New Zealand Studies

Te whakamahi i te kupu rangatiratanga i te tekau mā iwa o ngā rautau.

by Lachy Paterson

He Pukenga Kōrero, 10:1 (2011), pp. 17-24.

[Written in Māori.  He mea tuhituhi i roto i te reo Māori]
"Rangatiratanga" is a derived noun from... more [Written in Māori.  He mea tuhituhi i roto i te reo Māori]
"Rangatiratanga" is a derived noun from the term "rangatira" (chief) and traditionally referred to the qualities and practice of chiefdomship.  The term "rangatiratanga" has an important place within New Zealand historiography as it was utilized within New Zealand's foundational document, the Treaty of Waitangi, to translate Māori land rights.  It is now generally accepted within scholarly debate in New Zealand that the chiefly signatories were likely to have considered that the Treaty's rangatiratanga guaranteed more than mere land ownership.  This article investigates the use of the word "rangatiratanga" in nineteenth-century Māori-language texts (scriptural, governmental, and Māori-produced documents) to show that rangatiratanga had a variety of meanings depending on the context of the text, and the agenda of those who were using it.

Women's sports and embodiment in Australia and New Zealand

by John Nauright

Published in the International Journal of the History of Sport (2000), co-authored with Angela Burroughs.

Rugby et identité nationale en Nouvelle-Zélande

by John Nauright

Published in STAPS: Revue internationale des sciences du sport et de l'éducation physiques, 78 (2007), 101-114.

Profitability, sales opportunities and governement support - Key business expectations in export effort

by Peter Mellalieu

Cullwick, T. D. C., & Mellalieu, P. J. (1978). Profitability, sales opportunities and governement support - Key business expectations in export effort. Wellington, New Zealand: Department of Business Administration, Victoria University of Wellington.

A major study released from the Department of Business Administration at Victoria University found that the major... more A major study released from the Department of Business Administration at Victoria University found that the major benefits expected to be gained by exporters in 1977-78 were, in order of importance, overall increased profitability; growth in sales opportunities; longer production runs; improved cash flows; risk reduction through market diversification; and exposure to new ideas and practices.

The study of the exportport attitudes and directions of a range of manufacturing firms was undertaken by Professor David Cullwick, Professor of Marketing, and Mr Peter Mellalieu. The project is one of several completed as part of an export marketing research programme that commenced in 1973. Information was obtained from 185 firms covering a wide range of types and sizes, accounting for $316 million in exports ($NZ 1978) employing 60,580 persons.

Based on detailed analysis of respondents’ use of external and government export the study recommended specific practices that could improve the utility of government services to exporters. The improvements recommended include: greater publicity of the activities performed by the Department of Trade and Industry to exporters and potential exporters; clear identification of specialist staff for key problems such as joint ventures and licensing agreements; a greater emphasis on commercially-oriented training and development programmes for existing staff including courses in export marketing, marketing management, and general business administration; greater personal contact between department staff and client companies; short-term personnel exchanges between business and government.

The international business performance of Ceramco Limted with reference to the crockery trade

by Peter Mellalieu

Mellalieu, P. J. (1976, October). The international business performance of Ceramco Limted with reference to the crockery trade (Term paper for International Business, Master of Public Policy). Victoria University of Wellington, Wellington, New Zealand.

The study reports how the New Zealand company Ceramco (formerly Crown Lynn Potteries) became an international business... more The study reports how the New Zealand company Ceramco (formerly Crown Lynn Potteries) became an international business enterprise. The report describes how the specialized ceramics subsidiary grew from the company’s established manufacturing of bricks and roof tiles to become a company exporting from New Zealand. The subsequent evolution of Ceramco to attain global horizons with world-wide manufacturing and marketing operations is discussed. Particular attention is paid to policy changes in New Zealand’s macro-economic environment that facilitated the establishment of the company’s protected crockery manufacturing business, export subsidies, and grants for off-shore manufacture.

In search of optimality: A systems technologist goes east [from New Zealand!]

by Peter Mellalieu

Mellalieu, P. J. (1983). In search of optimality: A systems technologist goes east. Overseas study report. Wellington, New Zealand: Department of Scientific and Industrial Research (DSIR).

