Co-operation and the ‘new consumerism’ in interwar England

Gurney, Peter

doi:10.1080/00076791.2012.706896

Cited by 12 publications

(5 citation statements)

References 25 publications

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“…However, the CME sector is diverse and its history, as illustrated in Britain, suggests a pattern of periods of rapid growth, followed by periods of relative decline. This was often characterised by problematic relations with political movements and trade unions, plus competitive pressure from IOF (Black & Robertson, 2009; Gurney, 2012, 2015). This is a pattern found in many countries (Gide, 1922; Balnave & Patmore, 2008; Birchall, 2011).…”

Section: What Is a Cme?mentioning

confidence: 99%

Developing a conceptual framework for the co-operative and mutual enterprise business model

Mazzarol

Clark

Reboud

et al. 2018

Journal of Management & Organization

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The co-operative and mutual enterprise business model represents a unique type of organisation that has a dual purpose focused on both economic and social goals. For nearly two centuries it has played an important role in economic development, job creation and addressing market failures. However, despite its potential importance to economic development it has been largely ignored within the mainstream economics and management literature. This paper provides an overview of the nature of the co-operative and mutual enterprise business model and also proposes a business model framework or ‘canvas’ that can be used for research, teaching and strategic analysis.

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Section: What Is a Cme?mentioning

confidence: 99%

Developing a conceptual framework for the co-operative and mutual enterprise business model

Mazzarol

Clark

Reboud

et al. 2018

Journal of Management & Organization

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“…In a way, the existing literature has approached this subject from a purely social or business history perspective. For example, studies have looked at specific dimensions such as the relationship of cooperatives with the market, trade unions and socialdemocrat political parties (Purvis 1998;Gurney 2012); organisational issues, including internal conflict and the cooperatives' lack of flexibility to adapt to conditions of changing demand (Gurney 2012;Toms 2012); the role played by wholesale cooperative societies (Black and Robertson 2009;Webster 2012;Wilson et al 2013aWilson et al , 2013b; the social impact of cooperatives in the economic, financial, healthcare, educational and residential conditions of their members (Robertson 2010(Robertson , 2012Samy 2012;Jackson 2016;Watts 2017); the distribution of basic products among members (Schollier 1999;Medina-Albaladejo and Pujol-Andreu 2014); the role of cooperatives in the modernisation of food distribution chains in the second half of the 20 th century; and, the competitiveness of cooperatives compared to capitalist firms (including case-studies which reflect both the success and the failure of cooperatives) (Zamagni et al 2004;Alexander 2008;Shaw and Alexander 2008;Menzani and Zamagni 2009;Hilson 2011Hilson , 2013Ekberg 2012aEkberg 2012bFriberg et al 2012;Kramper 2012;Patmore 2012, 2015;Battilani and Zamagni 2012;Menzani and Medina-Albaladejo 2018;Garrido 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Old wine in new wineskins? Understanding the cooperative movement: Catalonia, 1860–1939

Medina‐Albaladejo

Higón

Díez‐Minguela

et al. 2020

European Review of Economic History

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Different factors have been proposed to explain why in some regions there is a greater tendency to form cooperatives. The debate remains open. In this study, we look at the spread of cooperativism within Catalonia from 1860 to 1939. Catalonia was not just the leading industrial region in Spain but also where cooperatives first emerged and had a greater presence. In line with the existing evidence, we find that cooperativism spread from coastal municipalities to the hinterland. In particular, it seems that local conditions (literacy and social capital) facilitated this process, while accessibility to the transport network and neighbouring effects also played a significant role.

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“…The large increase in size generated a series of effects related to the concept of demutualisation (Battilani and Schröter, 2012). Demutualisation is common to many cooperatives worldwide and it starts when a co-operative enterprise loses its traditional value system (Gurney, 2012). In the case of the COOPERATIVE, members began to shop mainly in terms of price and product quality, as they would for any other food retailer in the market.…”

Section: The Rise Of the Cooperativementioning

confidence: 99%

Managing for integration: a longitudinal analysis of management control for sustainability

Battaglia

Passetti

Bianchi

et al. 2016

Journal of Cleaner Production

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Based on a longitudinal eight-year study (2006-2014) in a large Italian food cooperative , this paper analysis whether and how the development and the use of sustainability control systems have been able to promote the integration of sustainability within organisational strategy. The cooperative has implemented three main managerial instruments (sustainability reports, sustainability annual plans and participatory social plans), which have been able to promote sustainability integration by inducing technical integration and reinforcing the cognitive enablers. However, strong cognitive (and organisational) barriers have gradually stifled the cognitive enablers and have not enabled sustainability to be fixed into the organisational strategy. As such, the integration process was marginalised, also due to the negative economic performance of the cooperative. The paper shows that sustainability integration remains a fragile concept even in a cooperative , despite the similarities between cooperative values and the principles of corporate social responsibility. Theoretically, the paper offers empirical evidences concerning management control literature for sustainability.

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Co-operation and the ‘new consumerism’ in interwar England

Cited by 12 publications

References 25 publications

Developing a conceptual framework for the co-operative and mutual enterprise business model

Developing a conceptual framework for the co-operative and mutual enterprise business model

Old wine in new wineskins? Understanding the cooperative movement: Catalonia, 1860–1939

Managing for integration: a longitudinal analysis of management control for sustainability

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