Towards understanding social innovation in multicultural societies: Implications of Māori cultural values for social innovation in New Zealand
ISSN: 1750-8614
Article publication date: 12 March 2018
Issue publication date: 10 May 2018
Abstract
Purpose
The purpose of this paper is to argue, using the New Zealand context as reference, that heterogeneous societies with diverse cultures have an expanded space of possibilities for developing social innovations.
Design/methodology/approach
Incorporation of the cultural context is integral to finding innovative, collective solutions for mitigating complex social problems and sparking transformational social change. Empirical support for this contention draws on examples of social innovations that embed the cultural values of Māori, New Zealand’s indigenous people.
Findings
Using illustrative cases, the authors highlight the capacity of Māori values, encompassed in an ecosystem of Māori social institutions, to catalyse social innovation in New Zealand. The authors position these examples within two paradigms of social innovation.
Research limitations/implications
The paper limits its focus to the implications of Māori cultural values for social innovation. However, it serves to highlight that appreciation of indigenous and minority cultural values can provide a foundation for social innovations in other contexts too.
Practical implications
Recognising cultural values increases the range of possibilities for innovatively addressing social and environmental challenges.
Social implications
Respect and recognition of indigenous culture and knowledge offers potential for sustainable solutions to complex social challenges.
Originality/value
This is one of the few papers to explore the cultural embeddedness of social innovation and highlight public policy social innovations.
Keywords
Citation
de Bruin, A. and Read, C. (2018), "Towards understanding social innovation in multicultural societies: Implications of Māori cultural values for social innovation in New Zealand", Social Enterprise Journal, Vol. 14 No. 2, pp. 194-207. https://doi.org/10.1108/SEJ-09-2017-0048
Publisher
:Emerald Publishing Limited
Copyright © 2018, Emerald Publishing Limited