In 1983, the author undertook a period of post-doctoral study based in the operations research departments at... more In 1983, the author undertook a period of post-doctoral study based in the operations research departments at Massachusetts Institute of Technology (MIT) and Lancaster University, England. The objectives of the overseas study were to report on practical developments in using systems technologies applied to planning activities. Of special concern was the application of such techniques to strategic planning and R&D planning. The report details the itinerary of the tour, observations, and recommendations.

The important developments observed were:

In business situations there is a strong emphasis in providing computer-based end-user oriented systems often using graphics and microcomputers

Artificial intelligence approaches, especially expert systems have already begun to be used by industrial practitioners.

In the United States, research into the planning and operation of flexible manufacturing systems (such as networks of robots) is a topic of high concern amongst operations researchers.

Strategic management is developing a strong discipline in its own right, with traditional operations research techniques being viewed as one of many available analytical tools.

The availability of both software and hardware computer technologies far exceeds the capacity of even large organisations to identify where the technology could be applied, what benefits might occur and how to adopt the technology.

The report recommends that New Zealand’s principle industrial and scientific organisation (DSIR) should play a major role in encouraging the construction of a ‘knowledge infrastructure’ that facilitates effective communication of technological know-how between national knowledge centers. The first generation of such an infrastructure are now emerging, but in a fragmented fashion. DSIR’s attention should focus on the strategic specification of the knowledge infrastructure needed by New Zealand in 1990. This specification will then identify pilot projects that should be commissioned over the next five years to provide the necessary base of experience for the detailed systems design. The report details specific proposals for achieving the recommendations.

Improving the quality of goods produced in New Zealand

by Peter Mellalieu

Mellalieu, P. J. (1976, November). Improving the quality of goods produced in New Zealand (Year paper for Policy Analysis, Master of Public Policy). Victoria University of Wellington, Wellington, New Zealand.

The paper explores policy proposals for raising the quality of products and services manufactured and/or offered for... more The paper explores policy proposals for raising the quality of products and services manufactured and/or offered for sale in New Zealand. The context for the study was that New Zealand manufacturers operated under a highly-protected regime of import quota, import licensing, and tariff protection. Consequently, several studies remarked on the inferior quality of product and service delivered in New Zealand compared with overseas markets.

Discusses the rationale for improving quality for reasons such as safety, value for money, resource conservation, export promotion and design aesthetics. Explores the interplay of public and private sector legislation including the Sale of Goods Act, Consumer Information Act, and Commerce Act. Examines the role and interplay of institutions concerned with quality improvement including the Consumers Institute, the Standards Association of New Zealand, the Industrial Design Council, and other interest groups including the NZ Manufacturers Federation and Retailers Federation.

A forensic analysis of government expenditures pertaining to consumer protection and the improvement of industry and commerce identifies a grave imbalance in favor of NZ-based manufacturing in contrast to consumer protection. Recommends redressing the imbalance through raising the real value of government grants to the NZ Standards Association, Industrial Design Council, and Consumers Institute with a focus on raining the demand sophistication of retailers and end-consumers. Advocates that quality-related legislation should be given more ‘bite’, for example through compulsory adoption of elected national standards, and adoption of legislation based on the US Consumer Product Safety Act. Recommends increasing the range of technical and educational training in quality management to cope with the requirements of both large scale multi-nationals and the more common small-medium enterprise prevalent in New Zealand.

Walking The Streets: Shareholder Profiles and Perspectives on a High Technology Startup Venture

by Peter Mellalieu

Willis, A., Mellalieu, P. J., & Emerson, L. (2000). Walking the Streets: Shareholder Profiles and Perspectives on a High Technology Startup Company. Proceedings of the Annual Educators Conference of the New Zealand Strategic Management Society, 2 (Vol. 1). Presented at the Strategies for sustainability and success: the role and impact of strategic thinking in the development of sustainable enterprise, Canterbury University, Christchurch: New Zealand Strategic Management Society.

