wellbeing of its people. The Bouma people call this hybrid ‘business va’avanua’. Informal talanoa is presented in this thesis as a potential tool for political agency in negotiating issues surrounding community-based ecotourism and business va’avanua.
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    Leadership in Aotearoa New Zealand : Māori and Pākehā perceptions of outstanding leadership : a thesis presented in partial fulfillment of the requirements of the degree of Master of Management at Massey University, Wellington, New Zealand
    (Massey University. Department of Communication and Journalism, 2005) Pfeifer, Dale Marie
    Exploring the leadership of New Zealand’s diverse cultural groups is of great importance in providing effective leadership. New Zealand’s population is diverse and rapidly changing (Statistics New Zealand, 2004b), resulting in leader-follower relationships increasingly being enacted in the cross-cultural context. As research suggests, cultural variations of leadership exist (Brodbeck et al., 2000; House, Hanges, Javidan, Dorfman, & Gupta, 2004), and inappropriate leadership could stifle the leadership process (Lord & Maher, 1993), it may be especially important to recognise cultural difference in leadership. Well-respected leadership theorists suggest that leadership behaviour is both culturally similar and different (Brodbeck et al., 2000; House et al., 2004), with distinct prototypes of leadership existing in each culture. Followers will only be influenced by leaders’ behaviour which they recognise from that prototype (Lord & Maher, 1993). To be effective, leaders’ behaviour must match followers’ culturally contingent leadership expectation (Popper & Druyan, 2001). New Zealand research supports this theory, confirming the existence of culturally unique leadership behaviour domestically (Ah Chong & Thomas, 1997; Love, 1991a). If the leadership expectations of New Zealand’s diverse cultural groups are not recognised, the result will be ineffective leadership for significant groups. This study investigates perceptions of outstanding Maori and Pakeha leaders by culturally similar followers. In doing so, it examines the unique Maori and Pakeha leadership prototypes, exploring their similarities and differences. In addition, it considers ways in which this course of research could impact on effective leadership in New Zealand. A multi-method approach was taken by this study in exploring perceived Maori and Pakeha leadership. The GLOBE (Global Leadership and Organizational Behavior Effectiveness) survey was employed as this study’s quantitative component. The GLOBE is currently cross-cultural leadership’s fore-running research programme, investigating culture’s impact on leadership processes in 62 cultures, with the aim of developing a truly cross-cultural leadership theory. Close iwi consultation with Te Atiawa and Maori academics was employed as this study’s qualitative component. This study’s findings suggest similarities and differences in how Maori and Pakeha followers perceived the outstanding leadership behaviour of culturally similar leaders. Broadly, they suggest that outstanding Maori leaders were perceived as exhibiting a greater degree of humane-orientated and self-protective behaviour. In some instances, outstanding Maori leaders were also perceived as exhibiting a greater degree of charismatic/value-based and team-orientated behaviour, although in some cases this was perceived as similar for outstanding Maori and Pakeha leaders. Participative and autonomous leadership behaviour was perceived as making a similar contribution to outstanding Maori and Pakeha leadership. This study’s findings support previous research which suggests culturally unique leadership prototypes. It offers insight into Maori leadership (as perceived by Maori followers) and provides a rough sketch-map of homogeneous and heterogeneous aspects of Maori and Pakeha leaders’ perceived behaviour.