Indigenous environmental management: Examples of how native organizaitons assess tradeoffs

Background/Question/Methods

As Native Peoples have struggled to maintain self-determination within a Western/corporate dominated world some native groups have formed organizational entities to collective manage tribal assets.  These organizations are confronted with difficult decisions that must balance the existence of the organization (i.e. need for economic returns) against the desires of the native shareholders (i.e. need for cultural/social returns).  This research asks how decisions are made regarding the balance between economic and cultural returns within indigenous entities. More specifically this research examines the management of natural resources, many of which are considered highly cultural, under indigenous entities. Two case studies are presented. The first examines managerial aspects of Te Runanga o Ngai Tahu, a tribal corporation from New Zealand, and the second examines the Bishop Estate, a trust established for the educational benefits of Native Hawaiians. Both organizations are considerable landholders within their respective First Nations' territories.

Results/Conclusions

Due to the need of organizations to generate profit (or at the very least break even), cultural values are compromised to some extent within cultural organizations. However, cultural values are still undeniably expressed by these organizations. This research discusses specific tools, discussions and outcomes that highlight some of the core difficulties, as well an unique opportunities, of the two studied organization in implementing culturally appropriate environmental management.