How does a high technology enterprise based in a remote, small sector economy raise over $US 10 million from 600... more How does a high technology enterprise based in a remote, small sector economy raise over $US 10 million from 600 shareholders for an ambitious new venture that challenges global corporations, and relies for its success on the creation of a market for the electric-powered motor vehicle – a product hitherto offering few – if any – consumer advantages over the ubiquitous fossil fuel-powered vehicle?

The New Zealand venture capital market has in recent years faced a ‘bad press’, with many business and political leaders complaining at the dearth of capital made available by banks and other financial institutions for the foundation of small scale, high technology enterprise. Accordingly, the founders of Pacific Lithium Limited (PLL), resorted to ‘walking the streets and knocking on doors’. PLL eventually built up a loyal shareholder ‘family’ whose members included a diverse mix including a prestigious Japanese trading corporation, Nisho Iwai, the Singapore Government, several high-profile domestic businessmen and a gaggle of what initially appear to be ordinary New Zealand folk.

The article reports on a survey of the shareholder investors in PLL, a technology-based startup company whose foundation was reported in PECNZSM Vol 1, No 1, 1999. The survey identifies the demographic profiles of the shareholders, why and how they went about investing in PLL, and their attitudes to technology-based risk-venture investments in general. The article concludes with implications of the research for investors, entrepreneurs and Government policy makers – and speculates on the implications for investors of the NZSE’s New Capital Market due to be launched in mid-2000.

Note:
This article accompanies a series of cases. For a Case Resource library providing see:

Mellalieu, P. J. (n.d.). Pacific Lithium Ltd - Case resource library. Retrieved July 1, 2009, from http://tinyurl.com/pllcase1

Pacific Lithium Ltd - Case resource library

by Peter Mellalieu

Mellalieu, P. J. (n.d.). Pacific Lithium Ltd - Case resource library. Retrieved July 1, 2009, from http://web.mac.com/petermellalieu/Teacher/Examples/Entries/2007/10/24_Case_study__Pacific_Lithium_Ltd__Stored_energy_for_the_mobile_society.html

How do an inventor and an entrepreneur with a bright idea tackle two giant lithium mineral processing companies to... more How do an inventor and an entrepreneur with a bright idea tackle two giant lithium mineral processing companies to take the US$ 10 billion per year lithium battery industry? The case study reports the journey from start-up to early growth of a company established in New Zealand to commercialise leading edge lithium battery technologies for the mobile electronics and electric vehicle industries. At the start of the company’s foundation, lithium demand was expected to grow substantially in response to the rapid growth in demand for end-user products requiring the light, long-charge features of lithium batteries: video camera, mobile phones, laptop computers ... and the “holy grail”: electric vehicles.

The case details aspects of global lithium production and consumption, the key personalities, the startup and the key challenges facing the early years of Pacific Lithium.

The case concludes on an optimistic note. However, in order not to upset a good story, I will avoid revealing here the subsequent developments in the story.

The case can be used for teaching purposes in several ways. Students can be asked to update the case to the current day. Alternatively, the full case can be presented to students as a sequence of parts, A, B and C.

The case can be used for teaching purposes in several ways. Students can be asked to update the case to the current day. Alternatively, the full case can be presented to students as a sequence of parts.

The Case Library documents present the case as a series of parts, plus additional research materials.

Strategies for sustainability and success: The Role and Impact of Strategic Thinking in the Development of Sustainable Enterprise: Conference Agenda

by Peter Mellalieu

Mellalieu, P. J. (2000). Conference Agenda. Strategies for sustainability and success: The Role and Impact of Strategic Thinking in the Development of Sustainable Enterprise:, Proceedings of the 8th Annual Educators Conference of the New Zealand Strategic Management Society (Vol. 1, pp. 5–7). Auckland: New Zealand Strategic Management Society. Retrieved from http://web.mac.com/petermellalieu/NZSMS/Publications/Entries/2000/2/3_Entry_1.html

How can we achieve both strategic success and contribute towards sustainable use of the Earth’s resources?
more How can we achieve both strategic success and contribute towards sustainable use of the Earth’s resources?

Is care for the environment one of the top strategic issues that we face as we enter the new millennium - or are there more pressing challenges?

