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    Recognising and valuing Māori innovation in the high-tech sector: a capacity approach
    (Taylor and Francis Group on behalf of the Royal Society of New Zealand, 2019-10-06) Ruckstuhl K; Haar J; Hudson M; Amoamo M; Waiti J; Ruwhiu D; Daellenbach U; Priestley R
    This paper explores what it takes to develop a common language and shared sense of purpose between Māori and the high-tech science sector. Robotics and automation, 3-D printing, sensors, and digital technologies are shaping New Zealand’s economy in fundamental ways. If, as envisioned under New Zealand’s Vision Mātauranga policy, Māori contribution to economic growth through distinctive Indigenous innovation is to be recognised and valued, then how this happens in these frontier science domains requires investigation. Findings are presented from the first phase of a longitudinal study of one National Science Challenge: Science for Technological Innovation (SfTI)–Kia Kotahi Mai, Te Ao Pūtaiao me te Ao Hangarau. Collecting a variety of data from science, business and Māori participants, the findings suggest that while there is enabling macro policy, organisational and science team human and relational capacities require recalibrating. The authors outline a model of how this can be done through a focus on mātauranga (knowledge), tikanga (practice) and kaupapa (focus areas) and how SfTI is reshaping its organisational practice to align to this model. The research also identifies the important role of the science intermediary as crucial to this alignment within teams.
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    Post-entry internationalisation speed, managerial cognition, and firm performance : a dynamic capability perspective : a dissertation presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in International Business at Massey University, Albany, Auckland, New Zealand
    (Massey University, 2019) Zhao, Chao
    Inspired by the deficiency in theoretical advancement in and fragmentation of empirical findings regarding the temporal dimension of firms’ internationalisation, this study examines the interaction effects of both mediation and moderation on the direct relationship between internationalisation speed and firm performance. Departing from prior studies that mainly focus on either the direct speed-performance linkage or the interactive role played by static resources at the firm level, the present study suggests that an important source of performance variations is the idiosyncratic dynamic capabilities both at firm level and individual managerial level. Based on the dynamic capability perspective, this study proposes that both absorptive capacity, which acts as a specific type of dynamic capability in relation to organisational learning, and managerial cognition, which functions as a micro-foundation of dynamic capability, play important roles in explaining the heterogeneity in the direct internationalisation speed-performance relationship. Moreover, the level and development of the firm’s absorptive capacity is the outcome of interactions among firm strategy in terms of internationalisation speed, managerial cognition, and their contingent factors including prior international experience and market dynamism. Using survey data collected from a sample of 343 SMEs operating in Australia and New Zealand, these assumptions are tested and confirmed through structural equation modelling. The findings suggest that absorptive capacity fully mediates the direct speed-performance relationship. Internationalisation speed, interacting with prior international experience, influences the trajectory of absorptive capacity development. In addition, managerial cognitive styles in terms of rational decision-making and heuristic decision-making are found to impose distinct influences on absorptive capacity development under the influence of market dynamism. This study makes a significant contribution to internationalisation theories. First, it reconciles the seeming inconsistency between traditional internationalisation models and international entrepreneurship literature in terms of several key learning-related factors. Moreover, it extends existing internationalisation models by taking time and managerial cognition into consideration.