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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.
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    The internationalization strategy of agricultural co-operatives in New Zealand : a thesis presented in partial fulfilment of the requirements for the degree of Master of AgriCommerce at Massey University, Manawatu, New Zealand
    (Massey University, 2019) Aini, Harumi
    The global market is transforming rapidly as globalization is influenced by advanced information, communication, and technological development. Companies in the food and agricultural sector, including agri-food cooperatives in New Zealand, have embraced these global trends. Many agricultural co-operatives in New Zealand (NZ) have been successful in growing their business globally by implementing different internationalization strategies. This study analyses how co-operatives internationalize and the factors that influence them in the decision making of internationalization. The key objectives of the study were to outline the internationalization process of the agricultural co-operatives in NZ, to identify the internationalization strategies chosen by the agricultural co-operatives studied, and to analyze the factors that influence the internationalization decision. The present research was conducted using a multiple-case study from two chosen agricultural co-operatives in New Zealand. The Tatua Co-operative and Alliance Group Co-operative were selected as the participants because of their successful history of internationalization in the dairy and red-meat industry. The participants were selected by using a purposive sampling method in order to ensure that insights from the important and relevant actors were included. A qualitative approach, using semi-structured interviews for primary data and annual reports for secondary data, was implemented to obtain the information. The cross-case analyses were performed to compare the results of both co-operatives. The two co-operatives studied could be considered as born-global because they went into the global market soon after their establishment. Even though they are born-globals, they internationalized in a gradual way. The external factors of internationalization were analyzed using the Porter’s Five Forces Analysis. Based on the competitive position, both co-operatives are still using the export-based strategy as their main strategy of internationalization, and each implement a focus strategy and differentiation of products to be successful in the global market. The internal factors that have influenced the choice of each internationalization strategy were identified in this study. The most influencing factors for both co-operatives are network and experience. The other influencing factors are human resources. Both cooperatives agree that financial resources are more considered in foreign direct investment than exporting because they expose bigger risk. This study also reinforces that technology does not have the largest role in accelerating the internationalization process of the cooperatives. Lastly, the challenges vary for each strategy and are perceived differently by each co-operative.