Why have we seen such ineffective government policy development and such little action in regards to achieving sustainable development?

Is care for the environment just a subset of the task of caring for human culture and diversity? Or is should we ask the question the other way around?

How do market-led companies generate the investment funds required to establish products for a ‘green’ world - when the market dominance of existing product suppliers is so great?

Is globalisation a contributor to the environmental crisis - and if so, is it possible for a company or nation to distance itself from the process of globalisation?

Is business really a battlefield? If so, then how do you fight most effectively for survival, let alone for success and eco-sustainability?

How can we develop strategic leaders - general managers, consultants, policy makers, and educators - who can move forward wisely to meet the challenges of our ‘world to come’?
These are just some of the questions that are addressed in the Proceedings of the 8th Annual Educators Conference of the New Zealand Strategic Management Society as conference attendees focussed on the issue of developing strategies for both eco-sustainability and enterprise success.

Conference aims
The aims of the NZSMS conference were to:
•Share the results of current professional practice, research, teaching, and consulting projects, especially those projects relating to themes of significant strategic relevance to New Zealand and the Asia-Pacific Basin.
•Deepen our shared understanding of the interests and talents of our professional colleagues as a basis for developing collaborative research, consulting, publishing, or teaching initiatives
•Discuss and critique proposals for future research, publishing, teaching, and policy development initiatives
•Report on the results of contributions made at relevant international conferences and related forums
•Develop professional skills and confidence in preparing and communicating the results of our professional works
•Identify professional development issues of significance to strategic managers, directors, educators, consultants, and trainers.
Download the complete document to read a more detailed overview of the conference themes and proceedings.

For all the conference papers, visit:
Mellalieu, P. J. (Ed.). (2000). Strategies for sustainability and success: The Role and Impact of Strategic Thinking in the Development of Sustainable Enterprise. Proceedings of the 8th Annual Educators Conference of the New Zealand Strategic Management Society (Vol. 1). Auckland: New Zealand Strategic Management Society. Retrieved from http://web.mac.com/petermellalieu/NZSMS/Welcome.html


Conference website:

Advancing educational outcomes through Education for Enterprise in a Maori/Pacifika school: The case of Nga Kakano Christian Reo Rua Kura Part ONE: Strategic development issues

by Peter Mellalieu

Mellalieu, P., & Vause, A. (2012, March 17). Advancing educational outcomes through Education for Enterprise in a Maori/Pacifika school: The case of Nga Kakano Christian Reo Rua Kura Part ONE: Strategic development issues. Innovation & chaos ... in search of optimality. Retrieved March 17, 2012, from http://pogus.tumblr.com/post/19444076798/advancing-educational-outcomes-through-education-for

In October 2011, a team of business students from Unitec Institute of Technology presented a workshop introducing... more In October 2011, a team of business students from Unitec Institute of Technology presented a workshop introducing pupils at Nga Kakano o te Kaihanga Trust school (Nga Kakano School) to the principles of business finance and law. The highly interactive workshop engaged the school pupils to such an extent that the Principal, Te Rangi Allen, invited Unitec teacher Peter Mellalieu and his student Aroha Vause to explore how business education could be introduced into the Nga Kakano School’s educational programme.

As a precursor to pursuing the initiative for introducing what later became known as ‘Education for Enterprise’ (E4E) into the school, Vause and Mellalieu conducted an assessment of the broader development issues facing the school, informed by the principles of Strategic Audit (Mellalieu, 1992). This article presents the issues as identified in October 2011, and outlines the subsequent progress towards addressing the issues through implementation of selected strategic development initiatives.

