Grounded accountability and Indigenous self-determination

Simple item page
dc.contributor.authorScobie, M.
dc.contributor.authorLee, B.
dc.contributor.authorSmyth, S.
dc.date.accessioned2020-09-01T22:08:04Z
dc.date.available2020-09-01T22:08:04Z
dc.date.issued2020en
dc.date.updated2020-08-10T21:34:43Z
dc.description.abstractThis article develops the concept of grounded accountability, which locates practices of operational non-governmental organizations (NGOs) within the culture of the communities they serve. Grounded accountability is presented to extend the concept of felt accountability that is understood as an ethical affinity between an employee and the goals of operational NGOs that employ them to benefit third parties. Grounded accountability involves devolving responsibility for defining goals to the third parties who can then realise their own self-determination. Grounded accountability is developed with a Ma¯ori community indigenous to Aotearoa/New Zealand through their shared whakapapa that views a structured genealogical relationship between all things. Whakapapa suggests that accountability is grounded in kinship, place and intergenerational relationships. An empirical exploration of grounded accountability takes place through an ethnography-informed case study conducted at two levels of investigation. The first is within Nga¯ i Tahu, a broad kinship grouping, who are pursuing self-determination in the settler-colonial context of Aotearoa/New Zealand. The second is within Te R unanga Group, an operational NGO charged with managing and distributing the collective assets resulting from the settlement of grievances against the Crown fought for by Nga¯ i Tahu in their struggle for self-determination. Evidence of grounded accountability was found within Nga¯i Tahu and although this has been transmitted to some practices within Te R unanga Group, other practices constrain grounded relationships. To the extent that grounded accountability exists, through the design of an organization based on the values of primary stakeholders and continuous engagement with those stakeholders over time, it overcomes some potential limitations of perpetuating beneficiary dependency inherent in felt accountability.en
dc.identifier.citationScobie M, Lee B, Smyth S (2019). Grounded accountability and Indigenous self-determination. Critical Perspectives on Accounting. 102198-102198.en
dc.identifier.doihttp://doi.org/10.1016/j.cpa.2020.102198
dc.identifier.issn1045-2354
dc.identifier.urihttps://hdl.handle.net/10092/100980
dc.languageen
dc.language.isoen
dc.publisherElsevier BVen
dc.rightsAll rights reserved unless otherwise stateden
dc.rights.urihttp://hdl.handle.net/10092/17651en
dc.subjectAccountabilityen
dc.subjectnon-governmental organizationsen
dc.subjectIndigenousen
dc.subjectself-determinationen
dc.subject.anzsrc1501 Accounting, Auditing and Accountabilityen
dc.subject.anzsrcFields of Research::35 - Commerce, management, tourism and services::3501 - Accounting, auditing and accountability::350106 - Not-for-profit accounting and accountabilityen
dc.subject.anzsrcFields of Research::45 - Indigenous studies::4511 - Ngā tāngata, te porihanga me ngā hapori o te Māori (Māori peoples, society and community)en
dc.subject.anzsrcFields of Research::44 - Human society::4404 - Development studies::440401 - Development cooperationen
dc.titleGrounded accountability and Indigenous self-determinationen
dc.typeJournal Articleen
uc.collegeUC Business School
uc.departmentManagement, Marketing and Entrepreneurship
Files
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
Name:
Scobie, Lee and Smyth 2020.pdf
Size:
1.39 MB
Format:
Adobe Portable Document Format
Download
Collections
Business: Journal Articles