Antje Fiedler: Empowering small businesses through sustainable innovation

“I attended the school where my dad, who has a PhD in Physics, was a teacher. Everyone knew me as 'Dad's daughter' and assumed I must be an A+ student. However, my true study interests developed when I took a class related to Political Science.

“It was a teacher with a PhD in Economics who inspired me to pursue Economics for my masters in Germany. Her discussions on the economy and wellbeing captured my interest and fueled my academic journey.

“My doctoral research focused on worker participation, specifically within the stakeholder model of corporate governance in Germany. I was interested in the shift towards shareholder capitalism and its impact on employees and innovation. I discovered that under the stakeholder model, employees were the driving force behind sustainable innovations, but this was often overlooked in favour of shareholder profits. The shift to shareholder capitalism prioritized short-term profits over long-term, socially beneficial innovation."

“Over a decade ago, under the leadership of Professor Hugh Whittaker, together with a group of PhD students, I embarked on two major projects. The first involved surveying about 11,000 small firms, gaining insights into innovation and growth from about 2,000 respondents. Out of that project, we moved to research on market competition in Asia, conducting over 200 interviews with New Zealand company owner-managers.

“My colleague Dr Ben Fath and I translated our research findings into workshop materials and conducted over 40 workshops in New Zealand, collaborating with organisations like Export New Zealand and The Icehouse. Our insights derive from a combination of research findings and shared experiences gathered from businesspeople. Engagement in workshops with practitioners has further enriched our learnings.

“My current research explores three key trends: Asia as a region, digital technologies, and sustainability. I firmly believe these trends are interconnected and am looking at how these factors impact New Zealand small firms as they navigate the challenges of competing in emerging markets.

“When it comes to sustainability, I think about that in terms of values. Global sustainable values are evolving, and it's crucial to recognise the context-dependent nature of these shifts and understand the specific values relevant in each market.

“In our workshops, we prioritise understanding cities rather than countries. Market research at the country level might not be meaningful for small firms. For instance, what appeals to consumers in Auckland may not hold true for Dunedin due to factors such as climate. This nuanced understanding becomes even more critical in international markets.

“Successful examples, like Blunt umbrellas, illustrate the effectiveness of this approach. Instead of a broad UK strategy, they target cities with the most rainfall, optimising their social media efforts and resource allocation.

“During the pandemic, I interviewed about 20 people and attended digital trade shows for research. Some small New Zealand companies excelled on social media during the pandemic, partnering with large US companies and teaching them the ropes. This not only shifted the power dynamic but also transformed relationships.

“The distance from New Zealand became less of a barrier, thanks to digital technologies. This not only provided valuable market insights but also enhanced their global connectivity.

“Speed is also important for New Zealand owner-managers. Asia operates quickly, not just in technology but also in customer expectations. Successful engagement often requires using tools like WhatsApp and being available beyond regular working hours. If you're not willing to adapt to this pace, it might be strategic to reconsider entering the Asia market.

“However, if you can adapt, Asia offers an attractive market. It provides an opportunity for a sustainable competitive advantage due to the potential uniqueness of New Zealand products.

“For me, it's always been important to do something meaningful. I am always thinking about the future, especially for my young daughter and pondering the job opportunities available for our students. To ensure good opportunities, we need innovative firms that provide a wide range of jobs. I'm genuinely concerned about New Zealand's future if we lag behind, as it limits opportunities for our youth.

“Internationalised firms not only pay better wages but also create better jobs and boost productivity. There's a significant theory about learning through exporting, bringing fresh ideas from global markets back to New Zealand, offering a valuable perspective.”