Abstract
A Review of:
Oxborrow Vambe, K. (2025). How can managers in libraries support their teams to engage with mātauranga Māori (Māori knowledge)? Journal of New Librarianship, 10(1), 100–115. https://doi.org/10.33011/newlibs/18/10
Objective – To explore how non-Māori librarians in Aotearoa New Zealand learn and interact with mātauranga Māori (Māori knowledge).
Design – Qualitative analysis of interviews and focus groups.
Setting – Aotearoa New Zealand.
Subjects – Interviewees consisted of twenty-five non-Māori (primarily New Zealand European) librarians with diverse levels of experience from a variety of locations and sub-sectors. Focus group participants were Māori librarians.
Methods – Interviewees were asked to talk about their learning and engagement with Māori knowledge. Focus group participants discussed their perspectives on how non-Māori colleagues interact with Māori people, culture, and knowledge.
Main Results – The researcher analyzed responses, highlighted five themes, and included practical applications for managers and leaders. First, promoting Te reo Māori (language learning) is an effective and accessible starting point. Accordingly, managers must provide dedicated work time and resource support for employees. Next, to challenge the ethical issue of "opting out" driven by white privilege and the tendency to over-rely on Māori staff, leaders must encourage teams to push through the fear of making mistakes and acknowledge the negative consequences of relying on others. Additionally, while the Library and Information Association of New Zealand Aotearoa (LIANZA) professional development program offers valuable Māori components, its optional nature and low participation rate mean that managers cannot rely on it as a primary driver for engagement. Furthermore, leaders can encourage employees to take responsibility for their own learning and promote a culture where Māori knowledge is respected and valued by leading by example and modeling ongoing, sustained commitment. Finally, leaders can also model humility and respect, encouraging employees to recognize their privileged position and persevere while striving to engage in a culturally sensitive manner.
Conclusion – The researcher recommended managers and leaders move beyond a reliance on formal professional development offerings as the sole source of learning. Instead, by actively modeling their own learning journeys, managers can foster an environment where ongoing, self-driven development is the norm. Language learning can be a foundational step as managers work towards encouraging employees to take initiative and persevere when discovering and engaging with mātauranga Māori (Māori knowledge), or the knowledge and culture of local Indigenous or minoritized groups.