Journal of
Marketing Development and Competitiveness
Scholar Gateway
Abstracts prior to volume 5(1) have been archived!Issue 5(1), October 2010 -- Paper AbstractsGirard (p. 9-22)Cooper (p. 23-32)Kunz-Osborne (p. 33-41)Coulmas-Law (p.42-46)Stasio (p. 47-56)Albert-Valette-Florence (p.57-63)Zhang-Rauch (p. 64-70)Alam-Yasin (p. 71-78)Mattare-Monahan-Shah (p. 79-94)Nonis-Hudson-Hunt (p. 95-106) 
JOURNAL OF MARKETING DEVELOPMENT AND COMPETITIVENESS
The Integration of Maori Indigenous Culture into Corporate Social Responsibility
Strategies at Air New Zealand
Author(s): Colleen Rigby, Jens Mueller, Andrew Baker
Citation: Colleen Rigby, Jens Mueller, Andrew Baker, (2011) "The Integration of Maori Indigenous Culture into Corporate Social Responsibility Strategies at Air New Zealand" Vol. 5, Iss. 6, pp. 116 - 126
Article Type: Research paper
Publisher: North American Business Press
Abstract:
An increasing number of companies worldwide are recognising the benefits of introducing indigenous cultural and traditional values into their business. Cultural values can differentiate an organisation, product, or service, and also provides opportunity for the employees to connect to the brand and service characteristics in a more meaningful way. Global markets have shown significant interest in indigenous brand icons. Indigenous brand image often become a symbol of the organisation that creates an emotional and cultural value to its product or services. Organisations across the world follow the traditional western model in that they tend to be hierarchical, formal, systematic, rationalist and compartmentalised. Many indigenous traditional and cultural values need to be integrated into corporate social responsibility and marketing strategies of businesses and government departments (e.g:-Tourism) if they are to be relevant to key clients.