Towards decision support systems in New Zealand

by Peter Mellalieu

Mellalieu, P. J., & Houlistan, M. (1982). Towards decision support systems in New Zealand. Proceedings of the Operations Research Society of New Zealand (ORSNZ), 99–106. Retrieved from http://unitec.academia.edu/PeterMellalieu/Papers/1571355/Towards_decision_support_systems_in_New_Zealand

Related papers:
Mellalieu, P. J. (1982). A Decision Support System for Corporate Planning in the New Zealand Dairy Industry (Doctor of Philosophy in mathematics, statistics and operations research). Victoria University of Wellington. Retrieved from http://hdl.handle.net/10063/568

Mellalieu, P. J., & Hall, K. R. (1983). An Interactive Planning Model for the New Zealand Dairy Industry. Journal of the Operational Research Society, 34, 521–532. doi:10.1057/jors.1983.119

Kearney, T. D., Hall, K. R., & Mellalieu, P. J. (1984). Recent Advances in Network Optimization Methods and Applications. Proceedings of the Annual Conference of the United Kingdom Operational Research Society. Presented at the Annual Conference of the United Kingdom Operational Research Society. Retrieved from http://unitec.academia.edu/PeterMellalieu/Papers/1569500/Recent_Advances_in_Network_Optimization_Methods_and_Applications

The trend of operations research/management science activity towards the construction of models that will be used... more The trend of operations research/management science activity towards the construction of models that will be used recurrently for decision making leads naturally towards the concept of Decision Support Systems (DSS). Factors influencing this trend are identified, and the movement towards DSS construction in New Zealand is reviewed through examination of several successful NZ applications.

To meet the demand for more formal approaches to strategic planning the idea of a Decision Support Group is introduced. A brief examination beyond DSS is made in which it is suggested that more automated methods for implementing management decisions will complete the ‘management control’ cycle.

Management aids in the biological industries

by Peter Mellalieu

Mellalieu, P. J. (1977). Management aids in the biological industries. Productivity & Technology, NZ Department of Trade & Industry, 77(3), 13–14.

Reviews highlights of the conference 'Management of dynamic systems in agriculture' at the Department of Scientific... more Reviews highlights of the conference 'Management of dynamic systems in agriculture' at the Department of Scientific and Industrial Research (DSIR) Physics and Engineering Laboratory (PEL). My attendance at this conference led to my recruitment to PEL to undertake my doctoral studies.

See subsequent:
Mellalieu, P. J. (1982). A Decision Support System for Corporate Planning in the New Zealand Dairy Industry (Doctor of Philosophy in mathematics, statistics and operations research). Victoria University of Wellington. Retrieved from http://hdl.handle.net/10063/568

Mellalieu, P. J., & Hall, K. R. (1983). An Interactive Planning Model for the New Zealand Dairy Industry. Journal of the Operational Research Society, 34, 521–532. doi:10.1057/jors.1983.119

Kearney, T. D., Hall, K. R., & Mellalieu, P. J. (1984). Recent Advances in Network Optimization Methods and Applications. Proceedings of the Annual Conference of the United Kingdom Operational Research Society. Presented at the Annual Conference of the United Kingdom Operational Research Society. Retrieved from http://unitec.academia.edu/PeterMellalieu/Papers/1569500/Recent_Advances_in_Network_Optimization_Methods_and_Applications

Think global! Act global! The role and impact of strategic management in the development of small enterprise and new ventures: Introduction and conference agenda

by Peter Mellalieu

Mellalieu, P. J. (1999). Think global! Act global! The role and impact of strategic management in the development of small enterprise and new ventures: Introduction and conference agenda. Proceedings of the 7th Annual Educators Conference of the New Zealand Strategic Management Society (Vol. 1, pp. 5–12). Palmerston North, N.Z.: New Zealand Strategic Management Society.

What is ‘disintermediation’, and what is the mechanism through which the internet is increasing this strategy as a... more What is ‘disintermediation’, and what is the mechanism through which the internet is increasing this strategy as a basis for competitive success?

Why did the Waitomo Cave glow worms go ‘on strike’, and what remedies are being taken by the Waikato Land Care Group to restore this significant tourist attraction?

How did the founder of a successful New Zealand national newspaper develop the cognitive capacity to take on the global giants in the lithium refining industry?

What are the absolute essentials of modern strategic thinking which should be embraced and adopted by the 85% of New Zealand enterprises which have fewer than five employees?

Which tertiary institution will be the first to oblige its staff to present the first live performance of “The Full Monty”, as the Education, Training and Consulting macro-cluster pursues a scenario previously followed by the meatworks of the Manawatu, and the steelworks of Sheffield?

