Family Home Business in Kibbutz Industry Sustainability

Moskovich, Yaffa

doi:10.3390/su12135388

Cited by 3 publications

(28 citation statements)

References 37 publications

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“…This led to an economic crisis in the entire kibbutz movement in the 1980s, with a subsequent decline in both membership and organizational stability [6,8,42,43]. To cope with this economic crisis and organizational decline, the kibbutz movement adopted a process of "privatization" to help its sustainability.…”

Section: Background On Kibbutz Movementmentioning

confidence: 99%

“…Thus, the individual members had greater freedom to choose their lifestyle, but at the expense of the community as a socio-economic unit. This process of privatization also caused changes in kibbutz industry [8,9,[30][31][32][33][34].…”

Section: Background On Kibbutz Movementmentioning

confidence: 99%

“…For most privatized factories, kibbutzim established a board of directors, which represented the indirect control of the owner-community, but whose major interest was profitability. Top management made all the operational decisions in a centralized process, which was a far cry from the previous democratic and egalitarian decision making [8].…”

Section: Communal (Kibbutz) Business Sustainability Strategymentioning

confidence: 99%

“…(1) Communal strategies that flow from cooperatives literature [1][2][3][4], kibbutz community literature, and kibbutz industry literature [5][6][7][8][9]. (2) Business strategy aimed at internal organizational systems that improves and enhances operational abilities [10][11][12][13][14][15][16].…”

Section: Introductionmentioning

confidence: 99%

“…Another contribution of the current research is the exploration of strategic business models in kibbutz industries, a topic generally ignored in previous literature. Kibbutz industry has special attributes [5][6][7][8][9], which demand analysis together with relevant business sustainability strategy models. This would enhance current literature by providing an eclectic theoretical lens for strategy model research.…”

Section: Introductionmentioning

confidence: 99%

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Business Sustainability Strategy in a Cooperative Kibbutz Industry

Moskovich

2020

Sustainability

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This article describes the management approach underlying the strategic business sustainability at a kibbutz factory situated in a non-privatized collective community. The business strategy explains the outstanding success of “T Industries”—which ranks as a leading kibbutz enterprise. The research utilized qualitative methods, using deep interviews combined with document analysis. The study found that the strategic management of T Industries comprises three major components: (1) socialist concern for community wellbeing, (2) an external strategy that focuses on expansion and rendering the industry global, with numerous organizational alliances and acquisitions, and (3) an internal strategy that includes self-criticism, professionalism, creativity, and organizational learning. Strategies of the top management have the ability to integrate conflicting methods into their strategy while promoting innovation and originality and can increase economic success and reassure its sustainability for the business and the community.

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Section: Background On Kibbutz Movementmentioning

confidence: 99%

Section: Background On Kibbutz Movementmentioning

confidence: 99%

Section: Communal (Kibbutz) Business Sustainability Strategymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Business Sustainability Strategy in a Cooperative Kibbutz Industry

Moskovich

2020

Sustainability

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Ownership, freedom, belonging and God: Kibbutzim’s strategies to extend their “sharing” model

Banai,

Nirenberg

2024

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Purpose This study proposes a mix of historical, organizational and generational life cycles as explanatory variables for the “sharing style” of intentional communities such as kibbutzim in Israel. It evaluates the effectiveness of four strategies, namely, economic ownership, ultimate personal freedom, sense of belonging and religious belief employed by kibbutzim to sustain their lifestyles as sharing communities.Design/methodology/approach The study’s data collection methods include a mix of literature review and content analysis of interviews and observations conducted by the study’s researchers over a period of twenty years.Findings Environmental uncertainty, which served as one of the main motivators for the establishment of kibbutzim, has been diminished over their life cycle, forcing them to change their socioeconomic model of sharing. Most kibbutzim elected to employ the household’s economic private ownership strategy to move from the “maturity” to the “renewal” lifecycle stage, thereby avoiding “decline.” Three representative kibbutzim chose to deploy ultimate personal freedom, enhanced sense of belonging and shared religious practice strategies to reach the renewal stage.Practical implications Current crises, such as weather disasters, pandemics and wars, have demonstrated the justification for the existence of shared leadership communities. This study considers the advantages and pitfalls of economic and psychological conditions necessary for sustaining such communities over the period of their life cycles. We propose that out of the four strategies analyzed, only the strategy of economic private ownership can be sustained under conditions of global, national and commune’s increasing levels of individualism.Originality/value This study introduces historical, organizational and generational elements into the commonly described construct of organizational and product life cycles. It describes four variations of the communal sharing socioeconomic model that have been adopted to combat the degradation of the communes into the decline stage and evaluate their viability. The study therefore generalizes life cycle theory to non-for-profit organizations, making life cycle theory more specific.

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Management Attitude Shaping Cultural Sustainability in a Taxi Company—An Israeli Case Study

Moskovich

2022

Sustainability

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This research examined human interaction in a taxi driving company, analyzing the cultural influence of the management’s social definition of its employees. In addition, this case study examined the relevance of “activity theory” through the perspective of the “iceberg model”. Based on this model, the researcher explored the overt and practical layers of the organizational culture of the company as well as its hidden layers. The ethnographic research developed along qualitative lines: 28 interviews and 10 direct observations in the organizational setting. The research questions were: ‘How did the owners’ attitude shape the culture of their taxi company and how did their behavior influence cultural sustainability?’ The findings portrayed a culture of conflict, driven by the owners’ motivation to become rich quickly. The overt layers of the organizational culture included domineering managerial behavior, exploiting the drivers’ inferior status, creating a high level of stress, and openly humiliating them. The drivers were deeply dissatisfied, which led to high rates of turnover. Moreover, analyzing the social interactions in the firm uncovered the hidden agenda of the owners (i.e., the covert layers), which was to amass a fortune in a short time at the expense of their workers. The analysis highlighted the damage this capitalist managerial attitude caused to the organizational sustainability of the company. The managerial behavior caused high driver turnover, which led to a constant shortage of drivers and instability in the company. By focusing on one taxi driving company in northern Israel, this research enriches the literature in the fields of social interaction, activity theory, organizational culture, and sustainability. This paper presents insights that stem from “activity theory”, according to which managers can interact with their employees, overcoming mistrust and conflict, in order to enhance organizational sustainability.

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Family Home Business in Kibbutz Industry Sustainability

Cited by 3 publications

References 37 publications

Business Sustainability Strategy in a Cooperative Kibbutz Industry

Business Sustainability Strategy in a Cooperative Kibbutz Industry

Ownership, freedom, belonging and God: Kibbutzim’s strategies to extend their “sharing” model

Management Attitude Shaping Cultural Sustainability in a Taxi Company—An Israeli Case Study

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