Indigenous Business & Public Administration
Abstract
Culture is integral to Indigenous entrepreneurs, but how culture manifests in their entrepreneurial processes is understudied. This paper explores how Aboriginal entrepreneurs in Perth, Australia navigate cultural and commercial imperatives in their entrepreneurial practice. The study uses an interpretive lens and thematic analysis based on Altman’s hybrid economy model (HEM) to explore how ten Aboriginal entrepreneurs managed commercially viable enterprises while meeting their cultural obligations and aspirations. The focus is on the convergence of the customary and market economies and entrepreneurs’ experiences of navigating the hybridity of that space. We find that Aboriginal entrepreneurs iteratively assess the complementarity of cultural and commercial imperatives to protect their Indigenous identity while meeting business objectives. Cultural and commercial imperatives are navigated using context-dependent strategies. Strategies fall within fluid classifications of ‘high cultural–low commercial bias’, ‘high commercial–low cultural bias’, and an even consideration of both. We propose a contingency model to help explain Indigenous entrepreneurs’ approaches to navigating customary and commercial imperatives. This study contributes to knowledge of culture in Indigenous entrepreneurship by uncovering strategies Indigenous entrepreneurs can, and do, use to conduct business in ways culturally attuned to their indigeneity and situations.
Recommended Citation
Manganda, Admiral; Jurado, Tanya; Mika, Jason; and Palmer, Farah
(2023)
"‘I Flip the Switch’: Aboriginal Entrepreneurs’ Navigation of Entrepreneurial Imperatives,"
Indigenous Business & Public Administration: Vol. 2, Article 4.
DOI: 10.33972/ibapa.28
Available at:
https://repository.gonzaga.edu/ibapa/vol2/iss1/4
Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.