These are questions which delegates at the First International Educators Conference of the New Zealand Strategic Management Society may well discuss at their morning tea breaks in response to the publication of these Conference Proceedings.

These proceedings present papers prepared for discussion at the 7th National Educators Conference of the New Zealand Strategic Management Society Inc (PEC-NZSMS), held at Massey University’s Graduate School of Business, Palmerston North, on 3-5 February, 1999. The Educators Conference provides a forum for New Zealand-based educators, consultants and trainers to discuss issues in strategic management as a basis for improving strategic management teaching, research, consulting practice and national policy. This paper introduces the proceedings, by outlining the conference theme, aims, and agenda for the conference, followed by an overview of the proceedings and notes about the contributing authors. The paper concludes with suggestions for the next annual conference in February 2000.

Strategic orientation in a biological science laboratory [the case of DSIR Applied Biochemistry Division]

by Peter Mellalieu

Mellalieu, P. J. (1987). Strategic orientation in a biological science laboratory [the case of DSIR Applied Biochemistry Division]. New Zealand Journal of Technology, 3, 153–157.

An internationally-renowned basic biological science laboratory was faced with diminishing financial support and... more An internationally-renowned basic biological science laboratory was faced with diminishing financial support and demands from its stake-holder for more relevant research and increased technology transfer. The case describes the introduction of strategic thinking to a government-funded research laboratory, Applied Biochemistry Division (ABD), as New Zealand entered the early stages of radical public sector reform (“Rogernomics”) in the mid 1980s.


The case outlines the process and results of the strategic orientation process conducted with laboratory staff that established the foundation for a new institutional mission, strategy, and structure. The mission of ABD was defined as being “To create and sustain the foundation of basic science and expertise needed to establish and develop the biochemical, biotechnology, food, and agricultural industries in New Zealand, and to identify and solve significant national problems in those industries by the communication and application of that knowledge and expertise.” In 1987 organisation later became known as DSIR Biotechnology Division until it was substantially restructured to become part of a new, much larger Crown Research Institute (CRI).

Business Attitudes to Government Export Services and Export Marketing Behaviour

by Peter Mellalieu

Cullwick, T. D. C., & Mellalieu, P. J. (1981). Business Attitudes to Government Export Services and Export Marketing Behaviour. NZ Journal of Business, 3, 33–54.

During the 1970s several countries sought to increase their exports of manufactured products and services. New... more During the 1970s several countries sought to increase their exports of manufactured products and services. New Zealand’s economic strategy has included this objective. By 1976 export of manufactured products had reached $431.9 million (19 per cent of total exports, $NZ in 1976 values). This level was a substantial increase from the $158.8 million of exports in 1971 (14 per cent of exports). Most exporters of these products and services focussed their attention on finding markets in Australia and the Pacific islands. Subsequently they ventured into America, Europe, and Asia. Throughout these developments exporters have received financial incentives and assistance from the Trade Services Division of the NZ Department of Trade and Industry, and through trade commissioners based in overseas markets.

The increasing commitment of manufacturers to exporting has attracted interest in understanding the attitudes and behaviors of firms in respect of specific decisions and their decision processes. By 1977 there were approximately 2000 manufacturing firms which were active in exporting. The growth of manufacturers’ involvement in exporting has been paralleled by the provision of a range of government export services based in New Zealand and overseas. The major advisory services offered by the government were those of the Trade Services Division and the Trade Commissioner Service [in 2012, now conducted by TradeNZ]. The work of these two agencies includes: trade policy; trade promotion, and commercial intelligence. Specific services include: negotiating access for NZ products in overseas markets; conducting market surveys; assessment of the sales potential for a specific product; export planning advice; establishment of business contacts; advice on tariffs and quotas; advice on the appointment of agents and distributors; organisation of trade fairs and exhibitions; publicizing of overseas tenders; and advice on shipping and export finance.

