Relating practice to theory in indigenous entrepreneurship : a pilot investigation of the Kitsaki partnership portfolio

• Main Authors: Kevin Hindle, R Anderson, R Giberson, B Kayseas
• Format: Other Non-Article Part of Journal/Newspaper
• Language: unknown
• Published: 2005
• Subjects: Uncategorized; Untagged; Canada; Indian; Lansdowne; First Nations; inuit; Metis
• Online Access: http://hdl.handle.net/10536/DRO/DU:30021954; https://figshare.com/articles/journal_contribution/Relating_practice_to_theory_in_indigenous_entrepreneurship_a_pilot_investigation_of_the_Kitsaki_partnership_portfolio/21044227

In Canada and elsewhere around the world, Indigenous Peoples are struggling to rebuild their "nations" and improve the socioeconomic circumstances of their people. Many see economic development as the key to success. This is certainly true for Indigenous people in Canada (the First Nations, Metis, and Inuit, collectively called Aboriginal or Indigenous people). Among them, participation in the global economy through entrepreneurship and business development is widely accepted as the key to economy building and nation "re-building." As elaborated in the next section, the demand is that this participation must be on their own terms for their own purposes, and traditional lands, history, culture, and values play a critical role. There is an intriguing symmetry between the modernity of the desire for global business competence and competitiveness and the insistence upon the distinctive importance of cultural heritage in developing new enterprise. The way that the two superficially contrasting concepts of innovation and heritage are combined in the field of Indigenous entrepreneurship has been expounded by Hindle and Lansdowne.1 Recognizing the challenges they face in attempting to compete in the global economy on their own terms, Indigenous people are increasingly developing enterprises in the form of partnerships of all types among themselves and with non-Indigenous enterprises. As both a form and a context of business organization, the partnership or alliance model is particularly fraught with the need to blend the old with the new, heritage with innovation. This study is a preliminary investigation of the Kitsaki initiative of the Lac La Ronge Indian band. In it we: * explore several ventures involved in the partnership, asking key operatives for their opinions about the factors that explain success and failure; * distill the explanations into as few, all-embracing factors as possible; * relate the findings to the emerging theory of Indigenous entrepreneurship, with particular reference to the suggested paradigm ...