The study reported in this paper was initiated to assess the attitudes of current exporters to the foregoing government export services and assessing their relative use of these services. Furthermore, a current profile of the export marketing behaviour of individual firms was determined. The study explores the propositions that: (1) companies who believe government should be involved in the development of exporting will be more frequent users of government export services; (2) companies with a better knowledge of the export assistance activities of government will be more satisfied with the assistance they receive; and (3) companies that are more frequent users of government export services will be more satisfied with tyne help they receive. Suggestions are made about how government services to exporters might better meet the needs of exporters.

The New Zealand Exporter and Export Services: Analysis and Evaluation

by Peter Mellalieu

Mellalieu, P. J. (1978). The New Zealand Exporter and Export Services: Analysis and Evaluation (Thesis submitted for the degree of Master of Public Policy). Victoria University of Wellington, Wellington, New Zealand.

For a summary derived from this thesis, see:
Cullwick, T. D. C., & Mellalieu, P. J. (1981). Business Attitudes to Government Export Services and Export Marketing Behaviour. NZ Journal of Business, 3, 33–54. Retrieved from http://unitec.academia.edu/PeterMellalieu/Papers/1569499/Business_Attitudes_to_Government_Export_Services_and_Export_Marketing_Behaviour

During the 1970s several countries sought to increase their exports of manufactured products and services. New... more During the 1970s several countries sought to increase their exports of manufactured products and services. New Zealand’s economic strategy has included this objective. By 1976 export of manufactured products had reached $431.9 million (19 per cent of total exports, $NZ in 1976 values). This level was a substantial increase from the $158.8 million of exports in 1971 (14 per cent of exports). Most exporters of these products and services focussed their attention on finding markets in Australia and the Pacific islands. Subsequently they ventured into America, Europe, and Asia. Throughout these developments exporters have received financial incentives and assistance from the Trade Services Division of the NZ Department of Trade and Industry, and through trade commissioners based in overseas markets.

The increasing commitment of manufacturers to exporting has attracted interest in understanding the attitudes and behaviors of firms in respect of specific decisions and their decision processes. By 1977 there were approximately 2000 manufacturing firms which were active in exporting. The growth of manufacturers’ involvement in exporting has been paralleled by the provision of a range of government export services based in New Zealand and overseas. The major advisory services offered by the government were those of the Trade Services Division and the Trade Commissioner Service [in 2012, now conducted by TradeNZ]. The work of these two agencies includes: trade policy; trade promotion, and commercial intelligence. Specific services include: negotiating access for NZ products in overseas markets; conducting market surveys; assessment of the sales potential for a specific product; export planning advice; establishment of business contacts; advice on tariffs and quotas; advice on the appointment of agents and distributors; organisation of trade fairs and exhibitions; publicizing of overseas tenders; and advice on shipping and export finance.

The study reported in this paper was initiated to assess the attitudes of current exporters to the foregoing government export services and assessing their relative use of these services. Furthermore, a current profile of the export marketing behaviour of individual firms was determined. The study explores the propositions that: (1) companies who believe government should be involved in the development of exporting will be more frequent users of government export services; (2) companies with a better knowledge of the export assistance activities of government will be more satisfied with the assistance they receive; and (3) companies that are more frequent users of government export services will be more satisfied with tyne help they receive. Suggestions are made about how government services to exporters might better meet the needs of exporters.

A Window on our Community: Enterprise Development at the Square Edge Creative Centre

by Peter Mellalieu

Mellalieu, P. J. (1999). A Window on our Community: Enterprise Development at the Square Edge Creative Centre (Position Paper to Board of Directors). Palmerston North, NZ: Manawatu Community Arts Centre Trust  Board.

Describes the key strategic issues facing the directors of the Manawatu Community Arts Centre Trust Board, the gov-... more Describes the key strategic issues facing the directors of the Manawatu Community Arts Centre Trust Board, the gov- erning agency for the Square Edge Creative Centre: Reducing sponsorship; Lack of strong arts focus and synergy; Poor profitability of retail tenants’ operations; A ‘busy board’ engaged excessively in operational management details, and; Location in an historically significant, but unrefurbished building.

Explores alternative futures, and outlines the basis for a new role and strategy for the centre founded on the idea of becoming (1) the city’s ‘window on the community’s arts, recreation, and culture’ - the first stop for new residents, tourists, students, and long term visitors who wish to learn about and participate in our community’s recreational, arts and cultural activities; and (2) an ‘enterprise incubator’ for a synergistic cluster of arts, culture, design, and related rec- reational activities.

Concludes with the presentation of several strategic themes which are recommended as policy guides for the Board’s activities towards fulfilling the new role: Modernise the the centre’s vision and role; Institute a strategically-focused governing board, and a policy-driven operations management team; ‘Balance the Books’ for operating the centre; En- hance marketing communications between the centre and its key sponsors, friends, tenants and regular users; Improve the profitability of the centre’s tenants and key users; Modernise the centre’s performance, exhibition, and retail envi- ronment in the most important areas in a manner which reflects and reinforces the new role for the centre, and; Selec- tively recruit and develop tenants and key users who can contribute most directly to the realisation of the centre’s new vision.

Investing in education for eco-sustainability: A ʻfast followerʼ strategic posture for Unitec Institute of Technology

by Peter Mellalieu

Mellalieu, P. J. (2008). Investing in education for eco-sustainability: A “fast follower” strategic posture for Unitec Institute of Technology. Unitec Business School Working Paper Series. Auckland: New Zealand Centre for Innovation & Entrepreneurship, Unitec Institute of Technology.

Conducts an exploratory Programme Evaluation of Unitec Institute of Technology focussed on assessing the state of... more Conducts an exploratory Programme Evaluation of Unitec Institute of Technology focussed on assessing the state of Unitec’s capability for eco-sustainable development and delivering programmes of education for sustainability.


Identifies key strategic issues:

•Unitec’s absence of a strategy, policy, and culture for eco-sustainability;

•the foundering of sustainability initiatives established from the late 1990s; and

•the rising recognition by senior managers that eco-sustainability issues are of increasing importance and should be supported by the institution.


One key reason for for Unitec’s situation is identified as the failure of Unitec’s key funder - the Tertiary Education Commission (TEC) - to make an explicit funding priority for sustainability, despite government’s espoused aims for balancing economic progress with care for the environment.


Drawing on the arguments of Oram, Boven and Geering, argues for Unitec adopting a posture significantly more proactive that the increasingly laggard posture that is emerging through its failure to consider eco-sustainability issues at top level strategy-making.


Presents recommendations for identifying, developing, and implementing an appropriate strategic posture of ‘fast follower’ for Unitec.

New Zealand perspectives of international entrepreneurship

by Peter Mellalieu

Frederick, H., Thompson, J., & Mellalieu, P. J. (2004). New Zealand Perspectives of International Entrepreneurship. Handbook of Research on International Entrepreneurship (pp. 533–549). Leo-Paul Dana (Editor) Cheltenham, GL, UK: Edward Elgar.

Slightly larger in area than the United Kingdom, New Zealand is the world's most isolated country. Its closest eastern... more Slightly larger in area than the United Kingdom, New Zealand is the world's most isolated country. Its closest eastern neighbour is Chile, more than 9000 kilometres away. To the west, it takes more than three hours' flight to reach Sydney or Melbourne. Consequently, one might imagine that given a population of 2.4 million adults, New Zealand could hardly survive on its domestic market alone and that, therefore, its entrepreneurs would immediately become globalised. Although New Zealand has a competitive, open economy its real per capita income has fallen from the highest ranking during the 1950s to twentieth in OECD rankings by 1999. Although the NZ economy grew, other developed countries grew more rapidly.

To build a vibrant economy and regain a high OECD ranking, NZ must quickly adapt to the changing international environment. It needs to be innovative in everything it does so that the disadvantages of market size and distance from international markets are more than compensated for by the difference it brings to products and processes. To earn first-world incomes, the NZ economy needs to have a global reach and overcome the constraints of being a small country located in the South Pacific. Perhaps the ideal type of NZ-based international entrepreneur would be an e-commerce venture that goes international at birth. To do so requires prodigious amounts of innovation, risk-taking behaviour, and entrepreneurial talent. Do New Zealanders possess these capabilities? These matters are the subject of this chapter.